Young D W, Barrett D, Kenagy J W, Pinakiewicz D C, McCarthy S M
Healthcare Management Program, Boston University School of Management, Massachusetts, USA.
J Healthc Manag. 2001 Mar-Apr;46(2):112-32; discussion 133.
Value-based partnering is designed to move the healthcare system beyond cost-based competition. It recognizes that the healthcare "product" is not a commodity and that much of the value in the system comes from relationships between and among four stakeholders: consumers, providers, health plans, and employers. Given the difficulty of measuring such benefits as quality of care, improved health status, and increased employee productivity, stakeholders within the system traditionally have focused on easily measurable financial considerations such as premium rates. This focus has led to a system that defines relationships in purely financial terms. In contrast, the value-based partnering model presented in this article recognizes the range of factors that stakeholders consider in their relationships with each other. This approach has the potential to change the nature of competition and presents opportunities for those organizations that can effectively partner with other stakeholders and demonstrate value, rather than just lower cost. Moreover, by recognizing the interdependencies among stakeholder groups, the approach creates a strategic reason for employers, health plans, providers, and consumers to exchange information and create long-term alliances.
基于价值的合作旨在推动医疗保健系统超越基于成本的竞争。它认识到医疗保健“产品”并非商品，且系统中的大部分价值来自消费者、提供者、健康计划和雇主这四个利益相关者之间的关系。鉴于衡量诸如护理质量、健康状况改善和员工生产力提高等益处存在困难，系统内的利益相关者传统上一直专注于易于衡量的财务考量，如保险费率。这种关注导致了一个纯粹从财务角度定义关系的系统。相比之下，本文提出的基于价值的合作模式认识到利益相关者在彼此关系中考虑的一系列因素。这种方法有可能改变竞争的性质，并为那些能够与其他利益相关者有效合作并展示价值而非仅仅降低成本的组织带来机会。此外，通过认识到利益相关者群体之间的相互依存关系，该方法为雇主、健康计划、提供者和消费者提供了一个战略理由，促使他们交流信息并建立长期联盟。
