Improving Population Health Through Multistakeholder Partnerships

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The following curated study appeared in The American Journal of Accountable Care and was written by Nicole Sweeney, BA; Sarika Aggarwal, MD, MHCM; Peter Aran, MD; Deb Dahl, MBA; Joseph Manganelli, PharmD, MPA; Steven Peskin, MD, MBA; Emily Allinder Scott, MHA; David Parker, PhD; Joseph Conoshenti, RPh, MBA; and Anupam B. Jena, MD, PhD.


Improving population health requires developing innovative multistakeholder partnerships to enable mining and cross-leveraging data sets, creating patient touchpoint “ecosystems,” and aligning investments with each stakeholder’s returns.


Although recent payment and delivery reforms have shown some effectiveness, challenges remain in achieving the “quadruple aim” of better health of populations, improved quality care, lower costs, and sustained health of providers and caregivers. A working group of payer, provider, academic, and pharmaceutical industry stakeholders was convened to provide insight into these challenges and identify barriers to and opportunities for collaboration to address them. A series of structured discussions was conducted among workgroup members over several months in 2017. As the challenges were discussed, stakeholders identified 4 key areas for improvement and collaboration: to (1) better manage touchpoints of healthcare, (2) identify and focus on patients most likely to benefit from interventions, (3) better incorporate social determinants of health into population health interventions, and (4) better measure return on investment among interventions and improve its alignment with stakeholders. The working group further identified several major themes to enhance the frequency and impact of collaborative population health initiatives: Stakeholders should (1) seek to mine and cross-leverage the increasing volume of health-related data that they each develop independently, (2) collaborate to create patient touchpoint “ecosystems” in which patients are maximally engaged through a diverse and complementary set of contact channels and technologies, and (3) collectively determine the investments required for high-impact population health initiatives and how to allocate them, so that individual returns on the various investments can be estimated and calibrated according to the stakeholders’ needs.

For More Information Click Here. Am J Accountable Care. 2018;6(3):e8-e11

Articles posted do not reflect the views or opinion of DCHI but are meant to inform and to foster meaningful discussion about the opportunities and challenges driving healthcare reform.

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