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Executive Briefing: Population Health 24 The core capability developed is the ability to integrate the delivery model for populations as they seek care. Expert: One that has, involves or displays special skill or knowledge derived from training or experience Those health systems that have built a strong relationship with and intimately understand the needs of their communities may already have the capability of expert being developed today. Just as partnering is critical to success, so is the capability to understand and know more about the population and their needs to remain healthy. This expert function is a role that the U.S. healthcare industry has depended on nonprofit health systems for over the last several decades. As such, health systems who take on the expert role applied to systems of health, strive to understand the needs of the populations intimately. They track data and information about the population not just the patients inside their hospitals. This understanding of populations requires access to data from across the continuum and the capability to collect through part- Are you a strategy consultant who wants to join the team transforming the healthcare delivery industry? While building systems of care continues to require capital assets, managing systems of health requires very little capital assets and instead requires a broad set of new capabilities. ners, analyze with sophisticated predictive modeling and act to preemptively change actions. The core capability is data analytics and interpretation to prospectively determine what populations will need. Innovator: One that does something in a new way Healthcare in the U.S. has recently been about providing a service demanded by a population that was generally acutely ill. Innovators were those that created new technology or techniques to treat acute (or soon to be acute) health issues. To succeed in a population health era, the innovative focus of the last five decades needs to be shifted away from only the acute and towards the population's lifestyles, environment and activities. There is some argument that this cannot be done by health systems and must be undertaken by larger, social networks and governments. However, health systems that do understand their communities and the activities and health lifestyles of their local populations can be a strong influence in developing new thinking and action by populations on maintaining health. Improver: One that enhances quality or value JOIN THE TEAM: HealthSystemAdvisors.com HEALTH SYSTEM ADVISORS There is also a new capability that is needed inside the systems of care. It is no longer enough to simply build and provide capital assets to the market. The health systems that successfully develop systems of care do so by improving on the individual parts and creating coordination across elements. It is this improvement through coordination that many health systems have begun to make progress in their capability strategies. Health systems that do recognize the need to improve (or recreate) the system of care, often are driven by a vision of multi-disciplinary care and coordinated handoffs. Recently these beliefs have led to increased mergers, acquisitions and affiliation/partnership strategies. As an example consider the goal of Mayo Clinic with its Mayo Clinic Care Network. Under this strategy, Mayo has developed the linkages with other clinics and health systems to streamline the referral process and ensure handoffs between the two organizations do not result in gaps in care. Where should health systems begin? As health systems take on the new roles required of a capabilities based strategy, their organizational structure and outlook must also change. These changes must be driven from the top down as they will shift the priorities and culture of the organization from managers of assets to managers of capabilities. Below are examples of the change: How will the provider landscape change? The rapid commoditization of traditional hospital-based health system assets is causing a shift away from competing on capital to competing on capability that will accelerate over the coming decade. Capital can be replaced, whereas capabilities must be developed. As the industry comes out from under the fear of the change represented by the PPACA and the specter of significant reimbursement change, health systems that have come together for access to capital are going to experience pressure to split into smaller units. As a result, we anticipate several visible manifestations to occur in the industry over the coming five years: 1. ational systems that cannot make N the transition will split into semi or fully-autonomous regional units. 2. ealth system management teams H will reorganize and move the hos-