Innovation Centers and Health Care
A presentation delivered by Eric Schneider MD, FACP at the Association of American Medical Colleges' 2018 Integrating Quality Conference. Dr. Schneider presented as part of the "Building Capacity for Quality Improvement & Clinical Innovation at AMCs" panel. Panel Description: Clinical innovation and continuous quality improvement are critical to success in today’s health care system with its shift to value-based care delivery and financing models. While there is a need to implement, evaluate, and scale successful QI efforts and clinical innovations, there is wide variation in how health systems are supporting this work. This session will include presentations by leaders from three AMCs describing their institutions’ various approaches to supporting QI and innovation activities, including staffing, funding, evaluation, and scaling. The session will begin with an overview of a proposed framework for understanding the differences and intersections between QI, implementation, systems redesign, and innovation. The speakers will then share their perspectives on some of the core organizational competencies needed to support QI and innovation activities, including opportunities for career pathways. Finally, there will be an opportunity for participants to share their own successes and challenges to supporting QI and innovation at their institutions, and to provide feedback on opportunities for continuing this work.
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Innovation Centers and Health Care
- 1. Eric C. Schneider MD, FACP Senior Vice President for Policy and Research @ericschneidermd Innovation Centers and Health Care High Quality, Affordable Care?
- 2. 2 • Academic health centers have a long tradition of biomedical innovation • Many factors pushing delivery systems to achieve higher quality care at lower cost (increasing value) • Are academic medical centers prepared to innovate in the delivery of health care? The Rise of the Innovation Center
- 3. 3 How do other industries innovate to achieve value? Core Optimizing current practices within existing delivery models Transformational New and disruptive delivery models Adjacent Innovation within existing delivery models Existing systems& stakeholders Newsystems& stakeholders Existing process & service improvement New processes & services
- 4. 4 Strong link to senior leadership Integrated with front-line Separate from front-line Weak link to senior leadership Skunkworks Functional Organizational structures for innovation
- 5. 5 Innovation Centers in 2015 Question Range of Responses Median Year started 1995 to 2014 2010 Annual budget (when disclosed) $150,000 to $18,000,000 $1,950,000 Number of staff (full-time equivalents) 1 to 215 6 Number of innovations being tested 2 to 100 12.5 Note: Number of innovation center respondents varied from 21 to 32, depending on the question. Hostetter et al, 2015 (www.commonwealthfund.org/publications/chartbooks/2015/apr/survey- of-health-care-delivery-innovation-centers)
- 6. 6 2003-2007 Organizational Structures for Innovation Strong link to senior leadership Integrated with front-line Separate from front-line Weak link to senior leadership
- 7. 7 What Do Innovation Centers Focus on? 29% 35% 55% 61% 61% 65% 65% 68% 71% 74% 77% 77% 84% 87% 87% 90% 0% 50% 100% Other responses Price transparency Community-based services Devices Patient safety Wellness Home-based care Utilization Intraprofessional communication Clincal decision support Population health Workflow efficiencies Patient engagement Access Disease-specific outcomes Care coordination Notes: N=31. Other responses include spending reductions, the uninsured, helping seniors age in place, teaching/education, data mining, and data analysis. Percent of innovation center survey respondents
- 8. Thank you AAMC June 7, 2018 Eric C. Schneider, MD, MSc, FACP Senior Vice President for Policy and Research The Commonwealth Fund @ericschneidermd
- 9. 9 Method Lean/Six Sigma Agile Design Thinking Desired endpoint Improved existing processes Improved solution Job-to-be-done and prototype solution Problem identification Process-maps, run-charts, data Designer- customer interaction Eliciting end-user needs and wants (latent) Origin Manufacturing Software Human-centered design The Improvement-Innovation Spectrum InnovationImprovement 5
Editor's Notes
- Goal is cross-pollination without cross-contamination
- Standardize processes once you have them In this case, you had a broken process and the lead, who had QI training was stuck This method is not as effective when you need to start from scratch Failure of the imagination