The Patient Empowerment Guidebook

Pathways to Advancing Patient Empowerment

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Purpose

When individuals take an active role in their health, they are more likely to make informed decisions, follow through on care, and maintain healthy behaviors over time, ultimately leading to better care and better results.¹˒ ² Yet many organizations lack clear, actionable guidance on how to design, implement, and scale patient empowerment strategies, slowing progress towards value-based care.

Patient empowerment rests on three interconnected principles: making care affordable, ensuring patients can access the services they need, and helping them navigate the health care system with confidence. Designed for a broad set of stakeholders — providers (including accountable care organizations (ACOs)), health plans, employers, and community-based organizations (CBOs) — this Guidebook highlights leading practices aligned to each pillar. These include redesigning financial incentives to improve affordability, expanding access to wellness activities, and delivering personalized reminders/nudges to strengthen navigation.

Defining Patient Empowerment

Patient empowerment goes beyond patient engagement, where the health system prompts patients to act. It enables patients to be primary drivers of their care with the right information, tools, and support.


Empowering Patients at Each Step in the Care Journey

Patients often face challenges throughout their care journey and may need support finding resources, understanding complex medical information, and/or navigating the care process.

The patient journey map* below reflects an ideal experience in which empowered patients have the information, support, confidence, and connections they need to make decisions, act, and stay engaged in ways that fit their goals, preferences, and daily lives.​

Patient empowerment should not rely on a one-size-fits-all model. Patients may lead, share, or delegate decisions, including whether or not to follow recommendations, depending on their goals, readiness, health literacy, language, digital access, and support from trusted care partners. Empowerment can also occur through multiple channels, including text, apps, portals, or in-person support.

Infographic showing the patient journey map

* Please note that these steps may not occur in chronological order and not all patients may experience all of these phases.

Foundational Actions to Advance Patient Empowerment

The foundational actions below describe the fundamental structures needed to support patient empowerment across the health care ecosystem. Regardless of which strategies organizations use, these actions engage and reach patients, equip them to act, and integrate systems to reduce burden and improve follow-through.

Click the cards below to learn more about each foundational action

Engage Patients as Owners in Their Care Journey

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Engage Patients as Owners in Their Care Journey
  • Reach patients through trusted, ongoing, two-way communication so patients (and their chosen care partners) feel heard, respected, and accountable as true partners in care.
  • Build trust and strong relationships by partnering with people who have lived experiences to codesign strategies that reflect patients’ daily realities, preferences, and feedback – not just their clinical needs.
  • Identify barriers (e.g., time, transportation, scheduling friction, caregiving burden) upfront and revisit them over time as circumstances change.
  • Equip Patients to Drive Their Own Health Outcomes

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    Equip Patients to Drive Their Own Health Outcomes
  • Provide tailored tools and resources that build health literacy and self-management skills so patients can understand their options, ask questions, communicate their needs, and follow through on care.
  • Support patients in expressing preferences, weighing trade-offs, and participating in shared decision-making in ways that fit their goals and readiness.
  • Give patients complete, understandable, and personalized information and support, so they can confidently take manageable next steps toward their health goals.
  • Integrate Systems to Reduce Burden and Improve Follow-Through

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    Integrate Systems to Reduce Burden and Improve Follow-Through
  • Deliver coordinated support by aligning programs, incentives, and messaging across providers, health plans, family/care partners, and trusted community partners to support patient goals and needs (e.g., patients with complex needs and conditions).
  • Enable appropriate data sharing to make it easier for patients to find and use resources, track progress, and connect to the right support at the right time, without needing to navigate multiple disconnected systems.
  • Reduce repeated forms, conflicting outreach, and unnecessary handoffs so the process is seamless and feels more coordinated from the patient’s perspective.
  • Key Stakeholder Roles in Advancing Patient Empowerment

    Patient empowerment is a shared responsibility across the health care ecosystem. While each stakeholder contributes in different ways, meaningful progress depends on coordinated efforts that can make care more affordable, accessible, and easier to navigate. The stakeholders below play distinct but complementary roles in helping patients become active participants in their health and well-being.

    While their roles differ, these stakeholders are most effective when they work together to reduce burden, align support, and create a more coordinated experience that enables patients to take an active role in their health and well-being. 

    Click to learn about each stakeholder role in patient empowerment

    Icon for Patients

    Patients

    Icon for Providers

    Providers

    Icon for Health Plans

    Health Plans

    Icon for Employers

    Employers

    Icon for Community-based Organizations

    Community-Based Organizations
    Levers to Support and Advance Patient Empowerment

    Building on the foundational actions above, the three levers below outline specific strategies that can help stakeholders reduce barriers to care and advance patient empowerment strategies.

    Click the tabs below to explore each lever strategy
    Lever One: Redesigning Financial Incentives

    LEVER DESCRIPTION: Financial incentives — such as premium discounts, health savings account contributions, or branded debit cards — can make care more affordable by reducing out-of-pocket costs and increasing patients’ trust and readiness to engage with sponsors of the incentives. While evidence regarding the return on investment for these incentives is emerging, there are leading practices that organizations implementing these types of interventions can use to streamline and improve their effectiveness.³

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    Example Actions to Redesigning Financial Incentives

    The actions below are based on what patients value: clear, easy-to-understand information, practical options that fit into everyday life, flexible rewards they can choose how to use, simple sign-up and redemption steps, and step-by-step navigation support so care feels manageable, not overwhelming.

    The stakeholder icons indicate who may lead or support each action. See the Key Stakeholder Roles in Advancing Patient Empowerment section for additional context.

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    Simplify and Streamline Incentive Delivery and Participation
    • Automatically enroll and notify eligible members into incentive programs and deliver rewards seamlessly (e.g., automatically loaded onto member cards)
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    • Provide rewards immediately after a patient completes a screening and clearly prompt via visual cues like QR-enabled steps (e.g., at medication pickup) to build momentum beyond the first action
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    Tailor and Personalize Incentives
    • Offer a limited menu of incentive options based on individual needs (e.g., grocery cards, subsidized gym memberships) and patient data (e.g., age, health status, preferences) so patients choose what works for them without feeling overwhelmed
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    • Use step-by-step or ongoing rewards through employer wellness programs (e.g., small rewards for incremental progress and a larger reward for completion in a step challenge)
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    Integrate Education and Support
    • Pair each incentive with a brief, personalized tip sheet/educational handout and enable a “warm hand-off” to local supports that address the patient’s barriers
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    • Send coordinated, context-aware digital reminders with clear next steps and provide tracking so patients can view progress (e.g., milestones achieved, rewards, educational tips)
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    Bright Spots

    Explore how Health Care LA and UPenn successfully used financial incentives

    Change Management Tips

    Explore practical, actionable ways to support organizations

    Patient Profile

    Explore how George can take control of his Type II diabetes and build sustainable habits

    Lever Two: Increasing Access to Wellness Activities

    LEVER DESCRIPTION: Increasing patients’ access to wellness activities and building pathways to drive behavior change can help remove practical barriers (e.g., time, cost, inconvenience).⁶ Over time, this may help many patients build and sustain healthy lifestyles (e.g., physical activity, healthy eating, and social engagement) and strengthen their self-management and confidence to take an active role in their health.⁷

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    Example Actions to Increase Access to Wellness Activities

    The actions below are based on what patients value: options that fit real life (e.g., easy to start, pause, or rejoin as life changes), support from trusted people, and coordinated “one-stop” services aligned with their regular health care touchpoints.

    The stakeholder icons indicate who may lead or support each action. See the Key Stakeholder Roles in Advancing Patient Empowerment section for additional context.

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    Offer Flexible, Person-Centered Participation Options
    • Co-design programs with patients and offer flexible sign-up options that fit changing life circumstances and make it easy to pause and rejoin
    • Where feasible, adopt flexible approaches that let people use their preferred activities or devices
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    • Provide short-term challenges and flexible wellness activities while allowing employees to join based on their changing availability and interest
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    Leverage Existing Technology and Long-Standing Relationships
    • Put community health workers (CHWs) and peer support at the center of outreach, problem-solving, and follow-through to build trust and long-term relationships in the community
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    • Add digital tools (e.g., apps, texting, chat, artificial intelligence (AI)) into existing care workflows to reinforce and tailor wellness messaging as needed, while recognizing they work best when paired with trusted, local relationships
    • Provide digital literacy support and alternative access options to ensure patients who are less familiar with technology or who need additional guidance can still benefit from digital tools
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    Bundle Support Services and Build Sustained Engagement
    • Work with Community Care Hubs to organize and coordinate bundled services (e.g., medical, nutrition, fitness, mental health) with regular, layered touchpoints (e.g., home visits, peer groups, virtual care) to keep people engaged and support outcomes
    • Align benefits and programs by waiving copays for members who participate in bundled wellness initiatives to simplify their experience and reduce drop-off at common friction points
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    Bright Spots

    Explore how Valley Organized Physicians and Blue Shield of California successfully increased access to wellness activities

    Change Management Tips

    Explore practical, actionable ways to support organizations

    Patient Profile

    Explore how Tammy can take control of her blood pressure and build sustainable habits​

    Lever Three: Delivering Personalized Reminders/Nudges

    LEVER DESCRIPTION: Personalized reminders/nudges, when delivered thoughtfully, give people helpful prompts at the right time and support patient navigation. Personalized reminders prompt a specific, single next step, while nudges go a step farther by making that specific action easier or more likely (e.g., gamification).10,11 Technology and AI can help make this level of personalization more feasible at scale, but these tools are most effective when paired with clear next steps and human support when patients need help.

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    Example Actions to Deliver Personalized Reminders/Nudges

    The actions below are based on what patients value: a personalized experience, pairing digital outreach with human support, and coordinated, short, and timely reminders to avoid alert fatigue and message overload.

    The stakeholder icons indicate who may lead or support each action. See the Key Stakeholder Roles in Advancing Patient Empowerment section for additional context.

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    Combine Technology-Driven Personalization with Human Support
    • Personalize beyond names by using messaging that fits the person’s situation, lived experience, and/or preferences (e.g., newly diagnosed vs. chronic condition). Set small goals and tailor tone, timing, modality, and content to match readiness levels
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    • Connect reminders/nudges with human support (e.g., peer, care team, navigator support) when needed — especially if patients ask for help or stop responding
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    Engage Stakeholders in Co-Designing Programs and Messaging
    • Co-design outreach with input from local providers, community organizations, and patients/family members; align messaging to fit local preferences and cultural norms
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    • Coordinate communications across organizations by using consistent wording, and when possible, one shared platform or single channel, keep reminders short and send them at key moments when people are making decisions
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    Integrate Bi-Directional Engagement and Feedback
    • Use adaptive, two-way tools and technology that let patients reply to confirm they completed a step, ask for help, or pause reminders. Confirmation is best for one-off behaviors (e.g., mammograms), while follow-ups are more useful for ongoing behaviors (e.g., medication adherence)
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    • Pair digital reminders and nudges with enabling mechanisms (e.g., self-scheduling links, direct referrals, two-way response options) so outreach makes follow-through easier in the moment
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    Bright Spots

    Explore how Hoag Clinic and Ascension successfully increased access to wellness activities

    Change Management Tips

    Explore practical, actionable ways to support organizations

    Patient Profile

    Explore how Robert can take control of his chronic musculoskeletal pain and build sustainable habits

    Scaling Patient Empowerment: CMS Innovation Models Support and Encourage Patient Empowerment
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    Addressing Policy and Regulatory Barriers

    Policy and regulatory barriers can make it harder for patients to access information, navigate care, and stay engaged. They can also limit other stakeholders’ (e.g., providers, payers, etc.) ability to have the data and flexibility needed to achieve patient empowerment. While many of the challenges listed below require system-level action, the strategies in the Guidebook can help organizations take practical steps now to empower patients.

    Click the dropdowns below to learn more

    Addressing Policy and Regulatory Barriers

    Potential Future State

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    Key Contributors

    The HCPLAN Operator Team wishes to thank members of the Patient Empowerment Workgroup for sharing their insights to help inform the development of the Patient Empowerment Guidebook.

    • Amy Bucher, PhD, Lirio
    • William Bleser, PhD, MSPH, Administration for Community Living
    • Carol Challas, Patient Representative
    • Susan Cook, Patient Representative
    • Chris Craytor, Welld Health
    • Karen Dale (Workgroup Co-Chair), AmeriHealth Caritas District of Columbia
    • Natalie Davis, US of Care
    • Kit Delgado, MD, MS, University of Pennsylvania
    • Susan Dentzer, America’s Physician Groups
    • Merrill Friedman, Elevance Health
    • Rivka Friedman, Morgan Health
    • Nzinga Harrison, MD, Eleanor Health
    • Libby Hoy, PFCCpartners
    • Josh Liao, MD, MSc, Ascension
    • Rebecca Oran, BCBS MA
    • Gerald Parker, Patient Representative
    • Nick Reddy, Baylor, Scott & White Health
    • Scott Rotermund, Sunny Benefits
    • Tamara Thomas, Aledade
    • Gloria Winters, DPT, YMCA
    • Judy Zerzan-Thul, MD, MPH (Workgroup Co-Chair), Washington State Health Care Authority