Council Post: The Future Of Health: Leading A Health System During A Crisis

As the coronavirus outbreak spread in cities around the world, it created an aftershock across countries’ healthcare systems. As appointed faculty at Johns Hopkins School of Medicine Department of Anesthesiology, a leading doctor and pharmacist, and an alumnus of Princeton University’s Woodrow Wilson School in health policy, I’m paying close attention to the current state of healthcare in the U.S., specifically.

I’ve observed that some of the most impacted individuals are patients who are already in need of care, such as people with cancer or those needing organ transplants. The current strain on healthcare systems and lack of resources have made it extremely challenging to treat people who suffer from other ailments and are in need of care.

Even if a medical center does have room for other patients, many are hesitant to bring them in unless absolutely necessary to prevent infecting them or vice versa, according to the New York Times. However, some conditions are in “a gray zone of medical risk,” the Times also reported, which means they aren’t yet emergencies but could become life-threatening if not treated in time.

As a result, there now is a gap for patients to find access to medical care for ongoing conditions, which poses new challenges and barriers, such as finding a resolute and virtual healthcare provider to continue their care. These challenges indisputably make it more difficult for patients to reliably and securely find access to their treatment in their already multifaceted conditions.

There have been more than 1.2 million confirmed cases of COVID-19 in the U.S. as of May 7, according to the Centers for Disease Control and Prevention. Millions of others are impacted by cancer, addiction, chronic illnesses and more. All of these patients need adequate access to treatment. How can leaders in the healthcare space help patients gain access to much-needed ongoing treatment? Below are three of my recommendations:

Modernize healthcare policies and practices.

First, the cancellation of elective surgeries has led to financial loss in major health systems. With the rising number of COVID-19 cases in various parts of the country, many patients requiring routine care are unable to find treatment. I believe this has created an opportunity for healthcare systems to reevaluate and modernize policies and practices for elective surgery.

From my perspective, modernizing healthcare systems that focus on policies and practices in light of the coronavirus could help ensure future elective surgeries are planned even in a crisis setting. The American Hospital Association (in collaboration with the American College of Surgeons, American Society of Anesthesiologists and Association of periOperative Registered Nurses) published a concise road map on how healthcare providers could resume elective surgeries once the COVID-19 curve flattens. The road map outlines key ways to ensure protective equipment, case priority and data analytics, alongside proper COVID-19 testing, are available.

It is important to remember that institutions should consider all options in the local geographical area relative to COVID-19 cases while implementing new guidelines in elective surgery.

Prioritize innovation.

Second, the sudden influx of patients with COVID-19 has put stress on the nation’s medication supply, even for people with chronic illnesses. Many of these patients have deteriorating health, and with fewer resources, keeping a journal toward wellness is a challenge.

Given this situation, even with telemedicine and virtual healthcare, there is little improvement when necessary treatment is not available. From my perspective, it is essential to focus on solutions that would expand innovation and treatment options in light of the diminishing medication supply.

I believe the key to prioritizing innovation is to ensure the world has more private sector innovation to solve this pandemic. In order to do so, stakeholders can launch innovation initiatives that engage experts, communicate ideas and encourage employees to be engaged and leverage the collective intelligence of all to form new ideas.

Encourage collaboration among private and public partners.

Third, COVID-19 has placed a burden on an already fragile healthcare system. The loss of life due to COVID-19 is profound and requires a closer look at how we can balance the crisis with a moving healthcare system. In order to ensure leadership in healthcare systems, stakeholder task forces and collaboration between private and public partners are needed to transform the future of health for patients.

Stakeholders are working around the clock to stem the spread of the coronavirus. There are opportunities to have private and public sector collaboration by sharing data resources, ensuring patient access to innovation and creating a long-term financial strategy.

For example, federal organizations such as the Food and Drug Administration have put forward efforts to connect manufacturers and healthcare entities to encourage collaboration. Collaborators should work together to ensure safety and efficacy, as well as to identify useful solutions for healthcare providers and patients.

The health of the global society requires the active commitment of many, including patients and their communities. To create sustainable health systems in the 21st century, front-line champions with a clear vision on crisis management and a focus on patients are required to create access and equity for everyone.