Untangling the perception of value in value-based healthcare - an interview study.

Leadersh Health Serv (Bradf Engl)

Institute for Studies of the Medical Profession, LEFO, Oslo, Norway; Institute of Stress Medicine at Region Västra Götaland, Gothenburg, Sweden and Institute of Health Care Sciences, Sahlgrenska Academy, University of Gothenburg, Gothenburg, Sweden.

Published: April 2024

AI Article Synopsis

  • The study explores how different stakeholders at a Swedish hospital perceive value in value-based health care (VBHC), with a focus on maximizing value for patients.
  • Clinicians view value as a dynamic concept, prioritizing improved health outcomes over cost containment, while non-clinicians consider both outcomes and costs in a strategic context for governance and continuous improvement.
  • The findings highlight a disconnect in understanding value between clinicians and non-clinicians, suggesting that healthcare leaders must integrate both perspectives to align with what patients truly value.

Article Abstract

Purpose: Value-based health care (VBHC) argues that health-care needs to re-focus to maximise value creation, defining value as the quota when dividing the outcomes important for the patient, by the cost for health care to deliver such outcomes. This study aims to explore the perception of value among different stakeholders involved in the process of implementing VBHC at a Swedish hospital to support leaders to be more efficient and effective when developing health care.

Design/methodology/approach: Participants comprised 19 clinicians and non-clinicians involved in the implementation of VBHC. Semi-structured interviews were conducted and content analysis was performed.

Findings: The clinicians described value as a dynamic concept, dependent on the patient and the clinical setting, stating that improving outcomes was more important than containing costs. The value for non-clinicians appeared more driven by the interplay between the outcome and the cost. Non-clinicians related VBHC to a strategic framework for governance or for monitoring different continuous improvement processes, while clinicians appreciated VBHC, as they perceived its introduction as an opportunity to focus more on outcomes for patients and less on cost containment.

Originality/value: There is variation in how clinicians and non-clinicians perceive the key concept of value when implementing VBHC. Clinicians focus on increasing treatment efficacy and improving medical outcomes but have a limited focus on cost and what patients consider most valuable. If the concept of value is defined primarily by clinicians' own assumptions, there is a clear risk that the foundational premise of VBHC, to understand what outcomes patients value in their specific situation in relation to the cost to produce such outcome, will fail. Health-care leaders need to ensure that patients and the non-clinicians' perception of value, is integrated with the clinical perception, if VBHC is to deliver on its promise.

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Source
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC11348837PMC
http://dx.doi.org/10.1108/LHS-07-2023-0051DOI Listing

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