Use of Triple Aim to Improve Population Health - 2 views

• 
  #1 Eve Byrd on 27 Oct 14

   

  Levine, J.F., Herbert, B., Mathews, J., Serra, A., & Rutledge, V., (electronically published 2011, September 25) Use of triple aim to improve population health. NCMEDICALJOURNAL.COM 72, 201-204
  The author's invited commentary provides a description of CaroMont's plan and process to realize their vision "to be a nationally recognized leader and valued partner in promoting individual health and vibrant communities" within the context or era of the Affordable Care Act. They focused on moving from a volume based business model to one that is value based. They focused on three core competencies " redesign of the care system, with enhanced coordination; clinical integration with health care professionals; and an understanding of the community needs as they relate to population health." The board of trustees revised their vision statement to read "We are a nationally recognized leader and valued partner in promoting individual health and vibrant communities." Their first steps were to improve the organizations employee health and created two positions to focus on this. The goals were aligned with the ACA,Triple Aim. They also recognized that collaboration with many county organizations was going to be necessary to address the major health concerns of the region so they formed the Gaston County Health Coalition and the Coalition adopted the mission to use the employee based strategies to which were a success to impact community health. This also provided feed back from community regarding "what healthcare looks like." The feedback assisted the medical center in knowing what they needed to do to affect patient experience in accordance with the Triple Aim. The process informed the system in what an important role primary care physicians play in new models of health care delivery therefore physician led multidiscipline councils were formed to breakdown the traditionally "hospital centric" services lines and were charged with "developing strategies to coordinate and improve care while understanding the importance of bending the healthcare cost curve." Administration provided providers the education necessary to understand performance indicators, market share data, costs need to do their work in transforming. The system simultaneously implemented a robust electronic record and all primary care clinics received National Committee for Quality Assurance Level III designation as Primary Care Medical Home. The authors stress the importance of collaborating with various stake holders such as primary care, FQHCs and public health departments.
  
  Although electronically published and no impact value I found this article very useful. The authors of the article are the chief medical officer, director of managed care, associate vice president for quality (RN), vice president of research and development and the chief executive officer and president. The article provides a step by step account of how the organization aligned it's mission and values in order to achieve the triple aim - changing from volume to value and population focused. Although the authors do not give a theoretical model for decision making or systems change as in other articles the straight forward account of their process is very informative. They give enough detail that their processes could generally be replicated.

   

  <div class="cArrow"> </div><div class="cContentInner">Levine, J.F., Herbert, B., Mathews, J., Serra, A., & Rutledge, V., (electronically published 2011, September 25) Use of triple aim to improve population health. NCMEDICALJOURNAL.COM 72, 201-204 <br /> The author's invited commentary provides a description of CaroMont's plan and process to realize their vision "to be a nationally recognized leader and valued partner in promoting individual health and vibrant communities" within the context or era of the Affordable Care Act. They focused on moving from a volume based business model to one that is value based. They focused on three core competencies " redesign of the care system, with enhanced coordination; clinical integration with health care professionals; and an understanding of the community needs as they relate to population health." The board of trustees revised their vision statement to read "We are a nationally recognized leader and valued partner in promoting individual health and vibrant communities." Their first steps were to improve the organizations employee health and created two positions to focus on this. The goals were aligned with the ACA,Triple Aim. They also recognized that collaboration with many county organizations was going to be necessary to address the major health concerns of the region so they formed the Gaston County Health Coalition and the Coalition adopted the mission to use the employee based strategies to which were a success to impact community health. This also provided feed back from community regarding "what healthcare looks like." The feedback assisted the medical center in knowing what they needed to do to affect patient experience in accordance with the Triple Aim. The process informed the system in what an important role primary care physicians play in new models of health care delivery therefore physician led multidiscipline councils were formed to breakdown the traditionally "hospital centric" services lines and were charged with "developing strategies to coordinate and improve care while understanding the importance of bending the healthcare cost curve." Administration provided providers the education necessary to understand performance indicators, market share data, costs need to do their work in transforming. The system simultaneously implemented a robust electronic record and all primary care clinics received National Committee for Quality Assurance Level III designation as Primary Care Medical Home. The authors stress the importance of collaborating with various stake holders such as primary care, FQHCs and public health departments. <br /> <br /> Although electronically published and no impact value I found this article very useful. The authors of the article are the chief medical officer, director of managed care, associate vice president for quality (RN), vice president of research and development and the chief executive officer and president. The article provides a step by step account of how the organization aligned it's mission and values in order to achieve the triple aim - changing from volume to value and population focused. Although the authors do not give a theoretical model for decision making or systems change as in other articles the straight forward account of their process is very informative. They give enough detail that their processes could generally be replicated.</div>

  ...

  Cancel

To Top