For example, with one of our provider partners, we used this three-pronged approach to people, process, and technology analysis to understand where physicians most needed support to make prospective risk adjustment a reality in their current workflow. Our analysis helped us determine the need for a daily huddle process. We trained medical assistants and practice staff on how to utilize daily huddle sheets to prepare providers for their patient panel each day. This way, the provider had a “sneak peek” of what to expect for the day. This approach also afforded an opportunity for physicians and care teams to determine if the time scheduled with each patient was sufficient and, if not, which critical elements to address during each visit.

Adopt incentives to make quality, sustainable change happen faster
The third recommendation focused on helping providers operationalize value-based care is a hotly debated one. Many providers continue to contemplate the value of incentives to support the change from volume to value. Based on my experience with providers and payers transitioning to value-based care over the last decade, incentives are a must-have.
Aligning physician compensation models with value-based care has helped the organizations that I have worked with. Why? Changing the way physicians think and practice is not easy. If you want them to embrace yet another change – and one as mission-critical as operationalizing value-based care – physicians want to know what is in it for their patients. Incentives help ensure the right levers are pulled to make the transition a reality, and also offer physicians compensation for any additional work that is needed to put these changes into action.

When considering a physician incentive plan, I often suggest a focus on this balance: aligning what is fair to the physicians with what is fair for the organization. A provider’s value-based care strategy simply won’t work if it doesn’t mirror payment models for physicians. With this in mind, it’s important to work closely with clinical leadership to create a fair, balanced incentive strategy that focuses on intrinsic versus extrinsic motivators for physicians.

A right-fit approach to value-based care for providers is as unique as a wave in the ocean. Nonetheless, operationalizing change in any situation involves leveraging similar skillsets and approaches. For providers looking to operationalize their value-based care strategy in the year ahead, preparation is a must – as are the three focus areas outlined here: communication, three-pronged gap analysis, and incentive strategy.

About the author: Tanjina Shapiro, MS, MBA, is the chief operating officer at Curation Health.

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