Pivoting to the QUAD AIM—Lessons Learned From the Central Texas Market

• Published in: Military Medicine 2023-03, Vol.188 (3-4), p.e797-e803
• Main Authors: Malish, Richard, Allen, Sean, Arroyo-Cazurro, Miguel A, Geslak, Kimberly M, Hacker, James B, Hall, Brian T, Ingram, Joan C, Stokoe, Scott J, Whiddon, Michael S
• Format: Article
• Language: English
• Subjects: COVID-19; Delivery of Health Care; Fee-for-Service Plans; Humans; Motivation; Texas
• ISSN: 0026-4075; 1930-613X
• DOI: 10.1093/milmed/usab336

ABSTRACT Introduction Since 2009, the Military Health System (MHS) has represented its mission as that of attaining the Quadruple Aim (QUAD AIM): increased readiness, better health, better care, and low per capita costs. The journey to reach the four goals is challenging and ongoing. Leaders in the MHS’s Central Texas Market (CTM) sought to understand and overcome the root-cause obstacles that interfered with achieving the QUAD AIM. This process required a self-critical and thoroughly objective review of the behavioral economics of the system. We hypothesized that two corporate behaviors fed upon each other to create a vicious downward spiral. First, as a socialized (salary-based) system, the enterprise has a built-in incentive that covertly competes with the attainment of the QUAD AIM. Because additional work does not result in any material gain for its workers, the system regulates to a comfortable flow. Second, centralized leaders defer important management controls to tactical teammates due to their special medical expertise. This corporate behavior makes overcoming the first one challenging—keeping realization of the QUAD AIM elusive. Methods Beginning in July of 2019, CTM leaders strove to replace the two identified corporate behaviors with more productive ones. First, in place of regulating to comfort, we directed teammates to focus wholly on achieving the QUAD AIM. Second, we exerted leadership from the top down to attain the QUAD AIM’s four goals. Because the vicious cycle manifested itself differently in the realms of primary, inpatient, and specialty care, we adapted the application of our virtuous behaviors to match the problem set in each realm. In primary care, we replaced fee-for-service incentives with value-based ones. In inpatient care, we eliminated hidden incentives that resulted in inappropriate and unnecessary transfers. In specialty care, we consolidated the management of referrals, templating, and scheduling—taking central control of system productivity. The interventions in each realm required the introduction of new workflows, policies, and dashboards to ensure change. Results Over a 2-year period, the CTM made a quantum to leap toward attaining the QUAD AIM. In our community based primary care homes, we significantly improved our operations as quantified by the value-based metrics of patient satisfaction, Healthcare Effectiveness Data and Information Set (HEDIS) quality metrics, access to care, and leakage. In the inpatient realm