Connect with sales

Contact information

* This field is mandatory
*
*
*
*
*
*
*
*
*
By specifying your reason for contact we will be able to provide you with a better service.
*
*

Stay up-to-date and subscribe.

Join your peers, sign-up to stay informed and receive insights into healthcare innovations, straight to your inbox.

(Please be sure to check the box to receive communications from Philips)

Contact information

* This field is mandatory
*

Contact details

*
*
*

Company details

*
*
*

How AMITA Health shifted its culture to deliver value-based care

Amita health

Implementing a new model of care management for value-based care initiatives

AMITA Health (AMITA), a nine-hospital health system created through a joint operating agreement between Adventist Midwest Health and Alexian Brothers Health system, was looking to redesign its care management program in preparation for their transition to value-based care. 
 

As a faith-based system, AMITA planned to develop a care management program centering on human needs and providing a holistic approach to integrated care coordination. The future program aimed to optimize staff and system resources, streamline transitions of care and facilitate uninterrupted patient information flow.* 

Results

Through strong stakeholder engagement, Philips helped AMITA build a common Vision of Care Coordination across its diverse care settings supported by all levels of the organization. Based on this vision, our consultants engaged the frontline staff and physicians in designing and testing a human-centric care management program prototype that improved communication and coordination of care for high-risk patients across the AMITA continuum. Engagement results included: 
team icon
Built a common vision supported by all levels of the new AMITA team. 
human icon
Designed and tested a human-centric care management program prototype that engaged the frontline staff and physicians to improve communication and coordination of care for high-risk patients. 

Our approach


A phased process of vision building, rapid prototyping and support for enterprise implementation helps healthcare systems like AMITA transition to sustainable, value-based care delivery models. We believe the pillars of quality care management are: 
person in tie
Governance: Focused on clinical/quality and financial objectives.
group of people icon
People and processes: Starting with proactive identification of patients through risk stratification by data and clinical judgement; intervention to address specific unmet needs; coordination across an interdisciplinary team and diverse care settings, including close engagement with patients, care givers and physicians.
meter icon
Measurements: Providing relevant and timely feedback on the interim progress and the overall program outcomes.
technology icon
Technology: Enabling efficiency and effectiveness of the new care management program through automation and data analytics.

Our methodology

green check mark

Visioning

Conduct an enterprise-wide assessment to thoroughly review AMITA’s care network and care management functions.

green check mark

Prototyping and planning

Take the general ideas prioritized during the Visioning phase to build a practical program and test it in an “innovation sandbox”—a live operational environment with limited scale for rapid learning and improvement.

green check mark

Enterprise expansion

Embed the new program into daily operations and enable the cultural and operational changes with leadership and frontline staff to sustain the transformation.

St. Marys thumbnail
Customer story
ED throughput: Reducing walk-out rates by 85.3% at St. Mary Medical Center*
Is your organization in need of a care transformation plan?
Our team can help.
Subscribe today to receive compelling and relevant articles, customer stories and insight into thought leadership perspectives.

You're reading Leadership Perspectives

blue line break
Breaking down hospital walls
blue line break
Discover more perspectives
*Results are specific to the institution where they were obtained and may not reflect the results achievable at other institutions.