As we welcome the 2020s, it is an important time to revisit the purpose of the health care organization and its mission for serving the community.
What is the mission?
In general terms, a health system exists to perform the full spectrum of care: primary and specialty care, acute care, rehabilitation or step-down care, preventative medicine, disease management, and occasionally teaching to maximize care to the community they serve. Systems tailor themselves – restrict their scope – to local conditions and cyclic management programs. They depend upon payment plans to fund operations, and they succeed or fail based on their depth of leadership, systems and processes for providing care appropriate for their patient population.
In 2020 health care systems will face an ever-changing patient population in age, health, and behavior. The question becomes how to organize to optimize wellness and to continually improve the quality of care delivered despite the random variations caused by the changing mix of people and payers.
The decisions for creating a dynamic mission in 2020 are straightforward:
- determine the scope of care (what’s important, not the entire spectrum),
- decide on coverage (geographic footprint),
- identify the payer mix and the resulting projections for income to fund the scope and coverage, and
- decide who’s in (patients and plan members – they’re different) and how to engage them.
- determine the technical and business resources toward supporting the mission
As an example, Patient engagement is communications, education, ease of access, rapid response, and satisfaction – not the simplistic patient portal. Population health management is not simple data reporting, but data analytics and clinical interventions to support the community needs. The combination of trained staff, inspired leadership, competent technology and appropriately funded resources will drive a successful mission.
The mission is, in a word, “wellness.” To keep improving patient health and outcomes in a seemingly random world.
Covid-19, Health Disparities and Technology
Never has health care and health care disparities been in the spotlight as much as in June of 2020. With only 90 days of Covid-19 experience, the US has launched an arsenal of resources to combat the virus it knew little or nothing about. Putting aside the “should have/would have” of a few more weeks of knowledge, the US health care system has been stretched to its limit either from over use, preparedness or financial constraints that have applied enormous pressure on an already fragile system.
Covid-19 has shined the light on the broken connections in a health care “system” that is not. It has highlighted where racial disparities have caused infection and death in communities. It has shown us that we can and must do better.
The recent tragic events with the murder of George Floyd, Ahmaud Arbery and the countless other deaths of unarmed African Americans has also made the US and the world aware of the disparities in life experiences from the Black and Brown communities. Numerous studies indicate that the socio-economic status and even the geography of Black and Brown communities increases disease, reduces the chances for healthy pregnancies and reduces longevity. Covid-19 rates of infection and mortality are just another example of this negative impact.
The tools to help repair this long-standing disparity and to effectively fight new diseases such as Covid-19 are available and are being tested. Technology, that is already in use can if used effectively, address these issues using a focused population health approach. These few examples from lessons learned in the field could be implemented across regions to better serve consumers and to help not only flatten the curve of Covid-19 infections, but also begin to bridge the gap in health care quality delivery to the Black and Brown Communities.
By focusing on the five key areas noted above and improving the use of technology, adapting to new technologies and creating comprehensive and inclusive health care policy changes, we can achieve improvements in care for all members of our communities no matter the age, sex or race.
The Purpose of the Health Care Organization
As we welcome the 2020s, it is an important time to revisit the purpose of the health care organization and its mission for serving the community.
What is the mission?
In general terms, a health system exists to perform the full spectrum of care: primary and specialty care, acute care, rehabilitation or step-down care, preventative medicine, disease management, and occasionally teaching to maximize care to the community they serve. Systems tailor themselves – restrict their scope – to local conditions and cyclic management programs. They depend upon payment plans to fund operations, and they succeed or fail based on their depth of leadership, systems and processes for providing care appropriate for their patient population.
In 2020 health care systems will face an ever-changing patient population in age, health, and behavior. The question becomes how to organize to optimize wellness and to continually improve the quality of care delivered despite the random variations caused by the changing mix of people and payers.
The decisions for creating a dynamic mission in 2020 are straightforward:
As an example, Patient engagement is communications, education, ease of access, rapid response, and satisfaction – not the simplistic patient portal. Population health management is not simple data reporting, but data analytics and clinical interventions to support the community needs. The combination of trained staff, inspired leadership, competent technology and appropriately funded resources will drive a successful mission.
The mission is, in a word, “wellness.” To keep improving patient health and outcomes in a seemingly random world.