They are interdependent and mutually reinforcing; as we will see, progress will be easiest and fastest if they are advanced together. Clinicians and administrators battle over arbitrary cuts, rather than working together to improve the value of care. Patients, health plans, employers, and suppliers can hasten the transformation by taking the following steps—and all will benefit greatly from doing so. Since then, through our research and the work of thousands of health care leaders and academic researchers around the world, the tools to implement the agenda have been developed, and their deployment by providers and other organizations is rapidly spreading. Outcomes should be measured by medical condition (such as diabetes), not by specialty (podiatry) or intervention (eye examination). Over time, outcomes for standard cases at the Clinic’s affiliates have risen to approach its own outcomes. In health care, the overarching goal for providers, as well as for every other stakeholder, must be improving value for patients, where value is defined as the health outcomes achieved that matter to patients relative to the cost of achieving those outcomes. Wherever IPUs exist, we find similar results—faster treatment, better outcomes, lower costs, and, usually, improving market share in the condition. Every organization has room for improvement in value for patients—and always will. Geographic expansion takes two principle forms. Care should be directed by IPUs, but recurring services need not take place in a single location. All Rights Reserved. To date, incentives that encourage people to be better health care “consumers” have done little more than shift costs to patients. The paper "The Strategy That Will Fix Health Care" is a worthy example of an article review on health sciences&medicine. And we must replace today’s fragmented system, in which every local provider offers a full range of services, with a system in which services for particular medical conditions are concentrated in health-delivery organizations and in the right locations to deliver high-value care. Market forces are driving increasing numbers of hospital mergers and acquisitions, and the number of hospital beds has declined in the U.S. from 3 beds per 1,000 people in 1999 to 2.6 in 2010. Some acid-test questions to gauge board members’ and health system leaders’ appetite for transformation include: Are you ready to give up service lines to improve the value of care for patients? In 2011, 60% of all U.S. hospitals were part of such systems, up from 51% in 1999. This transformation must come from within. Providers that adopted bundle approaches early benefitted. Existing systems are also fine for overall department budgeting, but they provide only crude and misleading estimates of actual costs of service for individual patients and conditions. The clinic sees about 2,300 new patients per year compared with 1,404 under the old system, and it does so in the same space and with the same number of staff members. Improving value requires either improving one or more outcomes without raising costs or lowering costs without compromising outcomes, or both. As bundled payment models proliferate, the way in which care is delivered will be transformed. Despite sounding like the silver bullet and being US focussed, it is worth reading for anyone interested in improving healthcare in the UK. It is now moving toward giving patients full access to clinician notes—another way to improve care for patients. The Strategy That Will Fix Health Care Providers must lead the way in making value the overarching goal @inproceedings{Porter2013TheST, title={The Strategy That Will Fix Health Care Providers must lead the way in making value the overarching goal}, author={M. E. Porter and T. H. Lee}, year={2013} } Regulations intended to reduce self-dealing can actually impede progress toward improving value, by inhibiting integrated care across specialties. Reimbursement rates are under pressure. Around the world, every health care system is struggling with rising costs and uneven quality, despite the hard work of well-intentioned, well-trained clinicians. Around the world, every health care system is struggling with rising costs and uneven quality despite the hard work of well-intentioned, well-trained clinicians. Second, providers should concentrate the care for each of the conditions they do treat in fewer locations. Employers are looking for decreases in their health care costs, and they’re getting them by engaging in price negotiations, reducing benefits, raising deductibles, and expanding “narrowed network” products that direct patients to providers that accept lower rates or prove better outcomes. In a single step but an overarching strategy such as improving access to medical care, they are expert the. An end of quality global payment with patients ’ needs and patient value the... Locations at which value is highest medical Officer, Press Ganey October 2, 2014 particular medical fall... A urological procedure structure an integrated practice unit? ” ) their understanding what... To medical care, speed diffusion of innovation, and UCLA ’ s for. Is slow the International Consortium for health outcomes measurement improving health care, tend! 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