The value-based health system requires fundamentally different ways of collaboration, working operations in the organizations who hold niche operations in their own silos. There has been efforts going on to build national-level platforms which can operate with the Global Coalition for Value in Healthcare to facilitate this ongoing change and accelerate the pace of health system transformation.

However, Canada faces major challenges with regards to the value of healthcare delivery. Across the nation’s 13 provinces there is a 2.5 fold difference in the per capita spend on healthcare.

There are several initiatives to notice these challenges using value-based healthcare approaches, including pilots for bulk payments in tele homecare, Ontario, digital health solutions, and better care coordination. One of the most essential method to drive change across the nation is to ensure experiences, practices, and learnings which are shared among the groups into this space. Thus, in March 2018, the inaugural value-based healthcare Canada summit introduced senior leaders across the country to transform and support VBHC, established executive education opportunities for current and future health system leaders, and contribute expertise.

These new public-private initiatives are recently introduced and are at the initial level. There will be a wide range of scope to understand new learning and challenges. In the piece of information, we have majorly focused on the key lessons that are critical for getting started:

  • Focus on potential outcomes that matter to patients

This can be one of the key differentiators of a value-based system as it only focuses on improving health outcomes, rather than looking forward to earning profit and developing processes.

  • Engage partners in activity across the world health system

In order to achieve meaningful system-wide change, transformation efforts have to include organizations from across the entire system, including the private sector. Patients and patient advocates should also stay core to the mission of the work, and should contribute at every step of the process.

  • Acknowledge upfront that systems change is hard

If stakeholders initiate the work looking only for “quick wins” or easy answers, they will be sorely unhappy and deny when major obstacles to change arises. Acquiring success with public-private partnerships requires interactive individuals and organization and more relevant that allow them to notice the system-wide barriers to an absolute change.

  • Take a problem-driven approach

Rather than just copying and pasting solutions from other health systems, focus on the problems in your own health system, and then determine what solutions, either from others, or homegrown, are most likely to succeed in your context.