The new strategic agenda for value transformation.

IF 1.6 Q3 HEALTH POLICY & SERVICES Health Services Management Research Pub Date : 2022-08-01 Epub Date: 2021-04-26 DOI:10.1177/09514848211011739
Paul B van der Nat
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引用次数: 21

Abstract

The model for value-based healthcare introduced in 2006 by Porter and Teisberg is still relevant, but it is incomplete. Porter and Teisberg put a strong focus on measuring outcomes, but how to use these measurements to actually improve quality of care has not been described. In addition, value-based healthcare as originally introduced neglects that a true shift from volume to patient value requires a change in culture and way of working of healthcare professionals. The original strategic agenda for value transformation (in short: 'value agenda') consists of six elements: organize into Integrated Practice Units (1), measure outcomes and costs for every patient (2), move to bundled payments for care cycles (3), integrate care delivery systems (4), expand geographic reach (5), and build an enabling information technology platform (6). For value-based healthcare to become a reality, the strategic agenda needs to be extended with four elements. First, healthcare providers need to set up a systematic approach for value-based quality improvement. Second, value needs to be integrated in patient communication. Third, we should invest in a culture of value delivery. And fourth, we should build learning platforms for healthcare professionals based on patient outcome data. Best practices on value-based healthcare implementation are working on these four elements in addition to the original value agenda. In conclusion, a new strategic agenda for value transformation is proposed that combines the vision of the founders of value-based healthcare with implementation experience in order to support healthcare providers in their shift to become value-based.

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价值转型的新战略议程。
波特和泰斯伯格在2006年提出的基于价值的医疗保健模式仍然适用,但它是不完整的。波特和泰斯伯格把重点放在测量结果上,但如何使用这些测量来实际提高护理质量却没有被描述。此外,最初引入的基于价值的医疗保健忽略了从数量到患者价值的真正转变需要改变医疗保健专业人员的文化和工作方式。价值转型的原始战略议程(简称:“价值议程”)由六个要素组成:组织成综合实践单位(1),衡量每位患者的结果和成本(2),转向护理周期的捆绑支付(3),整合护理交付系统(4),扩大地理覆盖范围(5),建立一个有利的信息技术平台(6)。为了使基于价值的医疗成为现实,战略议程需要扩展四个要素。首先,医疗服务提供者需要建立基于价值的质量改进的系统方法。第二,在患者沟通中融入价值。第三,我们应该投资于一种价值传递的文化。第四,我们应该为医疗专业人员建立基于患者结果数据的学习平台。除了最初的价值议程之外,基于价值的医疗保健实施的最佳实践还涉及这四个要素。最后,提出了一项新的价值转型战略议程,将基于价值的医疗保健创始人的愿景与实施经验相结合,以支持医疗保健提供者向基于价值的转变。
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来源期刊
Health Services Management Research
Health Services Management Research HEALTH POLICY & SERVICES-
CiteScore
4.00
自引率
4.80%
发文量
33
期刊介绍: Health Services Management Research (HSMR) is an authoritative international peer-reviewed journal which publishes theoretically and empirically rigorous research on questions of enduring interest to health-care organizations and systems throughout the world. Examining the real issues confronting health services management, it provides an independent view and cutting edge evidence-based research to guide policy-making and management decision-making. HSMR aims to be a forum serving an international community of academics and researchers on the one hand and healthcare managers, executives, policymakers and clinicians and all health professionals on the other. HSMR wants to make a substantial contribution to both research and managerial practice, with particular emphasis placed on publishing studies which offer actionable findings and on promoting knowledge mobilisation toward theoretical advances.
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