HAS 17 Session Shares Strategy for Achieving Triple Aim
A well-defined benchmark in healthcare quality improvement is the Triple Aim—to improve the patient experience and health of populations while also reducing the cost of healthcare. Achieving this three-part goal, however, is harder to delineate. In response, one major health system has launched an organizationwide strategy to both drive decisions related to outcomes improvement and continuously measure the quality and fiscal performance of improvement initiatives.
To forward their mission of the Triple Aim, Allina Health has established a multidisciplinary team approach called the Clinical Value Process. During their HAS 17 breakout session, Sue Fairchild (Allina’s Clinical Value Process program manager) and Nicole Kveton (RN, BSN, MHA, vice president, Allina Health Group Quality, Value and Nursing), will share how the Clinical Value Process is helping Allina improve the patient care experience across patient populations and forwarding a goal to reduce expenses by $12 million.
Fairchild and Kveton will share key elements of the Clinical Value Process. These include initiatives to:
- Reduce variation across a multihospital health system.
- Organize to effectively execute a system-wide improvement plan.
- Use data to identify improvement opportunities and monitor progress.
The Triple Aim is critical in today’s healthcare industry due to the burden healthcare spending has on the U.S. economy and its projected rise—all while patient outcomes remain substandard. Total national healthcare expenditures currently account for 17.1 percent of the GDP and are projected to rise to nearly 20 percent by 2020. In addition, $265 billion (30 percent) of healthcare spending is waste. Together, these factors will have a significant impact on market share, as healthcare continues to move toward value-based care.
In response to this situation, Allina has embraced the concept of clinical value, in which the organization collaboratively focuses on quality improvement to lower costs. To do so, Allina takes a non-siloed “team sport” approach to improvement, which recruits all departments in the organizaion. In addition, the health system uses data and analytics to identify opportunities and clearly defines departamental roles and goals for each initiative.
Allina’s central goal is to hit a three percent margin target, which requires identifying performance improvement opportunities in the range of $50M to $150M every year.
Learn from Sue Fairchild and Nicole Kveton about improving patient care and population health while lowering healthcare cost by joining us at the 2017 Healthcare Analytics Summit on September 12th through 14th in Salt Lake City.
Would you like to learn more about this topic? Here are some articles we suggest:
- Allina Health’s Dedication to Quality Improvement Delivers on the Triple Aim
- 6 Steps for Implementing Successful Performance Improvement Initiatives in Healthcare
- The Top Five Essentials for Outcomes Improvement
- Use Well-Crafted Aim Statements to Achieve Clinical Quality Improvements
- Linking Clinical and Financial Data: The Key to Real Quality and Cost Outcomes