#Triple and quadruple aim how to
#Triple and quadruple aim drivers

We must also find a way to use sociodemographic and clinical data at the individual and the community level to better understand the distinct needs of the populations we serve.

#Triple and quadruple aim drivers

The College and its more than 54,000 members around the world have an opportunity to drive real solutions and lead in this area-both in the United States and globally.įor example, the ACC has an opportunity to lead on health equity by using our NCDR registry data and other data sources to try to understand the drivers of cardiovascular health.

Without understanding the social determinants of health, which drive 70% of health care outcomes, and without a clear path forward to solve for health equity, all attempts to globally transform cardiovascular care will be futile ( Figure 1Īchieving this Quintuple Aim is a worthy goal that ties directly to the American College of Cardiology’s (ACC’s) mission to transform cardiovascular care and improve heart health. Today, the concept is quickly evolving to become the “Quintuple Aim,” which incorporates health equity as another key element necessary to truly achieving improved patient care, outcomes, and costs ( 6). Research showing decreased clinician engagement and burnout directly correlated to lower patient satisfaction, reduced health outcomes, and higher costs led to the realization that achieving the initial 3 aims needed to start with the clinician ( 5). A few years later, the concept evolved to become known as “the Quadruple Aim” to include clinician well-being. In 2007, the Institute of Healthcare Improvement introduced the Triple Aim, a concept of improved patient experience, better outcomes, and lower costs as key to health care transformation ( 4).

Who can argue against the promise of improved health while accelerating economic growth?

#Triple and quadruple aim how to

Given this, maybe it is time for us to rethink health as an investment rather than just a cost and focus on how to truly optimize health care and health systems. However, a report from the McKinsey Global Institute suggests that prioritizing health care using existing approaches can present an economic opportunity of about $12 trillion by 2040 ( 2). Previous conversations on how best to address these impacts have focused on controlling health care costs vs promoting health. real GDP between 4% and 11% caused by COVID-related health costs ( 2). The COVID-19 pandemic has only served to highlight these trends, with estimates suggesting a reduction in U.S. Adding to that, the Institute of Healthcare Improvement estimates that health inequities cost the United States roughly $83 billion-a figure that is anticipated to grow to $300 billion by the year 2050 ( 3).

It has been estimated before the COVID-19 pandemic that premature deaths and lost productivity associated with poor health costs the United States about $3.2 trillion (16% of GDP) annually ( 2). The COVID-19 pandemic has underscored many existing realities of our health care system, including how much health matters, how health and the economy are inextricably linked, and the importance of achieving health equity to realize good health for everyone.