The UK NHS’s are all seeking sustainable, outcomes-driven care, adopting VBHC with its focus on better patients outcomes relative to cost: an approach underpinning the recent 10 year plan for England. A joint project between an International Biopharmaceutical Company and Swansea University explored effective collaboration for successful VBHC implementation
On a chilly morning in Cardiff, Dr. Hannah Wright, a cardiologist, huddles with her team around a large table strewn with patient data, striving to improve outcomes for those with chronic heart conditions. Despite the overwhelming volume of patients and a strained healthcare workforce, a flicker of optimism shadows their discussions, ignited by the recent push towards Value-Based Healthcare (VBHC). It’s a narrative that echoes across the UK, where the National Health Service (NHS) is grappling with rising costs and an ageing population, all while aiming to deliver sustainable, outcome-driven care. With the recent launch of the 10 Year Health Plan for England, including visions for neighbourhood health centres and digital-first services, the NHS is at a pivotal juncture.
Jon Siddall, CEO of Health Innovation Southwest Network, recently highlighted this crucial moment, noting, “Analysis by Frontiers of Economics identified £278bn of potential productivity gains via targeted focus on cardiovascular, mental health, musculoskeletal, and respiratory conditions.” Such projections underscore the urgency of a healthcare transformation driven by patient outcomes relative to costs.
VBHC is rapidly gaining traction as a strategic framework aimed at prioritising patient outcomes rather than merely financial metrics. Yet this transition necessitates a profound rethinking of collaborative frameworks between healthcare providers and the pharmaceutical sector. A recent project dubbed “Collaborating to Deliver Value in Health Care,” jointly developed by an International Biopharmaceutical Company and Swansea University’s School of Management, investigates this complex landscape. It synthesises insights from 48 senior leaders across the NHS and the pharmaceutical industry to delineate enablers and barriers to effective VBHC implementation.
Aligning two systems for one goal
The study explores what drives successful – or stalls unsuccessful – collaboration between the NHS and the life sciences sector in adopting VBHC strategies. Through a series of in-depth interviews, participants shared their experiences and unearthed thematic insights essential for shaping the future of healthcare partnerships.
Trust was the top factor cited as an enabler of successful collaboration (27%), followed closely by the alignment of goals (25%). “When both sides can establish mutual understanding and respect, the groundwork for joint accountability flourishes,” remarked Dr. Liam Everett, a health economist. In contrast, the lack of trust and intricate governance structures were highlighted as significant barriers. Many participants mentioned that compliance issues and overly complex contracts often hinder progress.
Building a culture of collaboration
Central to fostering success is cultivating the right culture alongside operational capability. As participants noted, it is not enough to have the necessary expertise; aligned mindsets and consistent communication are pivotal. “We must have a common language,” stressed Dr. Sarah Connolly, a healthcare strategist. “Understanding each other’s priorities is crucial to navigating the clinical and commercial landscapes.”
Key cultural enablers included:
- Transparency in communication
- Willingness to adapt processes
- Empowered leaders within both sectors
However, the lingering perception of the pharmaceutical industry as overly transactional can undermine trust and limit the potential for genuine collaboration. As one participant expressed, “Partnerships risk becoming short-lived unless there is genuine investment in long-term outcomes.”
Governance as a double-edged sword
The project also reveals a paradox: governance can act as both a catalyst for collaboration and a formidable barrier. When frameworks are well executed—through co-created Memoranda of Understanding and Standard Operating Procedures (SOPs)—governance structures streamline progress. Yet, if they are too bureaucratic or ambiguous, they can stifle innovation. Concerns regarding data sharing and intellectual property emerged frequently, suggesting a pressing need for evolved policies and frameworks that foster compliant yet swift collaboration.
Innovation, incentives, and scalability
Equally vital is the prospect of innovation adoption and scalability. Effective partnerships must strategically plan for integration without getting ensnared in siloed organizational structures. The following considerations were highlighted:
- Assessing the innovation potential for adoption.
- Evaluating the company’s readiness for widespread rollout.
- Understanding system readiness for implementation.
Many leaders voiced frustration towards the struggles faced by well-evidenced pilots in scaling, predominantly due to fragmented systems. Successful partnerships actively design for scalability from the outset, aligning their goals with national strategies. Moreover, the role of incentives—both formal and informal—cannot be overstated. Policymakers must consider supportive funding mechanisms and recognition schemes analogous to successful initiatives seen in the US, fostering innovation centered on patient outcomes.
Towards a future-ready workforce
The project also points toward an evolving workforce landscape. As data analytics become central to measuring outcomes, the healthcare sector will increasingly need professionals equipped with interdisciplinary skill sets. Future roles may include partnership architects, value-based care analysts, and systems integration leads—positions that necessitate fluency in clinical, digital, and commercial domains.
Ultimately, the insights from the project encourage knowledge sharing and learning from successful models, or ‘exemplars,’ that can be adapted and replicated across different regions and care pathways. As healthcare systems globally seek sustainable solutions for ever-growing demands, the journey taken by the NHS towards VBHC may illuminate pathways for others navigating similar challenges.
Source: www.openaccessgovernment.org
