Redefining Health Care Summit - Barcelona 2022

A GLOBAL COMMUNITY CONVENES

The need for, and the difficulty of, transforming health care to high-value was made starkly clear by the Covid-19 pandemic.

Coming out of the crisis, the Value Institute for Health and Care at the University of Texas at Austin realized that this community needed to gather in person. The idea of a Summit was born.

Coffee breaks, where people speak directly to one another, are usually the best part of any large meeting.

We wanted the new relationships, expanded thinking, and casual conversation of a coffee break to characterize the Summit.

The goal was to convene the global community of health care transformers and the people health care serves in a conversation. By sharing insights for success, ongoing struggles, and challenging obstacles, the Summit could catalyze health care transformation and build networks of colleagues all aligned around the outcomes that matter.

At a gift exchange, one generously offers presents to others without expecting anything in return. The Summit was designed to be a gift exchange of insights and solutions, freely offered by each participant to others.

If that gift exchange worked, participants would learn so much that they’d need to bring an empty suitcase to carry home all the ideas, approaches and insights – the gifts – they’d received.

The Summit took a non-conference approach grounded in the concepts of a coffee break, a gift exchange, and an empty suitcase.

catalyst... that is what I want to be! “ AAccelerating the transformation of health care!”

KARIN CERRI

Head of Health Economics & Market Access; Europe, Middle East & Africa; Global Value Based Health-care Lead, Johnson and Johnson

2

Summit put the patient “ The in the middle of everything.

Patients First.

Health care exists for the people it serves – seeking to deliver the outcomes that matter most to patients and their families.

The Summit was built around patients and caregivers, many of whom came to illuminate us with their stories, their courage, and their experiences. We dubbed them Experience Luminaries, and we wish to acknowledge and to thank each of you. Your generosity focused everyone on what matters to patients and their loved ones.

Experience Luminaries included: BAHIJA GOUIMI, Morocco

JOLENE BOOMSMA, Netherlands

Leukemia cancer survivor and President, Association des Malades Atteints de Leucémies

Breast cancer patient advocate

GISELA GUEVARA, Spain

REBECCA MUNOZ, USA

Parent advocate

Breast cancer survivor and Founder of Chemotherapy Coldcappers

JULIÁN ISLA, Spain

Parent advocate and Founder, Fundación 29

AIGERIM ZHAPAROVA, Kyrgyzstan

Diabetes patient advocate and In-country Coordinator, Institute of Microbiology and Laboratory Medicine Research, Education, Development Gauting b.

München (IML red GmbH), World Health Organization Supranational Reference Laboratory of Tuberculosis

DANIEL MARÍN, Spain

Survivor and Chair of Kids Barcelona Youth Council

3

You Made It Happen!

From April 5-7, 2022, more than 100 people from 21 countries gathered by the sea in Barcelona.

Participants joined from Europe, North America, and Africa, and joined from as far as Kyrgyzstan, the Republic of Georgia, Morocco, South Africa, and Brazil, demonstrating that successful transformation to high-value care is occurring around the world.

“In all my years, I’ve never been to a meeting where I leave knowing everyone by first name.”

Ours is a global movement, with shared challenges and the ability to transfer solutions from one country to another and across health conditions. There remain daunting challenges; and resolving them requires collaboration, and the collective wisdom of the entire global community.

“I think what struck me the most was when Dr. Kvale and I presented two model conversations between a doctor and a patient and that it was something that I’d never experienced with my doctor. I don’t discuss such matters with my doctor.

So a relational [conversation] felt empowering.

“Day one was a powerful launch with influential conversations.”

She asked me if there was anything outside of my treatment and regimen that was bothering me, making sure that other aspects of my life are addressed and acknowledged. Now, I have committed myself to representing patients with diabetes as those who are willing to take agency over their own health and provide appropriate academic and professional insights.

I’m grateful to the Value Institute for providing a platform for people living with and having survived serious illnesses and bringing our voices to the forefront of decision making.”

AIGERIM ZHAPAROVA

Diabetes patient advocate, Kyrgyzstan

4

21

countries

Sweden United Kingdom

Belgium Netherlands Germany France Austria Switzerland Italy Portugal Spain Ireland

Canada

United States

Georgia

Kyrgyzstan

Morocco Mexico

Kenya Brazil

Australia South Africa

25+

New Zealand

Health care roles represented

languages spoken

5

Industry professional

27%

Clinician

18%

Health care system executive or administrator

17%

Patient Advocate, Survivor, or Loved One

12%

Educator/Researcher

12%

Other

10%

Health plan or payer executive or administrator

2%

Policy or government professional

2%

DAY 01

Setting the Foundation Health care entrepreneur Dr. Rushika Fernandopulle set the foundation of the Summit by sharing his more than decade-long effort to build Iora Health into a high-value, team-based care delivery organization improving health outcomes for tens of thousands of patients.

ask the patient when “ We they walk in the room- which seat would you like to take?

It’s little things.”

He was warm, often funny, and deeply inspirational, describing the hard work of building the information and care delivery systems needed to effectively serve patients.

RUSHIKA FERNANDOPULLE Chief Innovation Officer, One Medical

His story of a clinician accompanying a patient to the grocery store to help educate that person on eating healthy was an example of “doing whatever it takes to keep people out of trouble.”

6

Reflections on a Journey Value Institute co-founder, Professor Elizabeth Teisberg, was joined by her co-author, colleague, and friend, Professor Michael Porter, to discuss their remarkable journey of developing and advancing high-value care into a global movement.

Among its most memorable moments, they reflected on how COVID has evolved our healthcare systems: Mike noted: “it turns out that COVID has been a real driver of change in health care because it’s such a dramatic and important problem. What we discovered is we have to change the way we’re doing certain things, so we’ve got to measure outcomes.”

Elizabeth poignantly shared: “You can see that when people are really focused on outcomes, innovation happens faster.”

See their talk here

Insights from Catalonia Health care transformation is accelerating across Spain, with many of the leading examples coming from Catalonia. A group of transformation leaders, hosted by EIT Health’s Dr. Cristina Bescos, shared insights and experiences.

Celebrating in Historical Style Among its myriad charms, Barcelona’s architecture, music, and dance demonstrate the city’s vibrant culture and rich history. Participants gathered at the Hospital de Sant Pau, a World Heritage Site, for an evening of music, flamenco dancing, and celebrating the opportunity to be together in person.

“Far and away the most moving experience for me was the reception at the Hospital St Pau. Learning the architect’s intent for the therapeutic use of beauty in the artwork combined with therapy of the herbs and fruits planted to intentionally release color and aroma as treatment to the body and soul was a powerful reminder of the healing properties beyond modern medical treatments. The event nourished my mind, body, and soul.”

BETHLYN GERARD Director of Advancing Care Excellence,

“I went back [to the Hospital Sant Pau, because] I was so moved by the intentionality of the design learned during the private reception tour.”

Southwestern Health Resources, USA

7

DAY 02

Transformation Workstreams

two was about moving forward and “ Day trying to deep dive [with] open discussions and interesting points of view;

Realizing the existence of differences in understanding the same term, depending on world area, health care system or background.

Day two was the day of documenting there’s still a lot to do, regarding focus on transformation.”

8

Health care leaders in multiple countries identified the most significant opportunities in transformation, and the Summit’s first conversations focused on three Workstreams:

WORKSTREAM #1

WORKSTREAM #3

Outcomes, Gaps and Equitable Care

Scale, Sustainability, and Digital Transformation

29% attended

23% attended

48% attended

WORKSTREAM #2

Relationship-Centered Care and the Workforce

most effective solutions and identified the leading “hot spots and opportunities” – those areas where progress would most accelerate transformation.

Practitioners with particular expertise and accomplishments in health care transformation, experts we described as Luminaries, were joined by Experience Luminaries to launch each Workstream.

The Workstreams’ major challenges, demonstrated solutions, and hot spots are shared in the coming pages.

In a variety of round-robin formats, small groups of participants discussed their major challenges and

9

WORKSTREAM #1

Outcomes Gaps and Equitable Care How to create new solutions and excellent outcomes for people who are currently underserved?

Identified Challenges 1. Wide, unwarranted variation is clearly documented in many countries, so more attention is needed to developing new solutions explicitly for people who are poorly served or unserved. In the U.S., the issues of health disparities are especially bad due to the lack of universal insurance coverage and the realities of systemic racism. In many other countries, the pandemic elevated awareness of health care disparities.

Often, inequity is recognized and discussed in terms of unwarranted variation in care and health results. Summit participants agreed that health and care disparities are widespread and focused on how to address inequity.

Developing high-value health care starts with identifying gaps to address - places where meaningful patient outcomes are falling short of what they could be with current knowledge and technology. There are many such gaps. To achieve equity, innovation and transformation efforts need to prioritize creating more effective solutions for people who identify in racial, ethnic or gender groups that face disparities. In other words, transformation efforts need to do more than generally improve the mean of health outcomes distributions; these efforts need to change the outcomes in the lower tail of the outcomes’ distributions, and particularly address poor outcomes that disproportionately fall on ethnic or racial minorities, immigrants, women, and people with low economic resources.

2. Equal access to today’s services won’t achieve equity. Individuals need solutions that fit and succeed in their medical and life circumstances.

Universal access to health care is critical, and not enough. People need access to care that works in their lives and for their circumstances. Too often, if a person is not succeeding, they are labeled as non-adherent or disengaged. Instead, professionals in the health sector can take responsibility for creating care solutions that work. This involves not only the willingness to develop new care services, but also a cultural shift in responsibility from following process guidelines to a desire for, as well as accountability for, results. The question shifts from whether a person was seen by a clinician to whether the delivered care helped the person.

4. Customization and personalization at scale requires transformation of care models. Achieving equity requires building relationships, listening to individuals, and honoring the differences in patients’ needs and preferences. There is an international movement encouraging clinicians to ask every patient, “what matters to you?” In current care models, this usually adds time and work. The challenge is to transform care models so that personalization and listening are part of the normal process, and the care team is equipped to respond helpfully.

3. Services need to be designed to enable trust and relationships, especially for those who are underserved. Designing for trust is important and often overlooked. Without trust, people who could benefit tremendously from health care won’t present for care. To drive inclusive and equitable care, the patient population needs to be defined as “those who need or would benefit from care,” not just those who cross the clinic’s threshold. Part of the challenge is creating care teams that include members that share ethnicity, culture, language or circumstances with people who are now underserved; and meaningful, impactful inclusion of those people on the team.

5. Early, accurate diagnosis needs to be more widely available. Without a correct diagnosis, care risks being all waste or even harm. Both effectiveness and efficiency are enabled by accurate and timely diagnosis. Health care’s inequity is no where clearer than in the diagnosis of illness. People in disadvantaged groups have less access to diagnosis and suffer higher rates of misdiagnosis, adding dramatically to the burden of poor health outcomes they endure. Addressing disparities and achieving health equity requires a committed focus to improving diagnosis of illness among historically underserved groups.

10

Demonstrated Solutions

• Include care for mental health, integrated as a normal part of the solution

Many participants are working to transform care in ways that reduce disparities. Successes often included an array of tactics that participants described as “many little things that add up to a tremendous difference.”

• Include team members virtually if needed - especially for specialists

Dr. Kenny Cole offered an example of primary care that included many of the steps on the list below. The clinic was helping people make significant changes in their lives and health. Because it was offered in an employee health clinic, the benefits of reduced spending on acute problems were also recognized.

• Work with groups of patients to understand the issues and goals they share

• Ask, “if I could help you with one thing right now, what would it be?”

• Build services to address the shared needs, then you’ll have bandwidth to personalize • Collect measures of social determinants, and don’t treat them as excuses

Here are some of the many steps that people have seen working to improve care and outcomes:

• Create a standard assessment and referral path for social drivers in healthcare

• Offer care where people gather for other reasons

• Educate/communicate about risks and available help

• Work with the schedules of the people being served • Offer virtual or telephonic care

• Have a normal, ongoing process of identifying challenges and responding

• Reach out to people in remote areas with telehealth

• Collect outcome data

• Listen -- explicitly take time to understand the patient

• and look for patterns – particularly patterns that reveal disparities

• Check if care will work for the most vulnerable people

• Measure social/behavioral outcomes such as meaningful work, economic stability, etc.

• Add social or legal services or community centers • Use interdisciplinary teams

• Address domestic violence

• Build the team around a segment of patients with shared needs and goals

This list makes it clear that the care solutions offered can change in many ways. It has the benefit of giving people many ideas to include in transformation and the disbenefit of not being integrated. Clearly, there are many ways to make progress against disparate care and inequity.

• Include health coaches and/or community health workers on the team • Include team members who share ethnicity, race, language and gender with previously underserved patients

Hot Spots How might we build care systems that succeed for the most vulnerable – as integrated care solutions offered by teams?

How might we develop outcome measures of capability, comfort and calm for widespread use in family practice and primary care?

How might we create collaboratives that demonstrate successes and share insights for reducing disparities and achieving equity?

How might we build the health literacy of currently underserved or poorly served individuals?

11

WORKSTREAM #2

Relationship-Centered Care and the Workforce How to design solutions that improve empathy and the outcomes that matter to individuals, families, and professionals?

Identified Challenges 1. Our systems are not structured to support relationship-centered health care. Measuring outcomes and understanding what matters to patients requires a strong relationships. Relationships between clinician and patients and also relationships among the clinical team and other members of the overall health system (e.g., administrators, community organizations, other patient contacts).

2. Current health care systems do not foster the time and space for patients and clinicians to build a sense of continuity in their relationships. Advancing relationship-centered care requires health systems to prioritize, incentivize, and operationalize mechanisms for clinicians to assess and understand the life contexts, values, and goals of their patients. This is not the current reality.

Many systems talk about being “patient-centered,” where the patient is at the center of the clinical team. However, this still puts the onus of organizing and managing care on the patient. Relationshipcentered care creates a supportive structure within which the patient’s goals are primary.

3. Care teams are suffering burnout, compassion fatigue, and sometimes even moral injury. Globally, the disruptions of Covid-19 have sorely tested health care professionals and health systems and stretched the already-thin resilience of health care workers who are caught between their dedication to patients and systems that often are misaligned with that goal.

Hot Spots Spots Hot

Demonstrated Solutions • Changing clinical structures to allow for relationship-centered care requires using a team-based approach. St. Andrews Healthcare, an inpatient psychiatric facility in the United Kingdom, implemented an outcome measurement system focused on helping patients achieve more normalcy in their lives.

How might we restructure health system incentives to support the continuity and relationship building required between patients and the clinical team?

To develop their outcomes wheel, the team at St. Andrews sought input from patients, families, clinicians, chaplains, and other staff, such as the housekeepers. They also sought outside expertise from organizations like the UK Routine Outcomes Measures group to make sure they were identifying the outcomes that would contribute to patients’ capability, comfort, and calm.

How might we augment relationshipcentered care by focusing on the interaction of the patients with all members of the care team as well as the relationships across care team members and community members?

• Relational coordination is a helpful tool to diagnose and improve relationships. This theory of change, developed by Professor Jody Hoffer-Gittell at Brandeis University, improves how teams communicate and build relationships. By assessing how stakeholders work with one another, teams can identify ways to enable and support relationship-centered care.

How might we return health care to its purpose of health, in order to support the professionalism of the health care workforce and reduce burn-out?

12

WORKSTREAM #3

Scale, Sustainability, and Digital Transformation How to align finances with outcomes that matter to patients and deploy digital tools to achieve high-value care at scale?

Identified Challenges 1. The enduring success of high-value care requires new procurement paradigms. The essence of high-value care is improved health outcomes for patients. That reality is often lost when the focus of procurement strategies is simply to generate near-term cost savings.

in narrow situations, such as routine surgical procedures. Expanding that capacity requires vastly more sophisticated procurement systems that can differentiate health circumstances and the improvements in health outcomes that are achieved. It also requires providers to better demonstrate the health outcomes of their care.

Cost savings for people whose health is improved emerge because people in better health need less, and less expensive, care. Eliminating the need for most hospital care, more and more costly medications, and the societal costs associated with poor health and disability, is the path for potentially vast cost savings. These savings follow – with a time lag – successful high-value transformations.

It is not possible to crosswalks existing volume-based procurement models into outcomes-based procurement because what is being procured in each case is fundamentally different.

2. The goodwill and trust needed to cooperatively innovate new procurement models is lacking in health care. At present, health care procurement is fundamentally transactional and adversarial. These rigid, transactional mechanisms are well established but are not conducive to transformation because the parties lack trusting relationships.

Existing procurement systems contemplate zero-sum competition, where one party’s gains are achieved through the other party’s losses.

Existing procurement systems fail to recognize the possibility of positive-sum competition, where each party benefits from care that achieves better health outcomes. Efforts to force fit high-value care into these legacy procurement systems results in payment structures myopically focused on initial costs and cost savings, rather than on improved health outcomes that lead to larger, more enduring, cost savings.

It is possible to build positive-sum competitive relationships between those who procure health services and those who provide those services. Other industries that develop and produce complex products and services are characterized by interlocking, collaborative, long-term partnerships between players in those ecosystems. While there is obvious competition among the many organizations that are involved in designing, producing and deploying commercial airliners, those same parties cooperate to undertake complex tasks that none could accomplish alone.

The long-term viability of high-value care requires new procurement paradigms where the primary purpose of procurement is to create an environment for ongoing, dramatic improvement in health outcomes for patients, with the division of the created value – the negotiations about price and terms – being secondary. Focusing on long-term cost savings driven by improved health outcomes makes that shift easier to visualize and achieve.

Building more trusting and less adversarial relationships in health care is made more challenging by the rigid regulatory structures, public policies, and long history of zero-sum competition that characterize the industry. Overcoming the inertia of mistrust is a vast and daunting undertaking.

New procurement paradigms must be able to acquire health outcomes, not simply care services. That capacity now exists only

“

Our place today is here- working with you, discussing with you and learning from you.

We are an extension of the health care system. . . While we treat patients at home, we also release resources in hospitals where patients need them. We hope we can continue this journey with all of you.”

MANUELA MACHADO Evidence and Access Vice President, Air Liquide, Spain

13

CONTINUED

Scale, Sustainability, and Digital Transformation “[I] appreciated the round robin brainstorming built on in the afternoon with the focus on solution sharing to ensure ample takeaways.”

Demonstrated Solutions Value-based care procurement models do exist, but they mostly remain small scale. For example: • Medtronic devised the TYRX™ neuro absorbable antibacterial envelope to provide device stabilization for cardiac implantable electronic devices and reduce the chance of infection following surgical implantation.

• In Denmark, Sanofi provides genetic testing for patients with particular cancers. Those with the appropriate genetic profile receive biologic treatment as first line therapy.

• Diabeter is a Dutch pioneer in value-based diabetes care which has a 10 year fully capitated contract for patients with Type 1 diabetes.

Hot Spots How might we create an industryacademic collaboration for defining and exploring procurement frameworks that are positive-sum and value-based?

How might we create venues and forums to convene procurement and supply stakeholders together, to build authentic relationships and trust, in a safe way that assures no conflicts of interest or exploitative goal?

How might the provider community better articulate the outcome benefits of its care so that the outcomes are clear, demonstrable, measurable, and measured?

“

After meeting Jody, I realized my team needs additional training and practice related to relationship-centered care. I purchased two of her books for every person on our team.

A few weeks after the summit, two departments went through a Relationship-Centered Care training. Having a workstream focused on the topic helped encourage me to continue to advocate for such training.”

BETHLYN GERARD Director of Advancing Care Excellence, Southwestern Health Resources, USA

14

“I was not prepared for the emotional impact of being in the company of so many experienced advocates.”

“It is rare to attend an event and feel like you know the names/titles/roles of the majority of the attendees. [It is] Also rare to have such a broad spectrum of healthcare at one table (patients to systems to clinicians to insurance groups and IT).”

15

Transformation Community Hubs

Summit participants gathered to carry the insights from across the three Workstreams and apply them in four clinical settings.

The Summit’s many Experience Luminaries made particular contributions to these discussions, sharing personal experiences and insights and ensuring a careful focus on the outcomes that matter most to patients.

Similar conversation formats netted a series of insights about common obstacles, care delivery transformation successes, and areas of greatest opportunity for innovation, and those are listed below.

HUB #1

HUB #2

Joyful Childhood

Meaningful Cancer Journeys

How might we improve meaningful outcomes during the care journey for children, starting with excellent maternity care?

How might we improve outcomes for people impacted by cancer across all phases of the cancer journey?

KEY INSIGHTS

KEY INSIGHTS

• Engage children, parents, and families in every step of care delivery transformation. Seek to understand their journey and capture it using a journey map or care path.

• Creating models of whole-person cancer care, like the CaLM Model at UT Austin, requires incorporating patients’ perspectives on cancer care programs and services from the beginning of program design. Patient advisory boards are an established way to engage patients early and often in designing, delivering and evaluating cancer care delivery.

• Hospitalizations and medical treatment can be deeply traumatizing experiences for children so we must strive to understand their lived experience with health care in addition to the experience of their parents

• Patients often require training to be advocates as do clinical systems leaders to avoid engagement becoming patient tokenism.

• The health of children is tied to the health of society, e.g., in the US, gun safety, in other parts of the world, political violence and war. Improving meaningful health outcomes for children must include solutions that incorporate other key social institutions in a child’s life such as school.

• Systems don’t necessarily teach clinicians how to work as an integrated oncology team. Care teams need training and to work towards mastering known interprofessional competencies to deliver interdisciplinary care for medical, surgical, radiation, and supportive care in oncology.

• More space needs to be created for pregnant women to connect with each other and learn from each other.

16 16

got] confirmation of the right direction of our “ [We own projects so far and got new ideas on how to

involve patients in the improvement of outcomes.”

HUB #4

Purposeful Primary Care How might we transform primary care to improve effectiveness, equity, and outcomes?

HUB #3

Thriving with Chronic Conditions

KEY INSIGHTS • Reframe age-friendly health: assess goals, values and outcomes that matter to older people, and consider how they can contribute to society while getting needed support. Use a variety of channels to assess patient needs and preferences, but don’t assume older adults have an aversion to technology.

Frame community’s view of older adults positively and it can change how we engage with them.

How might we transform care for people living with osteoarthritis, diabetes, mental health and other chronic conditions?

KEY INSIGHTS

• Innovate virtual care: Bring everyone along on the patient’s health care journey (patient, care team, care partners)- by not creating digital or informational divides. Not all virtual care is digital; and not all virtual care requires high tech. Providing virtual care for those that want it, frees up time for those who prefer in-person care. Be present at the critical moments, and the moments that matter.

• Across chronic conditions, forming patient, family, and care teams partnerships is crucial to successfully redesign care.

• Attention is needed to identifying outcomes that matter to all patients, strategic use of digital tools, and education to create a tipping point for leaders and clinicians • We need standardized processes and a centralized hub, to make asking for and collecting outcomes, like capability, comfort, and calm, the norm over time.

• Co-locate with community: Health care should exist in the same space as social services, and community health workers or health coaches can serve as bridges. Encouraging use of non-medical prescriptions (for healthy food, housing, transportation, national parks/nature, and exercise programs) could help build health for the whole person.

• Integrate budget across sectors to impact health: Governments should use a “health in all policies” approach. Payment systems should include social risk and equity incentives and provide incentives for improving goals and outcomes that matter to patients.

17 17

DAY 03

Building a Global Movement At a community connections breakfast, participants joined conversations on a range of topics such as digital tools and transformation; women’s health; education; electronic health records; and integrating business models into healthcare redesign.

Participants generated a few passionate ideas for our community: • How might we innovate to make the medical record patient-centered?

• What digital tools could be implemented regionally to guide transformation strategy?

“Breakfast was amazing! [I] got to connect and finish some of the conversations we had over the last two days and got contact information for people I wanted to connect with.”

• Could we launch an initiative for women’s health leaders?

18

Results from the summit evaluation show that the majority of participants received new examples of what health care transformation looks like and learned something new about how to transform health care to improve outcomes for patients.

95% agree

92% agree

“I left the summit with new examples of what health care transformation looks like”

“I felt that the programming included and amplified the experience of patients.”

89% agree

95% agree

“I learned something new about

“This event was a worthwhile

how to transform healthcare to

investment of my time.”

improve outcomes for patients.”

95% agree “I had ample opportunities to connect with others in meaningful ways.” n=38 responses

Participants shared their aspirations coming out of the Summit, noting that we can achieve transformation together if we…

... “Influence those ‘in charge’ so value-based health care becomes the rule.”

... “protect the wellbeing of our care providers.”

... “think big, act small, and scale fast.”

... “have people from the complete value chain of healthcare in the same conversation.”

... “share our unpublished experiences.”

... “refuse to accept the status quo.”

... “bring missing stakeholders and competencies to the community.”

... “are willing to share our failures and achievements.”

19

20,643

unique LinkedIn post views

“The value [the Summit] created for me personally and for the work I am leading within our organisation was immediate. Please know that I have made very meaningful connections to both Pedro and Jan - we’ve recently had the chance to go through my work at a high level and we will be following up for more conversations and exchange.

I cannot express how thankful I am to you both!”

ILIÀS-GEORGIA CHARLAFTI Community Healthcare Engagement Director and PDMA Basel Site Head, Roche, Switzerland

20

19,939

“I met Jenni Woods and her colleague Barney from the NHS in Scotland.

Not only have we become fast friends but I have also introduced her to the federal Public Health Agency of Canada employee who is developing a national Data management Strategy for Canada.”

social media impressions

LOUISE BINDER Patient Advocate, Canada

“In all of my career and attending conferences, summits, courses around the world, this was the most personally fulfilling 3 days I ever had. It was so intimate and welcoming. I knew nobody but immediately felt the welcome, energy and stimulation of been surrounded by positive like-minded people, with a growth mindset and a genuine generous willingness to share your knowledge and experience’s and to listen to mine/Ireland’s!”

JOHN SHEEHAN Radiologist and Clinical Director of Radiology, Blackrock Health, Ireland

21

Our Priorities:

Igniting Action

Women leading high-value health care community of practice

Old friends reconnected at the Summit and many personal and professional friendships launched. The Value Institute, in partnership with others, is now pursuing three of those opportunities and we invite you to join these efforts.

We are launching a space by and for women leading in high-value health care to share their insights and wisdom, and to build a catalogue of powerful tools that work to improve health across the continuum of women’s health and care.

Over the next 12-18 months, the Value Institute is committed to growing and sustaining a community of patients, industry experts, researchers, Experience Luminaries, Luminaries, convening partners, and others to advance health care transformation around the world.

If you are interested in joining this community of practice, get on our interest list:

Achieving equity In collaboration with partners leading in the equity space, we are convening a virtual community for individuals who are charged with developing and leading equity work in their high-value health care organizations.

Our goal is to simply provide a space for open sharing and learning, for people who don’t have a community and who are leading equity initiatives.

If you want to learn more about this community, please contact Rebekkah Schear, Associate Director of Strategy and Community Engagement, for the Value Institute of Health and Care, at rebekkah. schear@austin.utexas.edu.

International consortium on high-value health care education Building on discussions with partners from multiple countries, the Value Institute for Health and Care is convening an educational consortium for organizations teaching the implementation of high-value health care.

We plan to share health care transformation curriculum and enable educators in this field.

If you are interested in joining these discussions and helping shape the consortium, please contact Kasey Ford, Assistant Director of Education for the Value Institute for Health and Care, at kasey.ford@austin.utexas.edu.

22 22

In addition to our three priorities, we will also: • Work with you to build the optimal mobile digital platform for our community to connect so that we can find a streamlined way to share how-to solutions across all three workstreams. In the short term, don’t miss the conversationconnect with others in the community on our LinkedIn group.

• Identify international organizations and groups that work with, support, and represent patients and connect those patient communities directly to groups on the ground that need patient insights in order to transform their solutions.

• Partner with leaders of convening organizations and work with them on a unified definition of high-value health care that we can bring to the next Summit.

We have an unprecedented opportunity to accelerate the momentum behind the global care transformation community.

The world needs health care that meets the needs of each and of all.

The world needs health care that is financially sustainable, that embraces patients and caregivers, that delivers the outcomes that matter to patients, and that eliminates the disparities that persist across every society.

Our job now is to collectively continue this momentum and forge this path together.

Will you join us?

23 23

Thank you to everyone who made this event possible!

With additional support from

Johnson & Johnson and the Business Group on Health were early, stalwart, dedicated partners whose financial support made the Summit possible. We are indebted to Dr. Karin Cerri, Head of Health Economics and Market Access Europe, Middle East and Africa and Global Value Based Health Care Lead, Johnson & Johnson, and Ellen Kelsey, CEO of the Business Group on Health for their leadership and collaboration.

Air Liquide, Medtronic (Spain), and BCG also made substantial financial contributions in support of the Summit, and we are grateful to these organizations.

We also wish to thank the University of Texas at Austin’s Texas Global Institute, under the direction of Dr. Sonia Feigenbaum, which also provided financial support to the Summit.

EIT Health was the Value Institute’s Summit partner. We are particularly grateful to Cristina Bescos, Spain President of EIT Health, and the team there who provided considerable logistics and planning assistance.

Join us on LinkedIn! Scan the QR code or search our group: Value Institute for Health and Care at UT Austin

valueinstitute.utexas.edu @UTexasValue @UTAustinValueInstitute