VBC is a buzzword. Has been for a decade. Which makes it easy to assume everyone is on the same page–"we want to accomplish VBC"–and then momentum falls apart when partners aren't as aligned in what we expect VBC to do.
The good news: there are some clear themes about linking providers, risk, cost of care, and outcomes.
The bad news: there are also some significant differences—which become even more obvious when stakeholders are asked for the metrics to define success:
One case study (pages 26-29) that struck us was an organization that ensured all stakeholders were on the same page using a definition of what they expect a VBC initiative to do. Essentially, they oriented the work (and definition) around the question "how would we judge the success of our partnership?"
At the industry level, there will still be different definitions of VBC (although, more alignment around outcome metrics would help – a blog post for another time). But, at the population level, partners would be aligned on a shared definition of success to drive toward.
Commercial risk will either tip the industry towards value-based care or keep us in a world of hybrid incentives. It’s complicated, but is it possible? We think so. Learn how you can help push us towards a new cost and quality standard by visiting advisory.com/VBC.
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