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As they move further into the 21st century, the challenges facing healthcare organizations continue to evolve. The need to fundamentally reconfigure delivery systems, care processes, and cost structures is clear. Many healthcare industry thought leaders estimate that 30 percent of all healthcare spending is waste, driven by factors that include provider error, unnecessary care, preventable readmissions, avoidable conditions and lack of care coordination. Mountain View Health Care is currently focused in three areas: (1) cost reductions, including such areas as supply chain, productivity, and digitalization/automation; (2) business restructuring; and (3) clinical restructuring.

As they look across Healthlandia and the rest of CEMA, one of the things they see is that new Value-Based payment models are, in some markets, being driven not by the payers, but rather by clinically-integrated regional systems. Some of these systems’ early results have been significant. Moving forward, their consideration of vital presence will become more about their ability to connect with and serve people on their terms, and less about the number of hospital beds they have in a focused geography. Continuing to evolve and strengthen their relationships with their staff physicians and nurses is essential to drive the clinical integration necessary to thrive in a post-reform environment.

One of the defining values of Mountain View Health Care is a move to a patient-centered approach that fosters the potential to have more continuous, dynamic relationships throughout a lifetime with those they serve. For Mountain View Health Care, this will mean a radical departure from a focus on providers delivering episodic medical services to patients to a focus on developing trust-based relationships with people that transcend an individual healthcare encounter and promote spiritually-centered, holistic approaches to supporting their broader health and wellbeing needs.

A patient-centered approach would involve a shift in the locus of control from providers to people, their families, and other trusted resources. It would also require a transition in Mountain View Health Care’s sites of care, from primarily hospitals and clinics today, to more care and support occurring in the community, in the home, and through virtual means. Embracing a person-centered approach creates significant opportunities to create value for those they serve. In the future, they will also need new relationships with purchasers of healthcare (e.g., commercial payers, governmental payers, self-insured employers) that equitably reward them for the value they create. Models that allow providers to participate in the value created include pay-for-performance, bundling, shared savings and capitalization.

This journey is an important one for Mountain View Health Care, because opportunities for operating income improvement from inpatient volume growth or revenue growth through fee or rate increases will be limited in the future.

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