ALUMNI 
NETWORKING DAY
Johnson-Johnson - Singapore Management University
Hospital Management Programme Alumni

10 November 2017, Friday   |   8.30am - 5.30pm   |  
SMU Administration Building

ORGANISED BY

ABSTRACT

Panel Discussion on "Reimbursement Strategies for Hospitals"

Friday, 10 November 2017 | 9.00am - 10.30am

  1. The CEO perspective: How to set up a value-creating strategy?

  2. The CFO perspective: How to capture value through reimbursement?

  3. The Insurance perspective: The perpendicular view on Hospital operation and strategy

  4. The Healthcare system perspective: How to moderate and regulate a system that makes high-quality healthcare affordable and accessible for all levels of society?

 

Implementing the Strategy that fixes HealthCare
Friday, 10 November 2017 | 2.00pm - 3.30pm

Looking ahead, there are significant shifts in our global environment such as rapid technological change, subdued global growth and anti-globalisation trend. We continue to face challenges in the healthcare landscape – growing population, rapid aging population, longer life expectancy, manpower crunch, the burden of chronic diseases, increasing healthcare costs and rising patient expectations.

We need to move away from supply-driven healthcare system organised around what doctors do, to a patient-centered system organised around what patients need, shifting the focus from volume of services provided to patient outcomes achieved – Maximising value for patients by achieving the best outcomes at the lowest appropriate costs1.

In addition, the Third Curve2 of healthcare system represents the move towards population health improvement. In order for us to achieve MOH’s Beyond Quality to Value, we need to have a value conscious organisation to deliver value-based healthcare. Making this transformation is not easily achieved but requires a major restructuring on how healthcare is delivered, measured and organised.

 KEY TAKEAWAY POINTS

To achieve successful transformation and provide high-value healthcare delivery, the following enablers need to be in place:

  • The implementation of Central Employment allows greater collaborations critical for multi-disciplinary care and an integrated healthcare delivery system to deliver full-spectrum patient care through a single, interlinked network of physicians. Doctors and other clinicians will be able to work in various locations easily and provide accessible and convenient care to our patients across the cluster.

  • Systems Flexibility and Systems Thinking are essential as we are no longer providing healthcare from just one centre or location. All institutions in the cluster need to embrace a wider system thinking and be prepared to change in areas like operations, finance and infrastructure. Treatment protocols need to be set up, and these processes will follow our patients’ journeys and not be restricted to a particular location. Flexible IT system is critical to capture key data sets in order for us to measure our costs and clinical outcomes e.g. care delivery and patient experience. With such a system in place, it will allow us to review our performance and make continual improvements to what really matters to our patients.

  • A Financing Strategy needs to be executed to manage overheads, and move towards bundled payments for care cycles to support this new model. This will have a direct impact on improving the value of care to our patients.

  • Culture and Mindset Change is an important element that needs to be present to encourage and drive the necessary changes. It must be linked to matrix management and peer assessment during annual performance appraisals. Results have shown that ground up initiatives have the best opportunity for success.

  • The process of Education allows us to train our future doctors and other clinicians, and prepare them for this new multi professional care model. This will help them to build up the necessary knowledge, skills and attitudes, which will, in turn, enhance the novel system.

1 Michael, P & Thomas, L, The Strategy that will Fix Health Care, October 2013, Harvard Business Review.

2 Academic Health Systems’ Third Curve Population Health Improvement, By A. Eugene Washington, MD, MSc, Molly J. Coye, MD, MPH, MA and L. Ebony Boulware, MD, MPH.

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