This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. In this article, the authors discuss boundary spanning leadership practices for achieving the Triple Aim of simultaneously improving the health of populations, improving the patient experience, and reducing per-capita cost of health care. Drawing on experience with an existing population-focused heart failure clinic borne of an academic-practice partnership, the authors discuss boundary spanning leadership practices aimed at achieving the Triple Aim concept and its intended design.
Author Affiliations: Professor and Assistant Dean for Clinical & Global Partnerships, School of Nursing (Dr Shirey); and Director, Center for Nursing Excellence, University Hospital, and Assistant Professor, School of Nursing (Dr White-Williams), The University of Alabama at Birmingham.
This project is supported by the Health Resources and Services Administration (HRSA) of the US Department of Health and Human Services (HHS) under grant UD7HP26908 (Interprofessional Collaborative Practice Enhancing Transitional Care Coordination in Heart Failure Patients), July 2014 to June 2017 ($1.5 million).
This information or content and conclusions are those of the authors and should not be construed as the official position or policy of, nor should any endorsements be inferred by, HRSA, HHS, or the US Government.
The authors declare no conflicts of interest.
Correspondence: Dr Shirey, School of Nursing, The University of Alabama at Birmingham, NB 426, 1720 Second Ave S, Birmingham, AL 35294 (mrshirey@uab.edu).
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