1st Annual Crossing the Quality Chasm Summit: A Focus on Communities http://books.nap.edu/catalog/11085.html
It was decided that the summit should have a community focus, as successful community innovations can provide a lens for viewing how to redesign care delivery systems, and involving community stakeholders would help mobilize the next round of quality improvement efforts. Communities can also serve as “laboratories of innovation” to assess what does and does not work before a policy is adopted nationally. Additionally, working at the community level can strengthen the interface between the personal and the population-based health systems.
Having laid this groundwork, the committee identified three objectives for the summit:
To stimulate and further local and national quality improvement efforts, consistent with the IOM’s Crossing the Quality Chasm report, focusing on five priority areas— asthma, depression, diabetes, heart failure, and pain control in advanced cancer.
To describe measurable aims and appropriate strategies for improving care in the five targeted priority areas, including endorsing performance measures necessary to assess progress over 3 to 5 years.
To stimulate supportive interrelationships and synergies between locally based efforts and resources at the national level, and to make highly visible the resulting commitments.
Research and Quality. The committee also identified summit attendees who would best serve to inform and advance the Quality Chasm vision. More than 200 individuals participated in this event, including nationally recognized experts in the five clinical conditions and six cross-cutting areas; representatives of 15 local communities (see Box ES-1), chosen from a pool of 90 across the country; and leaders from national organizations referred to as “national champions” (see Box ES-2), which through their influence could expedite progress at the local level.2 The design of the summit is unique in the IOM’s experience in that it brought together innovative local and regional providers (“doers”) and national leaders, as well as representatives of national public, voluntary, and private organizations (“environments”).
“Each of the communities that are participating is a building block. Each is an experimental center. Each is a place of innovation. And if we take advantage of our mutual learning in the course of this day to renew our own sense of possibility and direction then the objectives of our meeting will have been accomplished.”
Harvey Fineberg, President, IOM
To achieve these objectives, the committee solicited the input and advice of several liaison groups, including the Centers for Disease Control and Prevention; the Institute for Healthcare Improvement; the MacColl Institute for Healthcare Innovation at Group Health Cooperative; and the Agency for Healthcare
1 Although performance measurement standards for each condition were called for by the participants—as noted at a number of points in this report—the summit itself did not endorse any specific performance measures for the targeted conditions.
2 There are many champions of health care quality improvement around the nation. Some play on a national stage in the scope of their work, while some are regional and others are located in communities. Those listed are a number of key players who work at the national level; some of them, as well as others not listed, make an impact at the international level as well. It is hoped that others will join this list, and we emphasize that any omissions are unintentional.
Copyright © 2004 National Academy of Sciences. All rights reserved. This executive summary plus thousands more available at http://www.nap.edu