Porter and Lee's strategic agenda for moving to a high-value healthcare delivery system
| Value agenda | Examples of steps taken in response to the pandemic |
|---|---|
| Organise care around medical conditions | Populations were segmented based on risks associated with COVID-19 infection, allowing for tailored responses and prioritised resource allocation to maximise population-level outcomes |
| Measure outcomes and costs | Standardised results measurements were adopted and made transparent at the national and international level, enabling benchmarking and rapid adoption of new standards of care |
| Move to bundle payments for care cycles | Financial flexibility in provider payment was implemented, enabling fast service redesign and resource reallocation to improve COVID-19 care while meeting broader health and social needs |
| Integrate care across separate facilities | Greater collaboration happened across local health and care services, enabling fast service shifts affecting the whole care pathway |
| Expand services across geographies | New care models integrating acute, non-acute and digital care settings enabled fast expansion and continuity of care delivery through a broader range of delivery assets |
| Build enabling IT platforms | Health system data was consolidated, new health informatics systems were introduced and enhanced analytics were deployed that can support future development of value-based healthcare |