We began the year by publishing a report on payment reform, but it still felt overwhelming. So, we started thinking about analogies for each payment model.
The business case for health equity largely exists at the highest US health care system level. Where are the incentives (besides, you know, doing the right thing) for hospitals, clinics, providers, and others that hold power in our health care system to change their business practices to reduce health disparities?
I’ve been reflecting on the mixed messages we’re sending patients about where and how they should access health care. The message we’re sending is that urgent and emergency care is faster, more convenient, and higher quality than primary care.
By charging per service for health care, there is little incentive to address the root cause of a patient’s condition, or even to actually improve a patient’s health.
We spent the better part of 2017 doing a deep dive into goal setting as part of our strategic planning. The result is our 2018-2020 Strategic Framework.