Executive Quality Academy

Transcription

1 Executive Quality Academy Leadership for Improvement and Innovation Nov Dubai, UAE

2 IHI s Executive Quality Academy transformed my leadership and allowed me to lead a financial turnaround of my former organization. Mark Novotny, Cooley Dickinson Hospital, Massachusetts, USA

3 Executive Quality Academy Leadership for Improvement and Innovation Is your leadership team ready for the urgent challenges that the changing health care landscape brings? Have your figured out what it will take to accelerate your quality and cost-effectiveness efforts in order for your organization to be one of the most successful? As the demands to improve quality, reduce costs, and improve the patient experience grow throughout the Middle East, it s more important than ever for senior health care executives to have the tools to confront these challenges. The Executive Quality Academy (EQA) incorporates new solutions and relevant examples to help executives and their teams accelerate improvement to meet the challenges of today and tomorrow.

4 Components of the EQA program include: 1 The IHI High Impact Leadership Framework for Improvement and Innovation based on the experiences of hundreds of health care organizations 2 Expansion of concepts and examples beyond the traditional hospital walls including learning from organizations that are engaged in trying to achieve improved health outcomes for their populations 3 Leadership strategies to eliminate waste from clinical and support processes that can add overall value to the health care organization. 4 A new emphasis on actions the senior leadership team must take to strengthen the team and increase capacity to align, execute, and drive the organizational culture including additional table-based discussions to improve learning The intensive two-and-a half-day EQA program provides a precise focus on building senior leadership capability to lead change. Conducted by our expert international faculty with broad health care leadership experience, this program is focused on getting results. The principal output of the program is a detailed plan for each organization to achieve one or more how good, by when system-level quality, safety and patient experience aims. Enroll now at ihi.org

5 Why Attend the Executive Quality Academy? Health care CEOs could once argue that their role was to get the finances, facilities, and capital investments right, and that it was the job of doctors and nurses to deliver quality care. Not anymore. Leaders are responsible for all patient outcomes and are under pressure to produce both high quality and high value. The Executive Quality Academy provides CEOs and other organizational leaders a focused setting for planning and the key tools needed to deliver rapid and meaningful quality improvement. Who Should Attend This is an intensive team-based and team-building learning and action planning session that should be attended by the entire senior leadership teams only. Generally, organizations send the CEO and three to six senior leaders. In some cases, the senior operational executive responsible for the division, operating entity, or business unit will attend in place of the CEO. Teams who attend without their senior executive find it difficult to implement revised plans and leadership changes upon returning to their organizations. For that reason, we only accept teams with a minimum of two participants. Discounts are available for leadership teams of three or more members. We also encourage the attendance of one or more key board members such as the incoming or current Board Chair, or the Chair of the Board s Quality Committee. Enroll now at ihi.org

6 Schedule TUESDAY, NOVEMBER 4 Day One New Leadership Framework By their actions and behaviors, leaders build the will to improve within their organizations. But, improve what? One of the vital behaviors that leaders must practice is to create a clear vision for what needs to be achieved and by when. By the end of this program, teams will have a first cut set of system-level aims along with relevant measures they can track informed by feedback from expert faculty and other participants. Engaging Patients and the Community Leaders must promote patient centeredness in both word and deed for example, beginning meetings with patient stories, and including patients and families on committees and improvement projects. Case studies and other tools will be demonstrated that can help evaluate the effectiveness of your organization s patient focus. WEDNESDAY, NOVEMBER 5 Day Two Build Will and Create Capability While strategy is important, culture is critical. This part of the program focuses on the personal work of senior leaders what they do with their time, how they know what to do with respect to technical improvement issues as well as how to drive scaleup and spread of improvement throughout the organization. We ll also discuss how senior leaders can change and sustain desired organizational culture. Achieve Results for the Population At every level, leaders must achieve better outcomes, an improved patient experience, and lower costs. Using case studies and examples, teams will begin building their business case for improved quality, efficiency, and effectiveness in their organizations. Important components will include strategies to engage physicians, and ways to involve the CFO in quality and performance improvement efforts.

7 THURSDAY, NOVEMBER 6 Day Three Shape Culture and Engage Across Boundaries Organizational culture is a direct result of the actions and behaviors of its leaders. Teams will explore how to actively shape and lead culture change. We ll also discuss how to collaborate with others in your community like primary care practices, longterm care providers, skilled nursing facilities, and other partners to improve health care for the populations you serve. Participating in the Executive Quality Academy (EQA) provided our leadership team with a focused deep dive into quality and safety. It was very hard work, but time very well spent. The entire way that we focus on quality and safety changed as a result of participating in the EQA. It was excellent! I can t say enough about how wonderful this program was. Mary Ann Vincent, RN, St. Joseph Health System, New Jersey, USA

8 How Does the EQA Work? The principal output of the intensive two-and-a-half-day program will be a detailed plan for each organization to achieve one of more how good, by when system-level aims for quality, safety, and patient experience, integrated into the strategic plan of the organization. The framework for each plan will be the IHI High Impact Leadership Framework for Improvement and Innovation and vital leadership behaviors. In addition, the EQA incorporates ideas from the IHI Triple Aim (IHI s work to improve health care quality, the patient experience, and overall value) and IHI s Seven Leadership Leverage Points for Organization-Level Improvement in Health Care. IHI s High Impact Leadership Framework for Improvement and Innovation Build Will Create Capability Driven by Patients and Community Achieve Triple Aim Results Shape Culture Engage Across Boundaries Fees Teams of up to three people: $3,295 per person Special Group Rate: To encourage team participation in this invaluable program, IHI is pleased to offer a special group rate for organizations sending three or more people: $2,800 per person Enroll now at ihi.org

9 Faculty Michael D. Pugh, MPH President, MdP Associates, LLC, has over 30 years of CEO experience in hospitals, health care systems, managed care organizations, consulting, and health care services companies. He is a nationally known advisor and consultant to health care provider organizations, payer organizations, and government agencies focusing on issues of quality, performance, strategy, and governance. He is a senior faculty member for the Institute for Healthcare Improvement (IHI) and co-author of the highly popular IHI white paper, Seven Leadership Leverage Points for Organization-Level Improvement in Health Care. Since 1998, Mr. Pugh has helped senior leaders define and execute strategies for improvement and organizational transformation, with specific areas of expertise in clinical integration, quality system planning and execution, governance processes, leadership system development, and strategic planning. Mr. Pugh has served on the boards of the American Hospital Association (AHA), the AHA Health Forum, the Colorado Hospital Association, and The Joint Commission. Stephen Swensen, MD, MMM, FACR is the Medical Director for Leadership and Organization Development and Professor in the Mayo Clinic College of Medicine. He is a Senior Fellow and Chair of the Leadership Portfolio at the Institute for Healthcare Improvement. From , he served as the Director for Quality and Associate Dean for Value at Mayo Clinic. Dr. Swensen chaired the Mayo Department of Radiology from He is Past President of the Fleischner Society and the Society of Thoracic Radiology. Dr. Swensen has been Principal Investigator of three NIH grants and has authored two books and 138 peer-reviewed articles.

10 Erica Reid, RN is the National Lead for the Emergency Care Pathways Programme within the Quality and Efficiency Support Team of the Scottish Government. This national programme is focused on delivering improvements in emergency access through reshaping patient pathways. She is also a Health Foundation Quality Improvement Fellow at the Institute for Healthcare Improvement. Her experience includes adult general nurse (Royal Infirmary of Edinburgh); paediatric nurse (Royal Hospital for Sick Children, Edinburgh); senior staff nurse in vascular surgery, cardiothoracic surgery, cardiology, general medicine, and intensive care; and Sister (Senior Nurse) in the largest Interventional Radiology Department in Scotland. While her nursing experience is broad, her principle clinical experience is within acute care. Ms. Reid has also worked in clinical governance, leading a Clinical Audit Team across primary and secondary care. She has been an improvement advisor at the local and regional levels, and a middle manager with responsibility for medicine, emergency medicine, and out-of-hours primary care. Her current role is her second at a national level. Previously, she was Nursing Officer for Acute Care, Service Improvement, and Quality for the Scottish Government. In that role, she developed the national three-year strategy for Nursing, Midwifery, and Allied Health Professionals; led the implementation framework of the revised national Senior Charge Nurse Role; introduced Productive Ward series into NHS Scotland; and developed an inpatient experience survey at the national level for local use.

11 About IHI IHI is a leading innovator in health and health care improvement worldwide. For more than 25 years, we have partnered with visionaries, leaders, and front-line practitioners around the globe to spark bold, inventive ways to improve the health of individuals and populations. Recognized as an innovator, convener, trustworthy partner, and driver of results, we are the first place to turn for expertise, help, and encouragement for anyone, anywhere who wants to change health and health care profoundly for the better. To advance our mission, IHI s work is focused in five key areas: Improvement Capability; Person- and Family-Centered Care; Patient Safety; Quality, Cost, and Value; and Triple Aim for Populations. When it comes to raising the quality of health for all, IHI sees boundless possibilities, and while we see the walls in front of us, we will not rest until we reach the other side. Learn more at ihi.org. Continuing Education In support of improving patient care, the Institute for Healthcare Improvement is accredited by the American Nurses Credentialing Center (ANCC), the Accreditation Council for Pharmacy Education (ACPE), and the Accreditation Council for Continuing Medical Education (ACCME), to provide continuing education for the health care team. Please visit ihi.org/eqa for the number of credit hours that IHI designates for this continuing education activity. Enroll now at ihi.org

12 Questions? Contact us at or For more information or to enroll, visit ihi.org