The NQF oversees the standardization of health quality measures and the ways in which they are reported, and has identified more than 600 evidence-based measures since its founding. In response, the federal government created the National Forum for Healthcare Quality Measurement and Reporting, now called the National Quality Forum (NQF), in 1999. This grew partly out of an Institute of Medicine report that highlighted health care errors and called for defining and adhering to performance measures.Ĭarefully selecting and measuring performance metrics is key to helping organizations achieve the Triple Aim, as well as improving work life for employees. In addition, some health care organizations began adopting the performance improvement model, which links measurement to the process of improvement and attaining clearly defined goals. In the early 1990s, though few hospitals and nursing teams regularly collected quality measures, various stakeholders began to advocate for a pay-for-performance system. Chan School of Public Health, it was a long road to define and create standardized outcomes that measure what they are supposed to. “You can focus on improving pieces of those processes, but if the outcomes you hope to achieve aren’t measured, met, and constantly improved on, none of the process matters.”Īccording to Reid Ponte and Richard Siegrist, MS, MBA, CPA, Director of Innovation and Entrepreneurship, Co-Director of the Health Care Management Program, and Lecturer on Health Care Management at the Harvard T.H. Cantor Center for Research in Nursing and Patient Care Services at the Dana-Farber Cancer Institute and Executive Director of Oncology Nursing and Clinical Services at Brigham and Women’s Hospital. “Nursing is very process-oriented in terms of how we develop relationships with patients and families, assess and treat patients, and collaborate with others to assure effectiveness of care and a positive patient experience,” says Patricia Reid Ponte, RN, DNSc, FAAN, NEA-BC, Nurse Scholar in Residence at the Phyllis F. This set of goals has been suggested in recent literature as the “Triple Aim +1,” where ensuring that employees find joy and meaning in their work helps provide the necessary foundation for high-quality and lower-cost care and for an organization to reach its full potential. Carefully selecting and measuring performance metrics, therefore, is key to helping organizations achieve the Triple Aim, as well as improving work life for employees. The goals of the Triple Aim framework, which was developed by the Institute for Healthcare Improvement, are complex and challenging, but become less so when broken into smaller goals with clear parameters and measurements. In the climate of health care reform, much attention has been paid to the Triple Aim of improving population health, reducing costs, and improving patient experience. Share this: Facebook Twitter LinkedIn Reddit
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