Choosing to Implement Value-Based Healthcare Initiatives: A Strategic Decision for Achieving Better Performance in Improving Population Health: Comment on "Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review"

TL;DR

This paper discusses how implementing value-based healthcare can lead to better population health outcomes through strategic decisions and sustainable systems.

Contribution

The paper introduces a strategic framework linking value-based healthcare to high-performance, sustainable health organizations.

Findings

VBHC implementation requires strategic choices impacting regulatory and organizational levels.

Leadership and social capital frameworks are essential for sustainable healthcare systems.

Internal processes in healthcare systems can positively impact population health and financial accountability.

Abstract

Operational effectiveness is about improving what is being done, reducing errors and harms, and improving efficiency, while strategy involves making decisions and choices. Implementing value-based healthcare (VBHC) also means matching previous strategies and performance literature to guide building sustainable organizations in healthcare businesses. This commentary paper explores answers for: What does it mean to have a high-performance, sustainable, and impactful health organization? By describing frameworks about leadership and social capital, this piece argues that the healthcare system’s sustainability involves making choices that set as a strategy implementing VBHC principles, cause implications on regulatory, organizational, and individual levels, and result in structuring systems that contribute to achieving high performance on improving population health. The argumentation suggests that achieving a high-performance, sustainable, and impactful health organization can be translated into positively impacting population health with financial accountability, and systems internal processes may serve as roads to achieve that impact on society.