Forcing mandates like smoke-free campuses and safety regulations like mandatory seat belts are imperatives — one of the four I’s — that ultimately help to build a successful population health management program, says Patricia Curran, principal in Buck Consultants’ National Clinical Practice.
We use four ‘I’s’ to build a population health management program; the ‘I’s’ of information or elements of education, community pieces, data and resources; the ‘I’ of incentives or motivators and prizes and incentives, things like the ‘Biggest Loser’ contest; the I’s of infrastructure or the resources and tools of your program, and the I’s of imperatives that are mandates that force accountability, such as smoke-free campuses, mandatory safety regulations and so forth.
Building a population health management program starts with the top-down support but also enlists input from the grass roots people.
First, information comes in various forms and is needed by the employer and the population that you’re trying to manage — things like expanded data warehouses, identification of the cost drivers, ongoing analytics and outcome measurements. The population also needs information: What’s in it for me? What do I have to do? They need to be able to answer those questions, so you want to provide that information.
You also want to offer the right combination of communications; this is imperative to the success of any population health management program. Whether it’s mailings to the home, online tools, messages via social media or other methods of communication, the population needs to get the message that they need to do something.
Profiting from Population Health Management: Applying Analytics in Accountable Care provides both a primer in population health management (PHM), identifying the challenges and opportunities of a robust PHM program, and an advanced case study in the use of analytics in PHM.