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Achieving the Healthcare Triple Aim

By Make Health IT Easier

Achieving the Healthcare Triple Aim with Triple Down Support 

The Triple Aim is a framework for improving healthcare outcomes, which was first introduced by the Institute for Healthcare Improvement (IHI) in 2007. The Triple Aim focuses on three goals: improving the patient experience, improving population health, and reducing healthcare costs. This blog post discusses the Triple Aim in more detail and explores how it can be applied in healthcare. 

Improving the Patient Experience 

The first goal of the Triple Aim is to improve the patient experience. This means providing patients with high-quality care that is safe, effective, and patient-centered. To achieve this goal, not only must healthcare providers listen to their patients and respond to their needs and concerns, but every patient touchpoint, from scheduling their appointment to paying their bill, should be a pleasant and seamless experience.  

Improving Population Health 

The second goal of the Triple Aim is to improve population health. This means focusing on the health of entire populations, not just individual patients. To achieve this goal, healthcare providers must work to prevent illness and disease by promoting healthy behaviors and lifestyles. They must also address social determinants of health, such as poverty, education, and housing, which can have a significant impact on health outcomes. 

Reducing Healthcare Costs 

The third goal of the Triple Aim is to reduce healthcare costs. This means finding ways to deliver high-quality care at a lower cost. To achieve this goal, healthcare providers must eliminate waste and inefficiencies in the healthcare system. This means spending less time doing administrative tasks or being stuck in the EHR and more time with the patients. They must also work to prevent unnecessary hospitalizations and readmissions and to reduce the use of expensive tests and procedures that may not be medically necessary. 

Applying the Triple Aim in Healthcare 

The Triple Aim framework can be applied in many different healthcare settings, from hospitals and clinics to community health centers and long-term care facilities. To implement the Triple Aim, healthcare providers must focus on several key strategies: 

Improve Patient Experience 

According to a Solution Reach study, every patient disappointed with their experience reaches ten other patients. On the contrary, every patient was satisfied with their experience only reached four patients. Organizations that focus on patient experience drive financial and clinical outcomes. Provider organizations must treat the whole patient from the beginning to the end of their care, not just in the exam room. Part of that treatment involves creating a patient-centered culture. Give patients a voice. They want to be educated on their care, and equipped with the tools/technology to actively participate in their healthcare journey. This involves teaching patients how to use patient portals and empowering them to engage.  

To make this possible, physicians must have the time to give to patients. Equip doctors with more intuitive, less intrusive technology tools that support the physician workflow and make their administrative tasks less time-consuming so they can spend more time focusing on the patient.  

Improve Provider Satisfaction 

Switch to a “shared care” model versus a physician-centered model to distribute the provider’s burden. In this model, everyone in an organization begins to carry the weight, reducing physician burnout and increasing satisfaction. Organizations can start reducing work through pre-visit planning and pre-appointment planning. Invest in scribes to complete non-physician order entry and streamlined prescription management. For more clinical tasks, have a clinical staff assistant filter electronic information for fewer inbox messages.  

Reduce Per Capita Cost 

Technology needs to be a part of the solution to control costs. Utilizing technologies that reduce the administrative burden on physicians opens them up to provide better quality care to patients also to allocate more time to see and treat other patients. Technology tools can lower staff time spent on scheduling appointments, engage patients as consumers, decrease appointment cancellations, and decrease wait times to make appointments.  

The Triple Aim framework provides a roadmap for improving healthcare outcomes by focusing on the patient experience, population health, and healthcare costs. By implementing the strategies outlined in this framework, healthcare providers can work together to provide high-quality care that meets the needs of their patients and the community as a whole. 

Strategies to Leverage a PMO For Your Next Technology Implementation

By Make Health IT Easier

Strategies to Leverage a PMO For Your Next Technology Implementation

Deborah Aguilar, PMP, CSM, BHSA, Lean Six Sigma

Project Managers are often underappreciated and underutilized because their knowledge and expertise are misunderstood. According to a Project Management Institute study, 80% of high-performance organizations have a PMO (Project Management Office). Hear from one of EHR Concept’s lead project managers (PMs) and Consulting Partners, Deborah Aguilar, on how to best leverage a project Management Office (PMO) involved in your next technology implementation. 

Why do PMOs exist? 

Many organizations are suffering from an inability to deliver projects on time, under budget, and within scope. Unfortunately, strategic thinking is not enough; agility and adaptability are essential to sustainable future growth. One of the main misconceptions of the Project Manager role is the belief that anyone can step into that role. If someone took accounting in college, would they be considered qualified to do your taxes? Organizations know they need PMOs and PMs to lead their projects, but do Project Managers possess the skills to succeed? Promoting someone into this role, changing someone’s title, or adding more resources is not enough when you are trying to create a PMO positioned to succeed. 

The primary function of the PMO is to manage shared resources across projects to drive increased efficiency and the implementation rate across the portfolio/program. A centralized PMO, combined with an extraordinarily strong supporting project management philosophy, can achieve a culture of accountability by delivering quality projects focused on continuous improvement.  

The PMO identifies and develops project management methodologies, holding project managers accountable all the way through project audits, lessons learned, and the closing project cycle. The PMO develops policies and procedures, defines repeatable processes, and standardizes project status and project communications to ensure that all PMs are adhering to defined and repeatable PMO processes. Organizations should always know what they are getting when engaging a PM that reports directly to a PMO through additional visibility through detailed status reporting and increased communications.  

A PMO is continually looking for conflicts in timing, resource inefficiencies, proper risk planning, and issue management, as well as managing stakeholder expectations to isolate potential problem areas and misaligned expectations well in advance. This ensures that they can be responsibly managed and addressed, maintaining time, scope, and budget and successfully achieving implementation for their customers. PMOs should be considered integral to positive organizational change regarding project dynamics.  

How PMOs Play a Critical Role in Organization Agility 

Most, if not all, organizations prioritize agility as a pillar in their governance and success models. With constant technology and market changes, the healthcare industry is always in flux. All healthcare organizations need a change champion capable of adapting in response to those changes to keep the organization moving at the pace required to drive projects forward and execute the strategic roadmap. With cross-functional visibility, PMOs are well-positioned to fill this role. Project Managers have a deep understanding of their projects, but the PMO has a deeper understanding of the organization.   

The PMO is essential to facilitating mediation by bringing other competing projects, owners, and stakeholders together to work on resolutions based on what is best at the organizational level. To be successful, PMOs need to be included in the conversation and should be integral members of the strategic planning processes.   

PMOs work to create relationships with Executives in the C-Suite to build trusted and valued relationships. Their partnership in developing and executing a strategic road map is the mechanism by which the PMO can deliver actionable insights to leadership, informing proactive recommendations to assist in positioning an organization to achieve higher levels of success.