Over the past three years, HFHS has introduced dozens of population health management programmes to leverage people, processes and technologies in new ways. Still, broad success in value-based care requires a holistic, organisation-wide transformation. As healthcare organisations aim to transition from volume-based care to value-based healthcare delivery and financing, the following infrastructural elements have emerged as critical for long-term success:
Culture and leadership: Leadership teams and incentive structures must reinforce shared accountability for simultaneous growth in population health management and strategic tertiary/quaternary care programmes.
Physician strategy: Ongoing development of a high-performing network of physicians providing primary care, specialty and geographic coverage for value-based populations.
Operations, technologies, and partnerships: Innovative care models and tools to enhance coordination across the care continuum, both inside and outside the health system. Examples include new access approaches, such as telehealth and walk-in clinics; community partnerships and information networks to capture data, such as social determinants of health and connect patients with needed resources; and, finally, analytics tools that give physicians and care teams the data they need to close gaps in care.
Risk-based contracting expertise: Speed and agility in launching new risk-based arrangements as part of a growing portfolio of successful value-based contracts.
In the long run, effective population health strategies that can make value-based care a success demands new partnerships among providers and payers, new care management models, integrated data support, redesigned IT structures and a potentially seismic shift in thinking by health system leaders on the definition of healthcare success.
“Henry Ford Health System has fully supported the shift to bring in more value-based contracts,” said Susan Hawkins, Henry Ford’s Senior Vice President of Population Health. “To achieve high performance on these contracts, we have needed resources, creativity and commitment, which we continue to receive from the system and from our team members. We are constantly exploring, creating and implementing new interventions to improve health outcomes, improve the care experience and reduce the cost of care – the cornerstones of value-based care.”