RowdMap HIMSS 2016 - No Value Care Meets No IT Needed

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NoValueCareMeetsNoITNeededSummary

PopulationHealthismorethanpublicandsocialgood,butcreatessignificantfinancialbenefitsthroughvaluebasedarrangements.

Newlyreleasedgovernmentbenchmarkdataallowsprovidersandpayerstodeterminewhethertheywillsucceedandhowtoflourishinpayforvalueandriskarrangements.

Datahaverevolutionizedtechnologyandotherverticals,nowopendatafromthegovernmentandtheCentersforMedicareandMedicaidServicescomestohealthcare.

VirtuallyeveryproviderintheUSandtheirpracticepatternsandreferralsareavailablewithnoITintegrationneeded.

Buildtherightnetwork,group,CINtocapturethevalueyoucreatethroughpopulationhealthprogramsthroughsharedrisk.



NoValueCareMeetsNoITNeededWhyYouShouldListen

LearnHowtoUsePublicGovernmentDatatoCaptureValuefromPopulationHealththroughPayforValueProgramsandRiskArrangements

Notadvocatingpolicy/programs servicesNotsellingyouanything

Bundle-O-MaticACOs-R’-USData/ClaimSystems




We’vedoneitfor5yearsin42States,coveringover75MMpatientsacrossandwinningfinancialawardsandinkingpartnershipstohelpconsumers

WonErnstandYoungEntrepreneuroftheYearforfinancialimpactand

public andsocialgood

DoingthiswithpayerscoveringallP&Lsandproviders ofalltypesdirectlyandviapartners

PartneringwithUSNews(BestHospitalsandDoctorFinder) tohelppatientsmakegoodchoices




SincethisisHIMSS,businessneedmaynotbeenough,sohere’stheChiefTechnologyOfficeroftheUnitedStates…

USCTOonRowdMap:“VisionaryGenius”

Leadingtheshiftfromfee-for-serviceto

pay-for-value.











NoValueCareMeetsNoITNeededCapturingValuefromPopulationHealth

Ihavebetterengineering /architecture

Hmm, ‘fixing thepipes’wasnottheanswer

It’sNotaTechnologyProblem




It’sNotaDesignProblem

Ihavebetterdesign&experience

Hmm, theprettycolorsonmysocialappdidn’t stopme




It’sNotaDataProblem

Mydataisbigger thanyours Hmm,thisfixationindicates...

Sillyboys




It’sNotan‘Innovation’Problem

Speakingatamajorhealthcareconferencenearyou




It’sNotaNeedanotherAppProblem

*Direct-to-ConsumerNote:Peopledon’t liketopayoutofpocketforsomethingtheydon’t liketodoordon’twanttoknowabout

ProTip– AveragefamilyincomeinUSis~$42kandgreatestchallengesfortheleastaffluent




It’saPerverseIncentivizationProblem

*Source:DartmouthAtlasforUnwarrantedVariation




It’saPerverseIncentivizationProblem

Keeppatientsaway?!?

Iwastryingtobookyouforanextranight!




We’veBeenAskingtheWrongQuestions

Howcanwecapturevaluebykeepingapopulation healthy?

Thebestclinicalperformersmaybegeneratingthemostno-valuecarebecauseofFFSincentives




Payers and providers have financial incentives to undertake population health at a meaningful scale due to the ascendency of value-based programs and risk-bearing arrangements. These models represent a fundamental change from previous Fee for Service economic arrangements.




FFS PayforValue

TwoModelsforFinancingPopulationHealth

VS.

‘Bolt-on’Socialgood

SystemicSocialGood




FFS PayforValue

Crankout“WellnessVisits”

RiskSplitUpside(Problem isrollingpopulationvs.timehorizon tocaptureit)

Marketing /EnrollmentBump&Coding ‘bump’

RiskSplitUpside(Problem isrollingpopulationvs.timehorizon tocaptureit)

TwoModelsforFinancingPopulationHealth




MajorityofbookinFFSarrangement

MajorityofBookinPayforValue

Today

Paidmoretoperformmore&higherintensityservices

Sickerpopulationmaybemoreprofitable

Paidthesameregardlessofservicevolume&intensity

Healthierpopulationismoreprofitable

PopulationHealthasSocialInvestment

PopulationHealthProficiency

asProfitDriver

Upside Up/Downside FullCap

Low-ValueServicesDrivingBilling

Low-ValueServicesReduceProfit

MSSP ACO FlatPayment

GovernmentProgram

PrivateMarketArrangement%ofR

evenue

Time




Ratingareaswithgoodpopulationhealthand

networks

Ratingareaswithshort-termprofitabilitybased

onflawedreimbursementmodels

Ratingareaswithcurrentandlong-termprofitability

Profitableinthelongterm.

Profitabletoday,basedonflawedrisk-adjustment.

Goingforward,onestrategyistoidentifyandprioritizegrowthintheseratingareasbyreducingpremiumsintheselong-termprofitableratingareasrelativetothecompetition.

Year1 Year2 Year3

ProfitfromReimbursement

Flaws

ProfitfromMoreEfficientNetworks




Sohowdoyousucceedatvaluebasedarrangementsin

ordertocapturethevalueyoucreatewithpopulationhealth?











NoValueCareMeetsNoITNeededNoValueCare

Over$9BinOrangeCounty, CA

$850BillionUnnecessarySpendin2014(InstituteofMedicine)

No-ValueCare(30%)

NecessaryUtilization(70%)

“It’sgenerallyagreedthatabout30percentofwhatwespendonhealthcareisunnecessary.Ifweeliminatetheunneededcare,therearemorethanenoughresourcesinoursystemtocovereverybody.”

-Dr.ElliottFisher,DartmouthInstitutefor

HealthPolicy

The economic driver for pay for value programs is the ability of a government program or marketplace arrangement to not only achieve Triple Aim goals but to also mitigate Low-Value services, which account for thirty cent of every dollar spent on the delivery of care.




Often Low-Value Care is the result of perverse incentives from Fee for Service payment models but identifiable as unwarranted variation within practice patterns.

Theestimated30%ofmedicalexpensethatgoestono-valuecare.

Unnecessary spending drivesbilling inafee-for-serveeconomicmodel, butsuccessinpay-for-valuecomesfrommanagingandmitigatingthesepocketsofvariation.

Variation:UnwarrantedorUnexplained?Everyphysicianhasauniquefingerprint

EconomicDrillDown:ExampleUtilizationReviewandActuarialUnitCostAnalysisagainstCareIntensityCurveacrossTotalBasketofCare

Variationacrossgeographiesandwithinpracticesacrossphysicians.“Physician-Level PracticeVariation:WhoYouSeeIsWhatYouGet”

BrianPowers,Sachin Jain,DavidCutler,andZiad ObermeyerHealthAffairs,September23,2015

Definitions,researchandgeocodingbyHospitalReferralRegionalavailableviatheDartmouthAtlasforUnwarrantedVariation:www.dartmouthatlas.org

NB:Unwarrantedvariationreferstopracticepatterns,whichholdupacrosspopulationsbutpricingvariationmayalsobeunwarrantedandmarkedfluctuatesacrossinsuranceproductandlinesandgeography.“ThePriceAin’t Right.”Cooper,Craig,GaynorandVanReenen,2015.




The economic driver behind both the policy push and market drive towards value based programs, as well as the criteria for success in value based programs is the ability of a government program to reduce Low-Value Services.

Research EvaluatingCMS&PrivatePlanPrograms:“DotheyreduceLowValuecare?”

CMSCritiqueofFeeforService:“FFShastoomuchLowValuecare.”

PopularPressReportingandProviderRankings:“Consumers are/shouldavoidLowvaluecare.”











NoValueCareMeetsNoITNeededNewGovernmentData

CMS has made historic data releases both relevant both for a populations health and behaviors as well as the practice patterns of providers across the healthcare delivery system, allowing resource allocation and quantitative measurement of the impact of a given population health initiative.

OpenWeatherData OpenHealthDataOpenGeo-LocationData

GovDataPoweringaMarketplace






Here’swhythesebenchmarksaresopowerful

Governmentbenchmarkdataservesasthecommonlanguagenecessarytobuildrelationshipswithproviderstoimprovethememberexperienceandprofitability

ThebenchmarksareavailabletodaywithnoITinvolvement

Thedataalreadyhavealevelofanalysis ontop,soyoucanseeifaproviderisover/underbenchmarks

It’sfromCMS;it’sastandard;it’salreadyusedtodaytodrivereimbursement




ReferralFiles(PatientflowsbetweenPCPS,specialists,hospitalsandpostacutecenters)

DartmouthAtlasofHealthCare&Choosing Wisely(Decadesofresearchanddataonunwarrantedvariationbyconditionandgeographytokeepthingsapples-to-applesforcomparisons)

CMSFFSDataSets,CDCDataSets(MEDPAR,PartB,PartD,BRFSS)(Individualproviders,groups,hospitalsandpostacutecenters)

ProviderPatternIntensityProfilesandRiskReadiness®foreveryprovider,hospital,postacutecenterintheUS.Allpreloaded withno IT.

AffordableCareActdatatodetermineRisk-Readiness® ofProviders/Networks

TrickIsTyingIttogether




GoaheadandTryYourHandatIt

DIY-ers GuidetoIdentifyingNo-ValueCare:

http://bit.ly/1QmNzWE











NoValueCareMeetsNoITNeededIdentifyingSuccessinPayforValue

AnExample:Livein42Stateswith75MMPatientsRowdMap’sRisk-Readiness®benchmarkshelphealthplans,physiciangroups,andhospitalsystemsidentify,quantify,andreducedeliveryofno-valuecare—acentraltenetofsuccessfulpay-for-valueprograms.

RowdMaphasno-valuecareandpopulationhealthbenchmarks for…

everyphysician

everyhospital

everyzipcode

…intheUnitedStates.

“It’sgenerallyagreedthatabout30percentofwhatwespendonhealthcareisunnecessary.Ifweeliminatetheunneededcare,therearemorethanenoughresourcesinoursystemtocovereverybody.”

-Dr.ElliottFisher,DartmouthInstitutefor

HealthPolicy

No-ValueCare(30%)

NecessaryUtilization(70%)

Didyouknowthatmorethan$850billioninno-valuecareisdeliveredannuallyintheU.S?




ProvidersinaMarketGroups

Individual Physicians

Whatisdrivingaprovider’sRisk-Readiness®?Isitprocedures,prescriptions,referralsorvisits?

Howbigisaprovider’spanel?

Howreadyisaprovidertosucceedinrisk

comparedtopeers?Byspecialty?

Withinaregion?

Fingerprintwithpracticepatternsthatmitigateno-valuecare=GreenDot

Fingerprintwithpracticepatternsthatcreateno-valuecare=RedDot

BenchmarksforRisk-Readiness®




Greatprofileforaggressiverisk

Treadcarefullyforsomerisk

MatchProviderPracticePatternswithValueBasedProgramsbasedon PopulationHealthBehaviors




RowdMapprovidesdataandanalysisonPopulationHealthfactorsthatdrivesuccessinvalue-basedprograms:

Behaviors – BroaderDefinitions ofHealthwithBehaviors

Utilization – UtilizationandCostsofProceduresandDrugs

Prevalence – MajorDiseasesandConditions

Supply – NumberofPrimaryCarePhysiciansandSpecialists

Socio-demographics – Income,Environment,etc.

Matchyourstrategiesto

yourpopulationtosucceedinvalue-basedprograms




AreyouReadyforRisk?ManageInternalVariation§ ProviderContractingStrategy§ ProviderCompensationStrategy§ ProcessVariation&Improvement§ ServiceLineBenchmarking§ ProviderReporting§ ProviderRecruitment&CINBuild§ ValueChain&LeakageReporting§ MedicalEconomicsReporting

AreYourPartnersRiskReady?PicktheBestPartnersforRiskArrangements§ PrimaryCareReferralSourceAnalysis§ AcuteCarePartnerReporting§ PostAcutePartnerReporting§ Consulting/SpecialtyPartnerAnalysis§ CompetingGroups/OrgsAnalysis

WhataremybestOpportunitiesforRisk?MatchProviderstoRisk• Risk-MatchingtoPayers:Government& PrivatePayers• PayerNegotiationReporting• MedicalEconomicsModeling




HarrisCounty, TX

RegionalBenchmarks

AmIcontractingtherightproviders?

Lookataprovider’spanelsize,overallrisk-readinessbenchmarkandit’sindividualdrivers(procedures, prescriptionsandreferrals)todetermineif

theyareagood fitforanoverallstrategyandaspecificcontract.

ProviderContractingStrategy

Groups




PCPs

RegionalBenchmarks

PimaCo,AZ

AmIincentivizingproviders inawaythatwillbesuccessfulinriskarrangements?

Incentivizeindividual physiciansbasedontheiroverallrisk-readinessbenchmarkandtheirindividual drivers(procedures,prescriptions and

referrals)tosucceedinvaluebasedandriskarrangements.

ProviderCompensationStrategy




ServiceLineBenchmarking

Whatlinesofbusinessarethemostriskreadyandwhichneedimprovements?

Lookatalineofserviceandtheoverallrisk-readinessbenchmarkandtheindividualdriverstoidentifyoutliers,bestpracticesandareastobe

improved tosucceedinvaluebasedandriskarrangements.

SportsValleyMedicine, LLC




Howdogroupsandindividualproviderswithinthegroupscomparetotheirpeersandcompetition?

Shareinformationaboutaprovider’s risk-readinessagainstpeersandcompetition tocomparehowwelltheyareabletosucceedinvaluebase

andriskarrangements.

ProviderReportingPhiladelphia, PA




ProviderRecruitment&CINBuild

HowdoyoudesignandimplementCINthatsucceedinvaluebasedarrangements?

Selectproviders thatarerisk-readyandcomplementeachother’spracticepatternstocreateaCINthatsucceedsinvaluebasedandrisk

arrangements.

SaintLouis,MO




ValueChain&LeakageReporting

PrimaryCareDocs

Specialist PostAcuteFacility

Thicknessoflinesindicatesthenumberofreferrals.Note:Somemarketsare

oversupplied.Thismarketiscontrolledbyoneprovider.

Lessefficient

Moreefficient

Howdoesyourpopulation flowthrough thecarecontinuum andwhenandwheredotheyfallout?

Identifynaturalpatientflowsanddetermineifyournetwork isbreaking themorreinforcinghighvaluepathwaysthenincentivize

providers tooptimize referrals.

TargetthisPCP/DXRadiologisttorefermorepatientstothehigher

performingspecialist




ValueChain&LeakageReporting

Howdoesyourpopulation flowthrough thecarecontinuum andwhenandwheredotheyfallout?

Identifynaturalpatientflowsanddetermineifyournetwork isbreaking themandcausingleakageaddressthrough

contracting,educationandincentives.

UniversityofMiami isunderperformingandreferralsareinternal.

Thisisaconcentrated,lowvaluepathway.

HolyCrosshashighperformingspecialists, butitsPCPsarereferringtoavarietyofspecialists.

Thisisafragmented,buthighvaluepathway.

Group ReceivingReferrals

GroupSendingReferrals




MedicalEconomicsReporting

Howmuchnovaluecareareyoupayingforandhowmuchyoucansavebylineofbusinessanddowntoindividualproviders?

Determinethespecificeconomic impactthatyoucreateforwhoeverownstheriskyoumanage.

DecreasedCost

Average

IncreasedCost

LessEfficie

nt

1

2

3

4

5

MoreEfficient

$PMPYperSpecialty&EfficiencyScore

CARDIACSURGERY

GASTROENTEROLOGY

ORTHOPEDICSURGERY

DIAGNOSTICRADIOLOGY PATHOLOGY

$609 $228 $334 $65 $79

$770 $253 $365 $71 $88

$973 $271 $419 $72 $91

$1,191 $303 $467 $121 $106

$1,299 $387 $624 $245 $212

CardiacSurgery

Gastroenterology

OrthoSurgeon

DiagnosticRadiology Pathology

ImpactonSpend

Risk-Readiness®Benchmark

Florida




MedicalEconomicsReporting

Howmuchnovaluecareareyoupayingforandhowmuchyoucansavebylineofbusinessanddowntoindividualproviders?

Identifyhowmuchno-valuecareyouaremitigatingandthespecificcostsavingsitgeneratesforwhoeverownstherisk.

$PMPYperSpecialtybyCountyIn&Out

Network

InNetwork

OutofNetwork

Scenario:Removingthelowestperformingphysicians

DrilldownintoPimaCounty(Phoenix) Thehighest$PMPYin

PhoenixiswithinnetworkGIdocsat$643

Inthisscenario,theywouldhavethegreatest dropin$PMPYat$119.

($634- $119=$524)

Arizona

$PMPYperSpecialty&EfficiencyScore




PrimaryCareReferralSourceAnalysis

ReferralstoOrthopedists

GroupSendingReferrals




Group ReceivingReferralsGroup ReceivingReferrals

IndividualPhysicians

ReceivingReferralsNumber ofReferrals Performance of

PhysiciansReceivingReferrals

WhichPCPsaresendingpatientstoagivenspecialistandhowwelldothosePCPsperform?

MakesureyourPCPsaresending tohighperforming specialistswhoareRisk-Readytosucceedinvaluebasedandriskarrangements.




AcuteCarePartnerReporting

WhichHospitalsareRiskReadyandwhatarethedriversofsuccess?

Identifythehospitalsthatarerisk-readyandthedriversbehind theirpracticepatternstosucceedinpayforvalueandriskarrangements.

California




AcuteCarePartnerReportingCostbyDRG

Norton

Medical SurgicalMedical

Surgical

Baptist

WhichHospitalsareRiskReadyandwhatarethedriversofsuccess?

Determinewhichhospitalsarethemostefficientandhaveincentivetoworkwithyour specialtyinvaluebasedarrangements.




PostAcuteCarePartnerReportingWestchesterCounty,NY

WhichPostAcuteFacilitiesareRiskReadyandwhatarethedriversofsuccess?

Identifythepostacutecentersthatarerisk-readyandthedriversbehind theirpracticepatternstosucceedinpayforvalueandrisk

arrangements

HomeHealthTopProvidersOrange=Preferred




RegionalBenchmarks

Consulting/SpecialtyPartnerAnalysis

WhichPartnersareRiskReadyandwhatarethedriversofsuccess?

Identifytheconsultingandspecialtypartnersthatarerisk-readyandthedriversbehind theirpracticepatternstosucceedinpayforvalue

andriskarrangements

HarrisCounty,TX



NoValueCareMeetsNoITNeededIdentifyingSuccessinPayforValueRisk-MatchingtoPayers:Government&PrivatePayers LargestCounties inTX

RegionalBenchmarks

RiskScores HealthRank

NetworkOpportunity

ProfitOpportunity

MA

ProfitOpportunityExchange

MedicareEligibles/MAEnrolled

ExchangeSubsidyEligibles/Exchange Enrolled

MedicaidBeneficiaryEligibles/

Beneficiaries

Whichvaluebasedprogramsorriskarrangementswillbesuccessfulinmypopulation?

Identifymypopulation’s socio-demographics, healthbehaviorsandprevalencethatleadtosuccessinspecificvaluebasedprogramsand

privatepayerriskarrangements




PopulationHealth&SupplyImpactonRisk-Readiness®

Risk-MatchingtoPayers:Government&PrivatePayers

Whichvaluebasedprogramsorriskarrangementswillbesuccessfulinmypopulation?

Youpracticeingeographieswithspecificpopulation healthprofilesandaspecificsupplyofcare,sothesearethepressuresyouwillface




PayerNegotiationReporting

HowdoIusegovernmentbenchmarkdatatonegotiatetomystrengthsandapayer’sweaknesses?

Identifyperformanceagainstnationalandregionalbenchmarks.Highlight whereyouperformwell,addressesandhaveanexplanation

and/orplanforareasthatneedwork.




Whatisthefinancialimpactofnovaluecarethatyoucreateforpayersthatyouarenotgettingcreditfor?

Identifyperformanceagainstnationalandregionalbenchmarks.Highlight whereyouperformwell,addressesandhaveanexplanation

and/orplanforareasthatneedwork.

Eachdotisaphysician.

Groupsarecreatedfromspecialty, networkstatus,Efficiencyscore,and

geography

JohnDorchakNPI:1528000379$PMPY:$874

Savingsforremoving5’s

forminNetwork

MedicalEconomicsModeling




NetworkDevelopmentCreateaRisk-ReadyNetwork• NetworkExplorer• NetworkBuilder• NetworkOptimizer• NetworkCalculator

ProductDesign&RiskDesignProfitableProducts• Competitive BenefitDesignAnalysis• NetworkBasedBenefitDesign• PopulationHealthBasedProductAnalysis

Sales&MarketingGrowintoProfitableMembership• NetworkBasedGrowthAnalysis• ProviderGrowthAnalysis• MeasuringGrowthAnalysis




HowdoIcreatemyRisk-Ready®networkandwhichphysiciansdoIneedtosucceedinPay-for-Valuearrangements?

Optimizeyourspecialistnetworkthrough PCPreferrals.Educateandcontracttocreatehighvaluespecialistnetworksordesignproductsto

mitigateriskanddownstreamcosts.

NetworkBuilder GeneralCardiology




NetworkCalculator

AverageNetworkefficiency:$414PMPYMarketBaseline:$488PMPY

AverageNetworkefficiency:$208PMPY-25%

Removed:90physiciansAdded:84physicians

Removed:Additional34physiciansAdded:Additional37physicians

-50%

AverageNetworkefficiency:$311PMPY

Actual Scenario1 Scenario2

Whatarethefinancialimpactsofmydecisionsandwhatdoesthismeanforour1-year,5-year,or10-yearforecasts?

BayArea,CA




NetworkBasedBenefitDesign

Premiumsrelativelylowtonetworkperformance.Likelyunderpricingthatwillleadtolowerprofitability.

Premiumsrelativelyhightonetworkperformance.Likelyoverpricingandlosingoutonmembership.

HowdoIdesignbenefits tomatchproviderperformancewhileoptimizing profitability?

Designproducts todrivemembershipwhereyouhavethemostefficientproviders.Savingsfromhighperforming providersoffset lowerpricesand

createavirtuouscycleofgrowth.

NetworkEfficiency

RatingArea




HowdoIdesignbenefits tomatchpopulation demandwhileoptimizing profitability?

Determinehowthepopulation’s healthbehaviors,prevalenceandeconomicsimpactyourprofit.Growintoareasthatareprofitable today

withgooddriversforlongtermsustainability.

PopulationHealthBasedProductAnalysis

PopulationBehaviors

PremiumVariance

Competition

HealthOpportunityIndex:Prevalence,healthbehaviors&socio-economicfactors Relativeviewofclient

premiumsandcapturestheassumedcostof

providinghealthbenefitstogivengeography

PremiumVarianceInternal

MLRVariance

Membership/SubsidyEligible

Strategy fromBenchmark&InternalData

RatingArea

YourDataGoesHere

BenchmarkCMSData

Difference inpreriskadjustedandpostrisk

adjustedMLR




MeasuringGrowthAnalysis

EquallyAllocateSalesandMarketingEffortsScenario1

Scenario2

Bytargetingmarketingeffortsaround thehighestperforming practiceshowmuchmoneywillIsave?

TargetedSalesandMarketingwithHighestPerformingPractices

CombinedAverageEfficiencyPMPY:

$238

CombinedAverageEfficiencyPMPY:

$189

-20.6%

Targetedmarketingexamples:

• Focusedbrokers• Co-marketing• AffiliationLetters• Preferential

benefitdesign




5 4 3 2 1EfficiencyScore

MembershipVolume/Episodes

ShiftingMembersandpercentagesofcareinteractions

intoourPhysicianswithEfficiencyScoresof1-3




Membership&ServiceDensityChangeTacticsRecommendedtacticstoshiftpatientinteractionflows

Network• Addingand/orremovingproviders.Addinghighperformers,cuttinglowperformers• Incentivizingefficientreferralchains• ClinicalManagementofshiftingmostintensepatientencounterstohighestperformers

ProductDesign• Designingproductstoshiftmemberbehavior• Designproductstodisproportionatelydrawmembersinadvantageouslybymarket• Designproductstodrivemembershipwhereyouhavethemostefficientproviders

Sales&Marketing• AllocateresourcesstrategicallyinSales&Marketingeffortstoshiftmembershiptohigh

performersinyournetwork.• Promoteyourhighestperformingproviders




Over/UnderCodingCounty&ZipCode

UnderCoding OverCoding

Under-codingJacksonville

Overs-codingMiami

HealthFactors

AverageRiskScores

Watcha2minute videoonthemethod&concept:www.bmj.com/content/348/bmj.g2392

RowdMapuses publicdataonpopulation behaviorswithin asocio-demographic cohortandriskbandtodeterminewhichgeographiesandproviderswilllikelysucceed inthemovementfromFeeforServicetoPayforValueandRiskArrangements.




Months1-3 Months4-6 Months10-12Months7-9

Months1-3 Months4-6 Months10-12Months7-9

OpportunityAssessment

NoDeliverables

InitialFindings/Documentation

ProjectSale/Start FieldTeam

On-site– Ongoing

NoValue-AddTeamRamp-UpPeriod

Value-Add,ActionableRecommendations,SolvingBusinessProblemsCustomizedDeliverables–Day1

Pre-KickOffAnalytics

ClientKick-Off

Project1–Completed,

DeliverableSubmitted





64


TheACAatyourfingertips











NoValueCareMeetsNoITNeededCapturetheValueYouCreateinPopHealth

BridgetheGapintheMedEconomicTransition

Byidentifying,quantifyingandreducinglowvaluecare




Find therightvaluebasedprogrambasedonyourproviderpatternsaroundno-valuecare.

Identifythemostefficientproviders;thismaynotshowupinutilization

revieworunitcostanalysis.Thennegotiatelikeapro.

Now,takeonrisktocapturethevalueyoucreatethroughpophealth




CMS:50%ofFFSwillbegoneby2018

Whatifyouknewwhichproviderswould

driveyoursuccess?

Whatifyouknewwhichproviderswouldsinkyou? WHATWOULDYOUDOIFYOUKNEW

whowillwinandwhowillloseinvaluebasedarrangements

Healthcare

RowdMap HIMSS 2016 - No Value Care Meets No IT Needed