Ten Intelligence Group members and our entire IG advisory team met in Atlanta September 10-11 to consider our collective path to success in a value-based future. The conversation was structured around the Intelligence Group’s 10 Key Drivers of a Value-Based Organization (VBO) and covered three segments: External Environment; Internal Capabilities; and Product Offerings. Our leading takeaways from the discussion are below.
- The Big Irony: While we are ostensibly moving away from volume as a system, there is little evidence of much value trickling down to our sector in the so-called value-based world. Outside of HHVBP, there were precious few threads discussed as having promise for filling our value portfolio.
- Two Minds on HHVBP: Providers tend to be of two minds with respect to their view of HHVBP. Mind one: Organize heavily around HHVBP to maximize the potential upside. Mind two: View HHVBP as a guideline but not as an overarching organizing principle due to its flawed design.
- Value Based Contracting is on the Sidelines: Without overwhelming evidence that there is value to be captured, many providers remain on the sidelines when it comes to building the commercial capabilities for productizing and contracting for value. In the words of one of your peers, “What if you do the work and the value never materializes?” That being said, participants did voice support for building a bedrock of commercial capabilities to support value based contracting in the future.
- The ‘No Surprise’ Takeaway: An Engaged Workforce is Critical to Value: Engaging field workers in the value drive and metrics established by leadership continues to be a challenge across our community.
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- Several operators mentioned the key role of clinical management in delivering the performance expectations directly - versus relying on the crutch of a system or tool to push out dashboards and metrics.
- Also identified was the role of ‘dyadic’ clinical leadership, typified by pairing a clinical leadership resource with a metrics-focused business resource. As one attendee put it, “Connect the clinicians’ minds to data.”
- Value Needs a Champion: For organizations with diverse service lines, leaving the drive for value up to the individual leaders of those service lines is not advisable. The parent organization should appoint a leader to champion value throughout the enterprise.
- Go Longitudinal is the Big Strategic Impetus: Beyond the core product, providers most identify with a future value identity of ‘longitudinal.’ This is emblematic of the holistic/whole-person mission of home-based care.
- All Value Roads Lead Back to Personal Care: Relating back to point #6, personal care (private duty) was repeatedly underlined as the critical service for enabling both longitudinal care and value-based arrangements. This hearkens to personal care’s role as the eyes and ears of the healthcare ecosystem and a trusted partner to patients and families.
- Evidence over emotions. Success in value-based care requires marrying our current quality focused mindset with the mind of a payer. Meaning, how do you infuse the decision-making of clinicians with a hint of a cost/benefit mentality?
If you have any questions on this research or would like a one-on-one debrief, please contact Lesley Odoom.