This article, the third in a three-part series on quality improvement, describes how this approach, which is now being applied across many healthcare providers and systems to improve services, can be used to achieve the triple aim. Meanwhile, quality improvement is the application of a systematic method to solve complex problems, involving the people closest to the issue in discovering and testing new ideas, and measuring improvement of the system over time ( Shah, 2020). The framework was first introduced in 2008 by Don Berwick, Tom Nolan and John Whittington, with the aiming of shifting the focus away from how we can improve services, to how we can redesign the system to optimise outcomes for the population ( Berwick et al, 2008). The triple aim is defined as the simultaneous pursuit of the three goals of improving population health outcomes, improving quality of care and improving value for the system in terms of both costs and sustainability. This article, the third in a three-part series about applying quality improvement to practice, puts forward a step-by-step guide for healthcare systems to use their existing quality improvement capabilities to help them achieve the triple aim, with examples and learning from the authors' experience at East London NHS Foundation Trust. However, little has been written about how the systematic application of quality improvement can support the process of achieving the triple aim, despite the increasingly widespread use of quality improvement methods and tools in the quality of care element of the triple aim. The triple aim has been proposed as a core purpose of the integrated health and care systems in England. Since the triple aim framework was first introduced in 2008, it has been applied in various contexts across several countries. And that’s something that affects you, me, all our family and friends - and ultimately everyone.The triple aim is defined as the simultaneous pursuit of improvement across three areas: population health outcomes, quality of care and value for the system. It’s a fundamental, concrete solution that goes to the very heart of sustainable healthcare delivery.
Triple aim healthcare software#
I find this hugely exciting because it’s not some abstract idea or a minor tweak to a software system.
Triple aim healthcare plus#
And, on top of this, we offer dedicated training of key staff plus experts who spot opportunities and establish priorities to drive continuous improvement. Therefore, we complement it with best practices from other healthcare institutions, benchmarks and insights to increase its relevance and value. And why combine these three things? Because data is essential - but it can’t drive change on its own. Think of it as a triple boost when going for the triple aim. The main differentiating factor in PerformanceBridge Solutions is that it brings together data, services and people.
And then we developed PerformanceBridge Solutions. We heard about time and resource pressures, budget constraints and IT issues, plus the ongoing balancing act that is the triple aim. We researched and spoke to hospital departments around the world to truly understand what they need to drive improvement. Yet many healthcare organizations struggle to make this work, primarily because they are too busy addressing everyday issues (‘fire-fighting’) and therefore don’t tackle the root causes of structural shortcomings.
It sounds logical enough identifying and addressing problems on an ongoing basis in order to raise overall efficiency. Continuous improvement has been implemented with success everywhere from the car industry to banking. You can address this through continuous improvement programs. It stated that, according to its survey, the number one stumbling block to achieving patient satisfaction was ‘the difficulty of changing organizational culture.’ So why isn’t this shift happening on a more widespread basis? Maybe there’s a clue in a 2016 Media Health Leaders Intelligence Report 2. It went on to stress the importance of shifting ‘away from volume-driven to value-driven care, which rewards providers for keeping people healthy while keeping costs in check.’ I couldn’t agree more. Our PerformanceBridge Solutions helps you meet them.Īn article on in October 2016 pointed out that healthcare has basically been organized in the same fee-for-service way since World War II. Continuous improvement is broadly recognized as a means of helping achieve this. Healthcare organizations everywhere are striving to fulfill the triple aim 1. By Maxine Moor, VP Customer Service Marketing Imaging Systems at Philips Healthcare