The feature articles in this issue of Frontiers of Health Services Management apply the service line framework to healthcare delivery and support in a value-based world. The complexity in tran-sitioning toward value-based care necessitates more discussion of how organizations can best structure themselves to address the work ahead. As any organization evaluates its service lines, it should consider (1)the organizations needs and expected outcomes, (2) a reporting structure that best facilitates decision-making, (3) the skills that are needed to reach desired outcomes, and (4) the appropriate allocation of resources needed to effectively execute. Once priorities and objectives are clear, the service line framework can bring together the depth and breadth of skills and expertise to own, scope, and drive toward organizational priorities. Unfortunately, the service line framework is inherently siloed in an already fragmented healthcare delivery model. Population health and value-based care principles imply the need for taking a holistic view and approach in managing a patient's health, inclusive of comorbidities and underlying factors that have created or contributed to their health status.
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