My name's Katie Cole, for those who don't know me. Thank you so much for being here tonight for our second Biannual Percy Allen Sloan Lecture in Urban Healthcare Leadership.
(Also, when you hear a speaker refer to the triple aim, ask him/her about the quadruple aim in the Q&A.)Ĭhanges designed to improve how we deliver care should also improve the work life of healthcare providers (and certainly not worsen it).KATELYNN COLE: Well, good evening, everyone.
“Healthcare leaders should discuss the quadruple aim when they would normally mention the triple aim, and explain to their audiences why that change is so important. The ‘Quadruple Aim’ bolsters the well-being of nurses, medical assistants, receptionists, and anyone else involved in providing care to patients.” All members of the healthcare team are at risk. The added workload related to performance measurement, EHR use, greater documentation requirements, and increased access (expanded hours, e-mail, etc.) have had detrimental effects on the satisfaction and morale of members of the healthcare team.” Ejnes notes that “fforts to achieve the triple aim have in many cases made things worse for providers. Then in 2014, to Doctors and Christine Sinsky published a paper in the Annals of Family Medicine titled “From Triple to Quadruple Aim: Care of the Patient Requires Care of the Provider.”ĭr. Its three dimensions are “Improving the patient experience of care (including quality and satisfaction) improving the health of populations and reducing the per capita cost of health care.” The “Triple Aim” is a concept developed in 2007 by Donald Berwick, M.D., and the Institute for Healthcare Improvement (IHI). This column by Yul Ejnes, M.D., an internist and a past chairman of the board of regents of the American College of Physicians, says medicine needs a “Quadruple Aim” instead of the “Triple Aim”. These plans operate within value-based contracts that direct consumers to participating physicians and hospitals.” “Physician collaboration and established clinical protocols are made easier under narrow network plans built around a comprehensive provider network of highly qualified and trained providers. The advantage of more targeted choice in narrow network plans is that providers can deliver quality across the continuum of care while being responsible stewards of resources.” “The ability to truly execute the quadruple aim depends on having an individual receive care within a defined network. Nationwide, disjointed care channels are preventing providers from reaching the quadruple aim: exceptional health outcomes, an exceptional experience for the people we serve, and an exceptional experience for providers, at an affordable cost. “The shift to value-based care is shaped by the idea that more fragmented care results in challenges to appropriate care delivery. She is senior vice president of Ascension Healthcare and ministry market executive of Ascension Michigan. After all, larger networks are associated with higher costs. Gwen MacKenzie, senior vice president of Ascension Healthcare, argues in Hospital Impact that narrow-network health-insurance plans are good for patients, providers and insurers as the sector moves to value-based payment models.
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