Journal of Clinical Pathways. 2017;3(8):16-17.
Institutional Approaches to Value-Based Care
How does your work at Dana-Farber Cancer Institute contribute to advancements in cancer care?
Interfacing with dedicated scientists and clinical experts to rapidly translate novel scientific insights to the clinical realm to benefit patients inspires me to reason beyond usual academic bounds and work across dimensions. My particular area of work is focused on applying novel informatics/analytics technologies with the goal of knowledge development derived from the spectrum of data representing all of the clinical decisions, treatments, patient outcomes, and “value” captured across the entirety of the care delivery spectrum. As health care and society is increasingly evolving within a digital economy, there are exciting new opportunities and necessities for health care providers to usher in artificial intelligence and analytics tools as they play increasing roles in care delivery over the coming years.
How have clinical pathways begun to shape care at your facility?
Clinical pathways can represent a double-edged sword, for which reason their implementation and adaptation requires proper leadership and appreciation of the nuances of organizations and patient populations. One pathway does not fit all. More importantly, pathways are not an end solution in and of themselves. At my facility, we continue to learn from our experiences with pathways, and are better able to tailor the use of pathways in different practice settings. At the same time, our ongoing experiences have inspired our view and understanding of what pathways must be and can be to best serve our providers and patients in realizing the best value of care.
How do you envision cancer care 10 years from now?
As technology continues to drive scientific and data-driven feats of accomplishment, there will more clearly emerge the need to return to the first principles of health care and care delivery. Despite good intentions, current patterns of health care reforms, innovations and “disruption” are being fueled more so by economic drivers instead of value drivers. Such systems that do not aim to create and capture shared value for the key stakeholders will eventually stand out as being biased against value-based care delivery. However, as patients, caregivers, and society at large grow increasingly engaged in their care, motivated toward self-advocacy, and discerning in their choices within an evolving consumer-based health care market, we will see the balancing influence of competitive market forces on care delivery organizations. Along the same line of expectations, the evolving role of precision medicine (eg, tumor profiling for treatment selection, genomic profiling of patients and families to mitigate chance of disease, or nanoengineering of a treatment directed at an individual’s tumor) will necessitate a consensus stakeholder-based definition of “shared value” and the structuring of dynamic value-based management systems within care delivery organizations.