Accelerating Learning and Spread
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Transcript of Accelerating Learning and Spread
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© Kaiser Permanente 2016, Internal Use Only 1
Better Together
Lisa Schilling, RN
Vice President, Quality and Care Delivery effectiveness
British Columbia Patient Safety and Quality Council
Quality Forum
Vancouver, B.C.
March 3, 2017
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Kaiser Permanente by the numbers
• 8 regions serving 8 states and the
District of Columbia
• 11 million members
• More than 24,000 physicians
183,000 employees (including more
than 48,000 nurses)
• 38 medical centers (with hospitals)
• More than 600 medical offices
(ambulatory care buildings)
• $63 billion operating revenue (2015)
Copyright © 2015 Kaiser Permanente
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What if….
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7 12/5/2016
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“Innovating requires identifying the problems that matter and
moving through them systematically to deliver elegant
solutions.” -Ten Types of Innovation
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© Kaiser Permanente 2016, Internal Use Only 10
Leading organizations understand
what needs to be done to facilitate change,
why they exist—the imperative of experiences, and
how change can occur at a pace consistent with the environment.
Design
for spread
Focus the
organization
Design for
experiences
Use a shared
framework
Cultivate
dynamic
leadership
Measure
the value
Copyright © 2015 Kaiser Permanente
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Design driven
by user needs
and experiences
Systems driven
by quality and
efficiencies +
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From diffuse successes
to strategic wow results
and experiences
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© Kaiser Permanente 2016, Internal Use Only 13
4 Phases to Accelerating Learning and Spread
Focus
Setting the strategic direction and priorities.
Understand
Defining what problems that need to be solved.
Design
Creating and rapidly prototyping a portfolio of solutions.
Integrate
Planning, demonstrating and implementing solutions at scale.
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How does it work?
Copyright © 2015 Kaiser Permanente
• XLS
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“Plans are only good intentions unless they
immediately denigrate into hard work” - Peter Drucker
10 Copyright © 2015 Kaiser Permanente
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From Strategy to Execution: Building Change into Operations
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Person focused goals
Implement depression care management programs
across Kaiser Permanente A member who feels “off” emotionally can
get trusted, personalized help, when, where and how she wants it
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Surveys, focus groups …
Storytelling, video ethnography, shadowing, touchpoint/journey mapping …
Advisory councils, members on committees, grand rounds, subject matter experts …
Deep partnership to design and improve, define success metrics, and produce health
CoDesign & CoProduce
Advise &
Consult Deeper Dive
Gather Feedback
Our Evolution in Engaging Patients & Families
Partnering with Patients and Community
Source: Estee Neuwirth, KP 2015
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Metrics that matter to patients
Healthcare measures:
Diagnosis rate
Medication refill rate
Length of stay
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Copyright © 2015 Kaiser Permanente
Patient measures:
Is my quality of life improving?
Do providers treat me with respect?
Do providers discuss what matters to me?
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Three Big Questions
• 2008 –reduce high HEDIS rate of back surgeries in favor of conservative back care management
• Developed Complete Back Care Algorithm implemented 2009-2011
Thousands
Copyright © 2015 Kaiser Permanente
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Discovery:
“How are we doing?”
Learning:
“What does the evidence tell us?”
Performing:
“Is there more than
can be done?”
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Going deeper looking at equity
If we want to “be the best at getting better” then learning is continuous
Most at risk
and lowest BP
control rate
Top 10% in US
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Copyright © 2015 Kaiser Permanente
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Accountability with a new lens
US Hospital
Mortality Rate
How can we
learn from the
best
performer?
© Kaiser Permanente 2015 reproduce by permission only
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“I have long believed that an organization can not maximize its potential unless it mentors its people”
- Michael Dowling
Copyright © 2015 Kaiser Permanente 18
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How are you motivating people?
Copyright © 2015 Kaiser Permanente
• Burning Ambition
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Successful Leadership
• Where are you looking to anticipate the next change?
• How diverse is your network?
• Are you courageous enough to abandon the past?
Copyright © 2015 Kaiser Permanente
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