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CD-ROMs Include:
PLENARY PRESENTATIONS
- Donald M. Berwick, President, CEO, Institute for Healthcare Improvement
- Armory Lovins, physicist, environmental activist, author
- Atul A. Gawande, Assistant Professor of Surgery, Harvard Medical School
MINI-PLENARY PRESENTATIONS
- A1 When Safety Programs Make Us Less Safe – Carol Haraden, Ph.D., Rene Amalberti, MD, Ph.D.
- B1 The Nursing Advantage: Best Practices and Promising Approaches to Achieving Clinical Excellence – Lillee S. Gelinas, RN, MSM, FAAN, Patricia A. Rutherford, RN, MS
- C1 New Ways to See: Innovative Tools to Improve Patient Care – Maureen Bisognano
- D1 Baldrige and Beyond: The SSM Health Care Journey – Mary Jean Ryan, FSM
- E1 Execution of Strategic Improvement Initiatives to Produce System-Level Results – Thomas W. Nolan, Ph.D., Peter J. Knox
WORKSHOPS SESSIONS A/B
- A2/B2 Driving Towards Zero: Preventing Health Care-Associated Infections
- A3/B3 Eliminating Pressure Ulcers in Ascension Health
- A4 Energizing the 5 Million Lives Campaign Work: Medication Reconciliation, High-Alert Medications, and Surgical Complications
- B4 Energizing the 5 Million Lives Campaign Work: AMI, CHF, Rapid Response Teams, and Pressure Ulcers
- A8/B8 Innovation! Can We Really Break the Mold?
- A9/B9 Lessons from Simulation: Building Safer Health Care Systems
- A12/B12 Engaging Everyone Other than Physicians in QI
- A13/B13 Using Better Real-Time Data to Monitor Improvement
- A14/B14 Back to the Basics: Building Essential Skills for Quality and Patient Safety
- A15/B15 Clinical Decision Support of Health Care Information Technology
- A16/B16 Connecting Patients and Providers Using Health Care Information Technology
- A17/B17 Redefining Excellence: The Baldrige National Quality Program
- A18/B18 Using Group Visits Effectively in Chronic Illness Treatment Programs
- A19/B19 Driving Out Disparities in Ambulatory Care
- A20/B20 Building Safety Throughout the Organization
- A21/B21 Health Care Safety and Risk Resilience
- A23/B23 The Privilege of Caring: Relationship-Based Care
- A24/B24 Schwartz Center Rounds: A National Model for Strengthening the Patient-Caregiver Relationship
WORKSHOP SESSIONS C
- C2 Rapid Response Revisited: A Resource-Neutral Approach
- C3 Rapid Response Systems in Teaching Hospitals: Case Studies of Successful Systems Innovation in Academic Settings
- C4 Energizing the 5 Million Lives Campaign Work: VAP, CLI, and MRSA
- C5 Improving Outcomes within ProvenCareSM Highly Reliable Cardiac Care
- C7 Compelling New Research on Physical Layout and Design Directly Enhances QI Initiatives
- C8 Transitional Care Model: Integrating Care Across Settings
- C9 Staff Experience Guides Improvement of the Workforce Environment
- C10 Aiming Higher: Commonwealth Fund Commission on a High Performance Health System
- C11 Linking Public Health and Health Care: Partnering to Improve Chronic Care
- C14 Keys to Sustaining Improvement
- C15 The Lean Triple Play: Improving Speed, Quality, and Cost in Medication Management
- C16 Learning to Hold and Grow Performance Gains
- C17 Accelerating Improvement with Planned Experimentation
- C18 Evaluation of the Organ Donation Breakthrough Collaborative
- C19 The Care Model Process: Delivering Reliable Evidence-Based Care
- C20 Safer Patients Initiative: A Framework for Transforming Safety
- C22 NQF Safe Practices Adoption: Lessons Learned from the High Performers
- C23 Family-Centered Care: What You Can Do for Us; What We Can Do for You
- C24 Patients Know Best: Partnering with Patients in Transformational Service Redesign
- C25 Worlds Apart: Cross-Cultural and Patient-Centered Care
WORKSHOP SESSIONS D/E
- D2/E2 One System’s Solution to Improving Hand Hygiene Compliance
- D3/E3 Door-to-Balloon Time in AMI: Effective Strategies and Teamwork
- D4/E4 Surviving Sepsis: Interim Process Improvement Data from 6,700 Patients
- D5/E5 Increasing the Use of Ambulatory Care for Emergency Patients
- D6/E6 The New Business Case: Linking Better Outcomes and Less Waste
- D7/E7 Innovations in Quality Performance and Outcomes Research
- D8/E8 Leading Large-Scale Change: Role of the CEO
- D9/E9 Leadership Competition: Leverage for Improvement
- D10/E10 Quality Up, Safety Up, Costs Down
- D11/E11 A Leader’s Guide to Measuring Harm: Comparing Methods and Options
- D12/E12 Achieving Clinical Performance Improvement Using a Leadership-Driven Model
- D13/E13 Pay for Performance: What the Current Debate is Missing
- D14/E14 Kaiser Permanente’s Journey from Quality Strategy to Execution of Breakthrough Priorities
- D15/E15 The Seven Languages of Transformation
- D16/E16 The “Triple Aim”: Achieving the Optimal Balance of Good Health, Positive Care Experience, and Low Per Capita Cost
- D17/E17 Segmenting and Sequencing: Keys to Successful Improvement
- D18/E18 The Hospital at Night Program: Reducing Risks at the Most Vulnerable Time of Day
- D19/E19 Revisiting Medication Reconciliation
- D20/E20 Using Trigger Tools to Measure Adverse Events
- D22/E22 Proactive Approaches to Reduce Harm from High-Alert Medications
- D23/E23 Outcome Indicators for Whole System Improvement
- D24/E24 Implementing a Comprehensive Support Program for Patients, Families, and Caregivers Following an Adverse Event
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