My extensive experience over more than three decades in the healthcare sector has exposed me to numerous initiatives aimed at reforming an often malfunctioning system. The journey has been filled with both promising ideas and less successful attempts, particularly at the national, regional, and local levels. During my tenure on the Board of Trustees at what was once called Catholic Healthcare Partners, now known as Mercy Health, I witnessed firsthand various strategies focused on moving towards a more integrated approach to health, particularly in the realm of population health.
A significant player in this movement was Brent Asplin, MD, MPH, who served as the chief medical officer of the enterprise at that time. We collaborated on transformative changes including the adoption of innovative payment models and governance structures, as well as programs designed for enhanced physician engagement, care coordination, and management of chronic diseases. Such initiatives are crucial in moving the needle towards a more effective and efficient healthcare delivery system.
Dr. Asplin once introduced me to an intriguing project that was still in its infancy—Foundation|42. This initiative is spearheaded by Jon Gordon, a recognized venture capitalist and business consultant with a vision for reforming healthcare based on successful models from other high-functioning industries. Gordon believes he has identified key issues undermining the U.S. healthcare system and envisions a roadmap for repair.
Through a series of exploratory Zoom sessions with various national stakeholders, I had the opportunity to learn more about the foundational principles shaping Foundation|42. Though the resulting report did not unveil any spectacular revelations, it aptly underscored several well-established principles for an optimal healthcare model. These included:
– Transitioning from a system-centered focus to a person-centered orientation.
– Considering the entirety of an individual’s health journey.
– Shifting the paradigm from mere sick care to proactive health care.
– Ensuring equitable access and usability in healthcare for everyone.
– Prioritizing sustainability in investments and anticipating public health challenges.
– Cultivating a culture committed to continuous improvement.
– Maximizing existing spending before seeking avenues to cut costs.
These insights are commendable and represent a consensus that most in the field would agree upon. However, the challenge now lies ahead: the execution of a new model that can overcome the myriad of obstacles that have thwarted previous attempts at healthcare reform.
Gordon recognizes a fundamental flaw in the current healthcare economic model, which lags behind advancements in medicine and technology, as well as the evolving expectations of both patients and clinicians. His contention is that the urgent need for reform is thwarted by an outdated financing structure that prioritizes financial metrics over the holistic needs of patients.
Foundation|42’s mission-oriented strategy aims to facilitate impactful system transformation through a uniquely structured approach. It is articulated in a three-stage model:
1. **Design**: Envisioning an ideal healthcare system without constraints.
2. **Deploy**: Testing and refining this model with engaged partners.
3. **Foster**: Integrating outputs into a cohesive framework, sharing learnings openly, and nurturing an innovation-friendly environment.
As of now, the design stage is actively progressing, with over 150 prominent healthcare leaders engaged in validating the foundational thesis. This collaborative groundwork raises a compelling question: can this modern methodology succeed where previous models have faltered?
If we were to start from scratch, there is ample reason to believe in the potential success of this new approach. It encompasses vital components necessary for progress, highlighted by a thoughtful, comprehensive understanding of healthcare challenges and a reliance on data-driven insights.
Nevertheless, as someone who has navigated the arduous path of initiating even minor changes within the healthcare landscape, I carry a degree of skepticism. The complexities and entrenched interests within the system can impede innovation. Nonetheless, Jon Gordon’s unwavering determination, skills, and impressive network of connections suggest that the venture might have a more favorable chance of breaking the mold.
While the ambition behind Foundation|42 is commendable and its foundations promising, the road to healthcare transformation is fraught with challenges. Only time will tell if this initiative can truly enact the meaningful changes it seeks to achieve in our healthcare system.
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