Objectives: Value-based healthcare (VBHC) aims at improving patient outcomes while optimizing the use of hospitals’ resources among medical personnel, administrations, and support services through an evidence-based, collaborative approach. In this article, we present a blueprint for the implementation of VBHC in hospitals, based on our experience as members of the European University Hospital Alliance. Methods: The European University Hospital Alliance is a consortium of 9 large hospitals in Europe and aims at increasing the quality and efficiency of care to ultimately drive better outcomes for patients. Results: The blueprint describes how to prepare hospitals for VBHC implementation; analyzes gaps, barriers, and facilitators; and explores the most effective ways to turn patient pathways into a process that results in high-value care. Using a patient-centric approach, we identified 4 core minimum components that must be established as cornerstones and 7 organizational enablers to waive the barriers to implementation and ensure sustainability. Conclusion: The blueprint guides through pathway implementation and establishment of key performance indicators in 6 phases, which hospitals can tailor to their current status on their way to implement VBHC.
Bibliographical noteFunding Information:
The authors acknowledge and are grateful for the valuable contribution of external organization experts:, Michele Van Der Kemp - Expert on Value-Based Health Care Strategy and Tactics, The Netherlands: Implementation, Muir Gray - Professor and Executive Director at Oxford Centre for Triple Value Healthcare, UK, Gregory Katz - Chaired professor of Innovation and Value in Health at University of Paris School of Medicine, and President of the Consortium VBHC France, Ingeborg Griffioen - Industrial designer at Panton Medical design Agency, The Netherlands – Patient Journey – service design, Mona Krichen - Director of the Organizational transformation engineering department. Agence Nationale d'Appui À la Performance, France, Stéphanie Aftimos - Lean Black Belt – Agence Nationale d'Appui À la Performance, France. Tim Wilson - Managing Director at Oxford Centre for Triple Value Healthcare, UK, Mathias Ekman - Director Industry Solutions Executive for Healthcare at Microsoft Western Europe, Sweden, Kris Vanhaecht - Associate Professor Quality in Healthcare at KU Leuven, Belgium, François Crémieux, Assistance Publique des Hôpitaux de Paris, France
Funding/Support: This work was funded by the following grant: ERASMUS+ (Blueprint) (project title: Learning in Value-Based Healthcare Project; agreement number - 2018 - 1 - NL01 - KA202 – 039021).
Conflict of Interest Disclosures: Drs Cossio-Gil, Watson, and Gutiérrez-San Miguel reported receiving a grant from the ERASMUS+ (Blueprint) (project title: Learning in Value-Based Healthcare Project; agreement number - 2018 - 1 - NL01 - KA202 – 039021). Dr Casey reported receiving a grant from Erasmus+; reported receiving a budget through his employer King’s Health Partners; is employed by King’s Health Partners as Director, Partnerships and Programs; and serves as an unpaid member of the National Health Service Wales Value-Based Healthcare External Advisory Board. Dr Michiels reported receiving travel funding from the European Union Erasmus+ project. Dr Moro reported San Raffaele Hospital receiving grants for the participation and reimbursement of expenses of members of staff in the Europäische Union der Hörakustiker e.V. live group meetings. Dr Philipp-Jaschek reported receiving travel funding from the General Hospital of Vienna. Dr Sancini reported receiving reimbursement for expenses (accommodation, traveling, and food) by Ospedale San Raffaele srl to participate in the meetings of the live project group. Dr Stamm reported receiving grants from LIVE Erasmus+, the European Union, AbbVie, and Roche and reported receiving consulting fees from AbbVie and Sanofi Genzyme and payment or honoraria from AbbVie, Roche, Sanofi, and Takeda. No other disclosures were reported.
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