The current situation is no longer sustainable. The provider enterprise must be fundamentally redesigned to achieve required financial and operational improvements. Redesign should start by focusing the care model on the types of patients the enterprise expects to serve and adapting delivery to the needs of those patients.
Incremental improvements to business models will not achieve the required degree of change. The entire enterprise needs to be reimagined to achieve a set of core principles and performance requirements, which inform the design of key processes.
In this paper, we outline manageable steps health systems can take now to quickly realize meaningful returns while building the capacity for continued change.
The care team transformation described in this paper may feel difficult to implement due to the magnitude of change entailed; however, health systems can take manageable steps now to quickly realize meaningful returns while building the capacity for continued change. Specific actions to begin the journey include:
In the moment of pandemic crisis, it is unwise to implement fundamental changes to physician compensation models. However, some considerations and short-term actions are warranted and necessary. Health systems, medical groups and faculty practices should consider four essential steps.
Medical oncology alignment represents a singular, and perhaps fleeting, opportunity to capture market advantage and materially improve the financial position of a health system. In this report, we highlight the imperatives for oncology partnership, and proven strategies for successful transaction and integration.
Leaders need to think broadly about the capabilities of their clinicians and staff to respond to COVID-19 capacity issues. One group primed for elevation and expansion of role is advanced practice providers (APPs).