Resources

This longitudinal assessment of a new electronic audit and feedback (e-A&F) system in a large tertiary hospital was conducted to determine the system's impact on patient safety outcomes over an extended period.

This IHI blog reinforces the importance of SPC charts and provides links to tools and guides for their use. 

This qualitative study aims to identify key aspects of CEO participation in quality and safety programs that characterise effective leadership for quality improvement (QI). 

Is there a recipe for creating a high-performing health service? Of course there is! We don’t have to look too far into the literature to find multiple sources of evidence on high performance. This study, from the 2015 ‘vault,’ is particularly useful as it identifies seven clear themes from a systematic review of the qualitative literature on high-performing hospitals.

This storytelling guide is a guide for consumers and their support network who want to share their stories in such a way that they transform the human experience in healthcare. While storytelling is a powerful way to convey experiences in all areas of life, in health and human services it is vital for those advocating for change. 

In this webinar, Dr. Cathy Balding and her guest, Professor Alan Lilly, discuss Professor Alan's moment of realisation on the difference he could make leading improvement in clinical care.

As finding and keeping the right staff continues to challenge human services’ ability to provide quality care, this case study explores a critical component of staff satisfaction and performance. Are the Right People in the Right Seats? delves into the process of aligning employee skills and roles for organisational success.  

Spreading, scaling up, and sustaining improvements in human services is a complex challenge that many countries, including the UK, USA, and Australia, have been tackling. Despite significant efforts, the sustainability of scaling up local improvements remains low. One reason for this is the traditional, linear approach to spreading improvements, which often overlooks the complexity and evolving nature of healthcare systems.

Healthcare has worked on reducing ‘Low-Value Care’ for several years now, with varying success. The significant negative impact of low-value care includes increased healthcare costs, patient harm, and resource wastage. These authors propose a framework to address the still pervasive issue of low-value care such as unnecessary tests, treatments, and procedures that offer little benefit to patients and may even cause harm.

The Institute for Healthcare Improvement (IHI) has introduced the concept of Quality Improvement (QI) ‘dosing’, where different staff roles receive tailored levels of improvement science (SOI) training based on their responsibilities.