A vision to become the most accessible healthcare system in the country

LifeBridge Health, a $2B Maryland healthcare organization, has been working for several years to fulfill its vision of becoming the most accessible healthcare system in the country.

That means reengineering how, when, and where we provide care. Based on the notion that access is evolving from getting patients to services — to getting services to patients, LifeBridge Health aims to “reinvent access” by transforming physician and patient engagement.

This initiative originated from a couple of stark realities. LifeBridge Health is situated next to Johns Hopkins, and is therefore shoulder-to-shoulder with a competitor who has significant financial resources and brand name in a low growth market. In addition, the Maryland reimbursement environment is quickly transitioning towards value-based care, with all the pressures and demands for innovation that go along with it. Concurrently, the industry at large is in the midst of an explosion of new digital technologies in all states of maturity and the resulting expense hits and misses.

Leadership at LifeBridge Health viewed these disruptions and threats as an opportunity for the health system to offer patients an “all in one” experience that could improve access across the continuum of care and simultaneously take market share from competing healthcare providers.

Out With The Old

The status quo has been that if patients want care, they seek it out and wait for it. They can wait weeks or months to see a specialist, or considerably less time to see a provider in an urgent care setting. A consequence of the lack of appropriately available services, is that patients will use emergency departments (ED) as a default to get more immediate clinical care. Along the way, patients receive little guidance directing them to the appropriate place to seek care, which is costly and inefficient. A problematic question that arises as a consequence of millions of Americans interacting with the health system every year is, how can we afford a more concierge service without hiring thousands of new staff?

Read the full article on Becker's Hospital Review