Triple Aim: Application in a Transitional Care Clinic
In 2008, an approach to healthcare delivery was proposed that would address three diverse areas of the healthcare system that would improve upon the system as a whole (Whittington, Nolan, Lewis, & Torres, 2015). The three “aims” included improving the experience of care, improving the health of populations and decreasing the cost of healthcare (Berwick, Nolan, & Whittington, 2008).
Triple Aim in Practice
With its integration into practice, the Triple Aim has required continuous effort from healthcare practitioners from all levels to improve upon patient outcomes and the efficiency of the healthcare system itself (Whittington et al., 2015). A DNP project that addresses the principles of …show more content…
Through evaluation and improvement of the current transitional care program patient outcomes should theoretically improve. Improved transitional outcomes in CSHCN include decreased hospitalizations, increased access to care, decreased disease specific complications, and increased quality of life all of which are associated with lower healthcare costs for both the individuals attending the clinic as well as the healthcare system in which the clinic …show more content…
The framework for leadership proposed by the IHI Senior Fellow, Thomas Nolan, Will-Ideas-Execution, assists in defining the roles a leader must take to achieve the Triple Aim (Bisognano & Kenney, 2012). The first step in the leadership framework, will, focuses on building the will needed to start the innovation and other required changes that the Triple Aim entails (Bisognano & Kenney, 2012). In order to build the will to change to comply with the Triple Aim leaders should be honest in their assessment of themselves and their companies that they represent. By doing so leaders are able to identify areas in need of change, validate the need to change to others, and gain the will to make the changes with the support of their co-workers in the effort of achieving the Triple Aim. The second part of the proposed leadership model, ideas, focuses on getting ideas through nontraditional routes such as patient and employee interviews to gain an understanding of what others perceive as needs of the current system. The final tenant of the proposed leadership framework, execution, proposes that leaders that are able to consistently able to deliver system level aim, local supervision and employee development are able to achieve their goal of achieving Triple Aim (Bisognano & Kenney, 2012). To achieve the Triple Aim a change in leadership is essential. By gaining the needed will to change, identifying
In 2008, an approach to healthcare delivery was proposed that would address three diverse areas of the healthcare system that would improve upon the system as a whole (Whittington, Nolan, Lewis, & Torres, 2015). The three “aims” included improving the experience of care, improving the health of populations and decreasing the cost of healthcare (Berwick, Nolan, & Whittington, 2008).
Triple Aim in Practice
With its integration into practice, the Triple Aim has required continuous effort from healthcare practitioners from all levels to improve upon patient outcomes and the efficiency of the healthcare system itself (Whittington et al., 2015). A DNP project that addresses the principles of …show more content…
Through evaluation and improvement of the current transitional care program patient outcomes should theoretically improve. Improved transitional outcomes in CSHCN include decreased hospitalizations, increased access to care, decreased disease specific complications, and increased quality of life all of which are associated with lower healthcare costs for both the individuals attending the clinic as well as the healthcare system in which the clinic …show more content…
The framework for leadership proposed by the IHI Senior Fellow, Thomas Nolan, Will-Ideas-Execution, assists in defining the roles a leader must take to achieve the Triple Aim (Bisognano & Kenney, 2012). The first step in the leadership framework, will, focuses on building the will needed to start the innovation and other required changes that the Triple Aim entails (Bisognano & Kenney, 2012). In order to build the will to change to comply with the Triple Aim leaders should be honest in their assessment of themselves and their companies that they represent. By doing so leaders are able to identify areas in need of change, validate the need to change to others, and gain the will to make the changes with the support of their co-workers in the effort of achieving the Triple Aim. The second part of the proposed leadership model, ideas, focuses on getting ideas through nontraditional routes such as patient and employee interviews to gain an understanding of what others perceive as needs of the current system. The final tenant of the proposed leadership framework, execution, proposes that leaders that are able to consistently able to deliver system level aim, local supervision and employee development are able to achieve their goal of achieving Triple Aim (Bisognano & Kenney, 2012). To achieve the Triple Aim a change in leadership is essential. By gaining the needed will to change, identifying