How one company created a core proposition which puts the patient first in all the work it does. All companies within the healthcare sector can play their own part in the drive towards patient centricity
Patient centricity is of critical importance to the future success of healthcare economies. It impacts on every single part of a medicine’s life cycle from development, clinical trials and commercialisation to the treatment and care received by patients.
For a medium-sized company like Apodi to address patient centricity effectively, we had to narrow our perspective and address how we could play our part in driving patient centricity within the confines of the services we provide, which impact on patient outcomes and experiences.
The key to this was to build our own ‘patient centricity model’ that forms a key part of all our working practices.
To develop the model, we first started by trying to find a generally accepted definition of patient centricity that was relevant within our marketplace and could form the basis for further development and customisation.
“All companies within the healthcare sector can play their own part in the drive towards patient centricity”
The definition that seemed to be both generally accepted and relevant to the work we do was:
‘Putting the patient first in an open and sustained engagement of the patient to respectfully and compassionately achieve the best experience and outcome for that person and their family.’
We believed this definition caught the essence of the work we wished to deliver for our clients, although it wasn’t specific enough in itself to define exactly what our services would consist of.
To assess how the definition could be adapted and customised to drive patient centricity in the work we do we then had to:
- Revisit our core proposition
- Build a model to help us identify solutions to our clients’ challenges that would drive patient centricity
- Build a model to help us implement programmes developed from the chosen solution that would drive patient centricity.
We identified ourselves as a ‘high-performance outsourcing organisation that identifies and implements innovative access strategies in partnership with our clients which drive patient access to our clients medicine(s)’.
Given the above, a key foundation stone of our patient centricity model needed to be ‘access’ – our services need to ensure that patients can access medicines (and associated specialist support) when it is in their interests to do so.
Another key part of the proposition noted is the identification of innovative (and compliant) access strategies. We need to be able to assist our clients in identifying the most appropriate solution to address their specific requirements to drive access and build a model of patient centricity.
To do this we developed our Sourcing: Speed: Duration: Model; most of our work is involved in one or more of the following:
- Sourcing: Finding new patients who are currently being sub-optimally treated.
- Speed: Creating new capacity to drive patients through a care pathway to facilitate access to appropriate treatments.
- Duration: Ensuring patients remain on treatment for as long as it is appropriate to do so.
Typical programmes will combine the above. Put simply, a programme which creates new capacity through the provision of specialist nurse resource may be supported by a patient support programme that drives compliance.
All companies within the healthcare sector can play their own part in the drive towards patient centricity. The key to making this happen is for companies to define what this role may be and what specific values and principles will drive patient centricity in the business.
Paul Todd is Director of Access Solutions at Apodi and Lynn Jeggo is Operations Director at Apodi.
Go to www.apodi.co.uk