The Triple Aim Journey: Improving Population Health and Patients' Experience of Care, While Reducing Costs (original) (raw)
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2010
CareOregon, a Portland, Oregon-based nonprofit Medicaid health plan, developed two innovative programs to help optimize care for its enrollees: a patient-centered medical home initiative in safety-net clinics and a multidisciplinary case management program for members at high risk of poor health outcomes. To implement these programs, the health plan emphasizes the use of learning communities through which independent providers can acquire, share, and practice techniques to achieve three goals: improve population health, enhance the patient experience of care, and reduce the rate of increase in the per capita cost of care. These goals are the focus of the Triple Aim, an Institute for Healthcare Improvement initiative that is helping CareOregon define and reach its goals. By partnering with health care providers to create and pursue a common vision for improving primary care delivery, CareOregon is transforming its role from payer to integrator of care on behalf of its members.
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2012
AriccA D. VAn citters, BriDget K. LArson, KAthLeen L. cArLuzzo, Josette n. gBemuDu, sArA A. KreinDLer, FrAnces m. Wu, stephen m. shorteLL, eugene c. neLson, AnD eLLiott s. Fisher Abstract: This report synthesizes findings and lessons from case studies of four diverse health care organizations participating in the Brookings-Dartmouth ACO Pilot Program, launched in 2009 to support selected provider groups that are collaborating with private payers to form accountable care organizations (ACOs). The organizations are: HealthCare Partners, a medical group/independent practice association (IPA) in Los Angeles, Calif.; Monarch HealthCare, an IPA in Orange County, Calif.; Norton Healthcare, an integrated delivery system in Louisville, Ky.; and Tucson Medical Center, a community hospital working with independent provider groups in Tucson, Ariz. Each has agreed to take responsibility for overall quality and costs of care for their patients, and each has a com- mitted private payer partner and...
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Triple aim program: assessing its effectiveness as a hospital management tool
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According to a recent national survey of Hospital chief executive officers, financial challenges are their top concern, especially government reimbursement. Moreover, the patient faces greater deductibles forcing hospitals to prioritize price transparency. The Triple Aim program is a tool available to hospital management to help address these challenges. This study indicates that the Triple Aim is valuable to healthcare providers and patients by reducing medical errors, improving healthcare quality, and reducing costs on a per capita basis. Managerial implications are discussed for hospitals and health systems considering this approach to addressing financial challenges.
Examining Primary Healthcare Performance through a Triple Aim Lens
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This study sought to apply a Triple Aim framework to the measurement and evaluation of primary healthcare (PHC) team performance. Triple Aim components were populated with 10 dimensions derived from survey and health administrative data for 17 Family Health Teams (FHTs) in Ontario, Canada. Bivariate analyses and rankings of sites examined the relationships among dimensions and among Triple Aim components. Readily available measures to fully populate the Triple Aim framework were lacking in FHTs. Within sites, there was little consistency in performance across the Triple Aim components (health, patient experience and cost). More and better measures are needed that can be readily used to examine the Triple Aim performance in PHC teams. FHTs, in this study, are partially achieving Triple Aim goals; however, there was a lack of consistency in performance. It is essential to collect appropriate measures and attend to performance across all components of the Triple Aim.
Journal of Ambulatory Care Management, 1999
Across the nation, states are placing their faith in managed care as the solution to the rising health care costs associated with the Medicaid program. Historical providers of care to the vulnerable and uninsured are competing in this new price-sensitive market while struggling to remain faithful to their missions. In Maryland, a unique partnership between an academic health center (Johns Hopkins HealthCare) and a coalition of community health centers has emerged as a model that promises to preserve the financial and philosophical goals of historical providers.
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Journal of hospital medicine, 2014
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