Slowly but surely, value-based reimbursement (VBR) is happening in the specialty provider marketplace. 40% of specialty provider organizations reported participating in a VBR contract (an increase of 13% from the previous year) according to our 2022 OPEN MINDS Performance Management Executive Survey. But, only 10% of specialty provider organizations have 20% or more of their total revenues in VBR contracts.
But behavioral health provider organizations are lagging in the move away from fee-for-service (FFS) contracts to VBR as compared with other health care specialties. 80% of health plans reported paying cardiovascular specialists using some value-based contract—that is 22% in mental health.
The VBR term covers a wide range of alternatives to fee-for-service reimbursement. A helpful classification system for understanding payer reimbursement models is the APM Framework originally presented by the Centers for Medicare and Medicaid Services (CMS) and later modified and refined by a Health Care Payment Learning & Action Network work group (see What is the Health Care Payment Learning & Action Network?). The Framework classifies APMs in four categories and eight subcategories, specifying decision rules to standardize classification efforts.
- Category 1: Fee-For-Service With No Link To Quality & Value
- Category 2: Fee-For-Service Linked To Quality & Value
- Category 3: APMs Built On Fee-For-Service Architecture
- Category 4: Population-Based Payment
Oftentimes, providers equate VBR with the Category 2 payments models—still FFS but with some additional upside for operations, reporting, or performance. But I consider these to really be “VBR-lite” with Category 3 and 4 being the real VBR models! And for most provider organizations, it’s the Category 3 shared savings model (with both upside and downside risks) that they should be aspiring to succeed under. It is critical to understand is that the tipping point for provider organizations is this shift from a FFS model with some links to quality and value to shared savings models (i.e., from Category 2 to Category 3 payment models). It requires a fundamental change in an organization’s operations and mindset.
From my perspective, there are five key elements a provider organization must have when making this shift to a real VBR model:
- Element #1: Market-Focused Performance Metrics
- Element #2: Operations & Technology to Support Performance Management
- Element #3: Financial Modeling & Cost Management Capabilities
- Element #4: Organizational Strategic Alignment Around Value
- Element #5: Health Plan Business Management Operations
Let’s review each of these elements in more detail.
Element #1: Market-Focused Performance Metrics
The first element is finding the performance metrics to demonstrate the value of your organization’s services to health plans and then being able to track, report, and manage them. Well, let’s begin with some of the data we have from the 2022 OPEN MINDS Performance Management Executive Survey. The survey reported the top five VBR performance measures for specialty providers as well as for primary care providers and Federally Qualified Health Plans (FQHC’s). For specialty providers, the top five performance measures were:
- Follow-Up After Hospitalization
- Hospital Readmission Rates
- Emergency Room Utilization
- Access to Care Measure
- Consumer Satisfaction
Simply put, these metrics indicate that health plans want to providers to do three things:
- Prevent emergency room utilization and hospitalization whenever possible and reduce emergency room and hospital readmissions
- Make it easy to access care
- Keep consumers happy
As a provider, if you can make these three things happen consistently and are able to report it, you are well-positioned to move into a VBR contract with a health plan. Aside from these metrics, there are many others for specific consumer populations and service lines. In some instances, health plans will mandate the value measures; in others, you may have the opportunity to propose metrics you are tracking to the health plans rather than have them decide for you.
Element #2: Operations & Technology To Support Performance Management
Once you have the performance metrics selected, you must determine out how you are going to track and report them—this is Element #2. The data is likely to be recorded in your electronic health record system and reported from there. Let’s walk through how the data would be collected and reported for each of the top five VBR performance measures I covered above:
As you can see from the above examples, to be successful in managing performance metrics you must have a system to track and report them AND have your staff utilize them. For your organization, the steps for Element #2 are as follows:
- For each of the performance metrics you’ve selected in Element #1, determine the data elements that need to be collected and what software system you will use to record and report them. Most will be recorded in your electronic health record system, but they could be data from your general ledger system (e.g., if a metrics is related to cost data) or a separate database (e.g., if a payer provides you with cost of care data as a performance metric.)
- Determine and develop the reports needed to manage performance as described in the above examples.
- Train staff to utilize the reports and modify operations to embed their use in operations in order to ensure performance management.
Don’t underestimate the operational requirements to getting the reporting in Element #2 into place. Elements #1 and #2 are where the rubber meets the road. If you can’t report on metrics related to value performance in a timely manner AND know how to act on them, you’ll fail in your VBR contracts.
Element #3: Financial Modeling And Cost Management Capabilities
With Elements #1 and #2 in place, you have a VBR performance measurement system in place—recording, reporting, and managing the metrics. For Element #3, you minimally need the competencies and tools to do the financial modeling for the VBR contract (BEFORE you accept it) and the on-going reporting to identify and manage variance in financial performance.
To do the financial modeling, you build a budget for the clinical program that includes assumptions about the revenues that will be received based on your assumptions about operations and performance. E.g., if the VBR contract includes bonuses for specific performance metrics, what percentage of the bonuses will you receive for which metrics? Your assumptions may include other factors depending upon the performance metrics (e.g., length of stay, anticipated service mix and frequency, cost of care, etc.). Each of the revenue assumptions must have a solid clinical and operational grounding. (Past performance data is optimal if you have it.) Ideally, you’ve developed the assumptions and the VBR program budget before you’ve accepted the VBR contract. Once the VBR program is up and running, you also need to have reporting in place for each of the assumptions that impact revenues or costs so that you can monitor and manage them.
The second component of Element #3 in the ability to report and manage the unit costs of the services you deliver in the VBR contract. While it is possible that your VBR contract has a performance metric about your cost to deliver services (and thus need to report it), it is more likely that you are simply using unit cost reporting and management to control your expenses to increase your margin for the VBR program.
Element #4: Organizational Strategic Alignment Around Value
With Elements #1, #2, and #3 in place, you are in an ideal position to manage service delivery under a VBR contract. You’ve budgeted the program with clear assumptions about performance and other factors that impact revenues (Element #3). Performance metrics are selected, and you can track and report them as well as the staff that know how to use them (Elements #1 and #2). You also have reporting about variance from your operational assumptions so that you can intervene and manage performance. (Element #3).
But that is not enough for success in VBR. Element #4 is about making sure that you shift your organizational culture to support a business model that can operate in a VBR-driven environment. This is a culture that now focuses on performance, not just productivity. Quality is key, but quality (like value) is often in the eyes of the beholder. Quality is defined by consumers and payers. With new treatment interventions coming to the market on a regular basis, provider organization’s clinical leadership will need to become adept at adding new consumer treatment options to their service offerings to help improve performance, reduce cost, and ensure satisfaction. There is need for nimble administrative and clinical management teams that can analyze and respond to performance variance. The teams with rapid actionable information—that act on that information—are the teams that are going to succeed.
There are tools that can be used to advance the change and innovation required for value-based contracting—whether that’s for data mining, business intelligence, lean services, root cause analysis, key performance indicators (KPIs), leadership development, or enhanced financial operations. But this cultural transformation is difficult. Executive teams of specialty provider organizations need to get on top of this and develop a strategy to “fit” into value-based relationships with health plans and payers.
Element #5: Health Plan Business Management Operations
Element #5 is essentially the capability to “pitch” a value-based reimbursement model to health plans. You may already have these health plan business management operations in place. Perhaps you are already a preferred provider with a health plan, making it easier to develop a VBR contract. Or maybe a health plan has already approached you with a VBR contract, in which case having Elements #1 through 4 in place will be sufficient. This article is too short to cover all the details about how to develop health plan operations, but here are some of the keys to a successful winning health plan relationship:
A crucial piece for developing those relationships with health plans is the development of a value proposition statement. The value proposition statement is your “so what” statement. It’s a quick way of demonstrating the value your organization can offer using quantitative data. Your goal as a provider organization is to deliver services that increase consumer service quality and decrease system costs. You need data to show that your organization can deliver on the desired performance. As described in the previous Elements, the goal is to find the most relevant way to measure performance, to analyze the data to demonstrate where your team adds value, and then to find a way to highlight how your performance achievements will impact health plans’ results.
All health care organizations should be planning for VBR and other alternative payment models. The five Elements I’ve described in this article help you put into place the key operational requirements needed to accept and manage a VBR contract. But they are just the beginning of a paradigm change of how your organization operates and delivers services. Get these core Elements in place and simultaneously conduct a more thorough gap analysis of your readiness for VBR (see The OPEN MINDS Value-Based Reimbursement Readiness Assessment). So VBR is not a passing fad, and it will impact your organization if it hasn’t already yet.