Read the reports:
Introduction: Strategic Framework
Health care industry leaders face incredible challenges in shifting from traditional, volume-driven fee-for-service to value-based care. While the public discussion is often about specific value-based payment models, the broader transformation challenges to becoming a truly value-based organization receive much less focus. Committed organizations must often make significant changes to their strategic direction and operating structures, yet leaders don’t always have a clear precedent on how to successfully guide their organizations through these changes.
The Task Force’s Path to Transformation Advisory Group created the Dimensions of Health Care Transformation Strategic Framework (“Framework”) to assist health care leaders as they design and implement their transition to value. The Framework is built on the collective experience and wisdom from organizations that are at the vanguard of value-based payment and care delivery. It reflects introspective questions that change leaders should ask in building out an effective transformation strategy. Read our introductory report to learn more about the Framework.
Strategy and Culture
Successfully changing the culture within all levels of an organization is critical to support value-based payment and care delivery, but also one of the biggest challenges in successful transformation. Culture change involves buy-in across an entire organization (i.e., clinicians, executives, administrative staff, and affiliated partners). This requires an overarching vision for transformation, dynamic and experienced leaders, and an appropriate level of organizational integration and local leadership buy-in to successfully transition within each market. Read the report to learn more about how organizations have addressed strategy and culture change in their own transformation journeys.
Structure and Investments
Structure and investments are critical to the transformation journey because they encompass the physical infrastructure and human capital requirements needed to successfully build a value-based delivery system. Finding the right balance of resources to invest in can be extraordinarily challenging, especially for organizations that are new to value-based care. Many of the executives interviewed discussed the importance of identifying highly skilled, experienced leaders to assist with the transition process. With experienced stewardship, organizations can successfully stand up their value businesses and invest intelligently in infrastructure and resources. Read the report to learn what our leaders had to say.
Operations and Accountability
For organizations that are on the path to value, making the right investments in operations and developing effective mechanisms for accountability can determine success or failure. The Task Force identified three key elements: operational alignment, financial incentives, and quality measurement. Operational alignment ensures that value objectives are managed across lines of business. Financial incentives encourage momentum and commitment from staff toward achieving common value goals. Quality measurement means effectively evaluating and measuring progress toward those value goals. Read the report to gain insight into the successes and lessons learned from transformation leaders.
In the fourth and final dimension of the Framework, the Task Force highlights two key components: Process and Outcomes Evaluation and Financial Modeling. Evaluating progress toward value-based care is critical for the long-term sustainability and success of any value-based initiative. Understanding when to discontinue a program due to financial unsustainability and/or poor outcomes can be just as important as identifying which programs are most likely to yield the best results and returns. For details on how organizations are evaluating progress and making informed decisions on the future of their value-based programs, read the report.