HealthTeamWorks® partners with clients to design and implement workflows that optimize patient care and financial performance across payment models. We provide our network clients the expertise and  the journey from volume-to-value and empower delivery system changes, provider collaboration and market leading improvements to achieve the Quadruple Aim: improved clinical care and patient experience, lowered costs, workplace satisfaction, and thriving healthcare businesses.

Clinical and operational integration across the continuum of patient services is essential for high-performing networks to deliver cost-efficient, high quality care, and to manage population health under fee-for-service and value-based payment contracts. Our approach fosters sustainable improvement for organizations providing: advanced primary care thought-leadership and implementation, development of high-performing accountable care networks, and leadership and support of programs that operate on the regional, national and international levels.

Network Performance Improvement: How we conduct transformation

Integrated Delivery Network Evaluation Matrix

IDN Organization, Leadership, Vision, & Strategic Development

IDN GOVERNANCE, POLICIES, ORGANIZATIONAL STRUCTURES

4-Part Aim organizational competency is built upon a foundation of IDN leadership, organizational infrastructure and member accountability designed to deliver on short and long-term marketrelevant value.

IDN ORGANIZATIONAL & PRACTICE STRATEGIC DEVELOPMENT & GLIDE PATH

The economic and cultural models of healthcare practice are firmly entrenched as 'silos.' No matter how strong the business case or leadership, the magnitude of change required of traditional systems of healthcare are formidable and will take years. Therefore, it is imperative that both the near and long-term promise and vision for IDN collaboration, along with realistic stages--glidepaths--of organizational development, are well designed and articulated.

LEARNING ORGANIZATION SYSTEM

Dramatic, comprehensive, and imperative changes are required of the healthcare industry to solve for the explosive, low-value cost of care. A high-performing IDN must have organizational competencies for data-driven, deep, and real-time understanding of the healthcare work provided, and the ongoing capacity for iterative learning, adaptation, and change.

PHYSICIAN/CARE TEAM VITALITY

The worsening prevalence of 'burnout' in primary care, now ranging from 50-60%, requires urgent diagnosis and treatment. It reflects both the inherent emotional burdens of empathic clinical work and the growing work-life toxicities of modern systems of healthcare: for instance, FFS economics that prioritize "RVU" production over quality of care, the intrusion of electronic documentation into the physician-patient relationship, the market demands for transparent value (which, while sensible, are out in front of current practice capabilities). Additionally, the imperative of practice transformation, to 'advanced primary care,' represents a further challenge for providers and their teams. The vitality of work--meaning and purpose--is threatened, particularly for front-line, primary care providers. To attract and grow healthy advanced primary care practices, IDN strategic planning must prioritize comprehensive changes in organizational structure, systems of care, provider/team roles and responsibilities, payment models (transition from FFS to value-based compensation) and the culture of 'medical practice' itself.

Advanced Network Integration

NETWORK REFERRAL MANAGEMENT SYSTEM

Advanced Network Integration: The primary driver of patient (and employer)-centric value--quality, experience, and cost of care--is the degree of provider integration and alignment around Quadruple Aim performance at the regional healthcare system level.

COMMUNITY INTEGRATED PRIMARY CARE STRUCTURE, SYSTEMS, AND RESOURCES

Advanced primary care is essential--but insufficient--for the population-health performance accountabilities of an IDN. Expansion of the advanced primary care model and team, to become a "system property of the community,' is vital to understand the "lived" environment of high risk, high cost patients, and to effectively impact both population and public health/SDOH performance.

ADVANCED SYSTEMS OF PRIMARY AND SPECIALTY CARE & ADVANCED TEAM WORK

High-value population health management requires a foundation of high-performing, team-based primary care powered by high-value clinically relevant data analytics and IDN support services (including PI, coaching, HIT); effective patient-centered care across the network also requires specialty care providers/practices develop high-functioning teams (and other best practices of APC).

Value Based, IDN Performance Payer Contracts and Funds Flow

NETWORK BUSINESS MODEL DESIGNED TO SUPPORT IDN INFRASTRUCTURE AND MAXIMIZE ECONOMIC VALUE PROPOSITION FOR MEMBER PRACTICES

The organizational, system and accountability transformations required of an effective IDN requires a new, network-wide business model and associated novel funds flows (supporting practice/network transformation, governance and IDN operations and ongoing and novel IDN support services).

TOTAL COST OF CARE EFFICIENCY

The Economic Denominator Principle of value-based healthcare means an IDN must deliver on the prime directive of lower 'total cost of care' and premiums (for patients & employers) while demonstrably improving quality of care, access, patient experience, and provider/staff vitality.

Network HIT System

HIT UTILITY MODEL SERVICES

The fundamental power of an IDN is the collaborative efficiency & effectiveness of integrated delivery--this principle must be applied to the IT/IS tools that are critical to clinicians' patient care, information integration across the network and transformative clinical analytics: health information technology. (The corollary is to reject the 'acceptance' of bad system engineering and HIT fragmentation as 'normal'--and to "just say no" to lipstick-on-a-pig approach to HIT.)

TRANSFORMATIVE ANALYTICS

The healthcare system output required by the market, and its demand for transparent Triple Aim performance, is data; to excel in this output, high performing IDNs must empower its frontline workers (physicians and their teams) with data and data tools (as in the Toyota Production System).