Innovation at Kaiser Permanente Kaiser Permanente Policy Story Slides

The Innovation Imperative  Benefits of innovation are clear, but organizational complexity, inertia, and time and resource constraints slow adoption.  Health care leaders and policymakers are seeking ways to spread innovation more rapidly. – Center for Medicare and Medicaid Innovation partners with providers, federal agencies, professional societies and others to test ways for speeding dissemination and adoption of best practices  Kaiser Permanente has a robust innovation infrastructure that enables physicians and frontline staff to bring new ideas to light. 2| © 2014 Kaiser Foundation Health Plan, Inc.October 5, 2015

Innovation Infrastructure at Kaiser Permanente  Sidney R. Garfield Health Care Innovation Centre: Centre allows innovators and “customers” to participate in simulations, technology testing, prototypes and product evaluations. – Has hosted 55,000 visitors from 53 countries in the past seven years  Innovation Consultancy: national team works with frontline providers and managers to discover, design and implement ways to improve the patient experience and work experience of our caregivers – Projects have touched over 50,000 clinicians and 2 million members  Innovation and Advanced Technology Group: team of technology experts, nurses, physicians who research, assess and prototype emerging technologies – Innovation Fund for Technology provides funding to pilot test ideas. Since 2008, 760 ideas have been reviewed, 105 have been funded, and 19 have gone into operation 3| © 2014 Kaiser Foundation Health Plan, Inc.October 5, 2015

Innovation on the Ground: InTouch® Robot 4| © 2014 Kaiser Foundation Health Plan, Inc.October 5, 2015  Medical Center in Fremont piloted the InTouch Health® RP-VITA® robot, which allows doctors to see and talk with patients, families, and staff in the intensive care unit (ICU) in the middle of the night. – Pilot was a success: fewer night emergencies, better relationships between nurses and doctors, enhanced ability of nurses to detect issues early  Lack of systematic review of the technology hindered widespread adoption  Champions on the ground were crucial players in spreading adoption: – Jenny Cunha, a regional innovation advisor, blogged internally about the pilot’s results and networked with physicians and executes across Kaiser Permanente – Danielle Cass, an innovation champion, developed “imaginariums,” allowing hundreds of leaders and staff test the technology for themselves: – Technology is now being used to improve care for stroke patients in Oregon, and will be tested in a neonatal unit in Southern California

Three Ideas to Get Past Innovation Roadblocks  Examine how an idea directly improves care delivery and whether it is really ready to go. Even if the benefits are clear, it can take months to build the organizational capabilities and support to get an idea off the ground.  Make sure people on the front lines have the bandwidth and tools to implement an idea. Sometimes what appears to be resistance is really a lack of time to plan and carry it out. Ease the logistical burden by creating a “change management packet,” with videos of new innovations and concept sheets with data and lessons learned.  Encourage innovators to share their best practices and generate enthusiasm through blogging, updates, and demonstrations. 5| © 2014 Kaiser Foundation Health Plan, Inc.October 5, 2015

For more information contact Athan Bezaitis at To read the full story visit: kpihp.org/kaiser- permanente-policy-story-v3-no-4-innovation-at- kaiser-permanentekpihp.org/kaiser- permanente-policy-story-v3-no-4-innovation-at- kaiser-permanente

7| © 2014 Kaiser Foundation Health Plan, Inc. For internal use only.October 5, 2015 Our Mission The Kaiser Permanente Institute for Health Policy’s mission is to shape policy and practice with evidence and experience from the nation’s largest private integrated health care delivery and financing organization. Visit our Website kp.org/ihp Follow us on