Foundation level concepts, and a structure for discussing and analyzing risk based contracts. This paper assists provider groups in configuring analytical efforts based on contract features and life cycle.
What language should you avoid, or seek? And what do you need to have in place as you sit across the table from your first risk-based payer opportunity?
Do you really understand your patient population as well as your payer does? And what changes in your network structure will actually improve referrals, or patient health?
What benefits should a group expect from risk-based contracting? Is it more important to protect or enhance a referral stream? Or simply getting a toe in the water for an inevitable new way of doing business? Any scenario could contain challenges that might make a go-forward decision questionable.
Is the effectiveness of care coordination improved, or reduced when a hospital is part of the ACO network? Or do physician-driven structures enhance the ability to influence hospital behavior?
Too often, joining an ACO is executed as an end in itself. What case studies will show how to facilitate care coordination, both internally, and across disparate provider groups? What technologies, organizational structures and training work?
ACOs come largely pre-packaged. For providers about to sign up to a multi-year commitment, what real options exist to effect financial outcomes?
Inpatient stays dramatically effect total cost of care, even outside primary care sphere of influence. How can ambulatory providers help manage this largest cost component?
Anyone can talk about "best practices". But is there any evidence about which concepts actually gain traction, and which fall short?
Is the effectiveness of care coordination improved, or reduced when a hospital is part of the ACO network? Or do physician-driven structures enhance the ability to influence hospital behavior?
Depending on where you are in the risk-based contract life cycle, new skills will clearly be needed. When is it reasonable to contract, hire or train, and for what skills?
Each analysis needs a reporting tool. For each report, we provide a useful arrangement of content, data sources and use cases around the decisions that will improve contract performance
Under what options are practice management and EHR systems adequate? If not, what kinds of data or systems are necessary, and where do I get them?
A compliance might make sense, particularly in cases where a payer has the right to conduct examinations of their own. Providing performance analysis to a board of directors could keep everyone on the same page.
Might you perform better under a new contract with the acquisition of new specialty group? Or can you simply improve outcomes and financials with formal care teams? What decisions will help enhance our network under new contract types?
Are you more likely to profit from having more patients, or having more profitable patients? What features are common in your market, and how might each effect needs for technology, skills or network changes?
Each component of a risk-based contract will demand its own analysis. We lay out a number of specific reports, data aggregates, and use cases for each.
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