Triple Aim for Populations

Our goal: Drive the Triple Aim, simultaneously improving the health of the population, enhancing the experience and outcomes of the patient, and reducing per capita cost of care for the benefit of communities. More >>

The Triple Aim framework serves as the foundation for organizations and communities to successfully navigate the transition from a focus on health care to optimizing health for individuals and populations.


In the Spotlight

Behavioral Health Integration: A Key Component of the Triple Aim
This Population Health Management article reports on an IHI research project that examined the core principles underlying several successful approaches to behavioral health integration into care delivery around the US. The commonalities among approaches are far greater than the differences, indicating that behavioral health integration can be operationalized in a variety of ways and still be successful in mitigating the impact of behavioral comorbidities on the outcomes and costs of care. Join the August 18 Web&ACTION: Behavioral Health Integration: A Key Step Toward the Triple Aim to learn how to apply lessons from the IHI study to your organization.
Transforming Health Care Scheduling and Access
This Institute of Medicine report – commissioned by the Veterans Health Administration in response to a high-profile crisis in a VA health center – presents emerging best practices and strategies for improving access, scheduling, and wait times, concluding that opportunities to implement these practices and strategies do exist. Recommendations are offered on the approaches, policies, and leadership needed to bring about improvements. IHI Board member Dr. Gary Kaplan, Chairman and CEO of Virginia Mason Health System, chaired the committee that produced the report.

Fostering HIV Program Quality to Achieve Epidemic Impact
A special supplement published by the journal, AIDS, focuses on the importance of quality improvement in HIV/AIDS care. The supplement was co-edited by IHI Senior Vice President, Dr. Pierre Barker, who also co-authored three articles in the issue. In the first of these articles, the authors note that while scale-up of HIV programs around the world has been a tremendous success, “Attention to quality of programs and ensuring that quality improvement activities are adopted, scaled up, and sustained will be a crucial part of any strategy to achieve the goal of an AIDS-free generation in our lifetime.”

Employer-Led Health Care Model Improves Health, Quality, and Costs
A new Harvard Business Review article describes Intel's use of Lean improvement methods to manage the quality and cost of its health care suppliers. Engaging Virginia Mason Medical Center in this work, Intel's model holds potential for employers, with their large purchasing power, to take the lead in securing better health for local populations and lowering costs for employees and companies alike. Co-author Lindsay Martin, IHI Executive Director of Innovation, led IHI's research into employer-driven redesign of health care

Hospitals and Community Health Improvement
In this IHI Blog post, IHI faculty Catherine Craig discusses how hospitals and health systems can use community health needs assessment (CHNAs) as a starting point to position themselves for financial health and a first step in developing partnerships to improve the health of communities, including addressing health equity and disparities. The upcoming IHI Web&ACTION series, Beyond the CHNA: Hospitals and the Community Health Improvement Process, will provide practical strategies to align community benefit programming and internal population health capacity building.


Upcoming Educational Programs

Beyond the CHNA — Hospitals and the Community Health Improvement Process
Begins July 30 | IHI Web&ACTION

Better Health and Lower Costs for Patients with Complex Needs
Begins July 2015 | A 12-Month Collaborative

Behavioral Health Integration: A Key Step Toward the Triple Aim
Begins August 18 | IHI Web&ACTION

Population Management Executive Development Program
November 2-4 | Wellesley, MA

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