New competency requirements for community health systems
In an article published in July, 2013 (a) I argued for the need for new management competencies for community health systems; competencies that derive largely from the disciplines of public health practice:
- the epidemiology of specific populations and how that epidemiology interacts with know best clinical practices to affect outcomes;
- total cost of care management; managing total costs of care, overtime, for specific clinical populations;
- creating and managing effective health behavior intervention programs for specific populations, including primary and secondary prevention programming;
- health risk surveillance, assessment and cost and resource consumption forecasting;
- use of social media to affect health services use rates;
- financial risk modeling for specific populations attributed to community health systems;
- effective use of interprofessional teams; and
- health behaviors pattern recognition; the ability to use electronic health record information to recognize: health risks, patterns of use (or non-use) and failed or inefficient clinical strategies within populations.
If the argument for 1-8 above holds water, how do community health systems acquire and apply there competencies affordably?
Several health system CEO’s consulted on this topic believe there isn’t sufficient time or money to develop these competencies internally. They’ll need to acquire from qualified providers by purchase or partnership.