Events

Amy Bucher

Amy Bucher, Ph.D., is Chief Behavioral Officer at Lirio, where she designs AI-powered behavior change journeys to improve personal and population health. She is the author of Engaged: Designing for Behavior Change (Rosenfeld Media), a Kirkus‑selected favorite indie book of 2020.

Prior to joining Lirio, Amy was Vice President of Behavior Change Design at Mad*Pow, a strategic design consultancy, and has also worked at CVS Health in their Digital Innovation Lab and as a member of the Behavioral Science team at Johnson & Johnson. Amy earned her PhD and MA in Organizational Psychology from the University of Michigan at Ann Arbor, and her AB magna cum laude in Psychology from Harvard University.

Delivering Personalized Reminders/Nudges: Patient Profile

Robert is a 63-year-old retired technology attorney and a lifelong runner. He has been managing chronic musculoskeletal pain that requires regular physical therapy (PT) and at-home exercises. Recently, an unexpected life event — the sudden loss of his brother to a heart attack — left Robert grieving and disengaged, causing him to miss appointments and stop using his physical therapy app. Getting back on track will require flexible support, timely outreach, and encouragement from both his care team and family members to rebuild routines that feel manageable.

Explore how the Patient Journey Map comes to life for Robert. The examples below illustrate how personalized reminders and nudges can help Robert manage his musculoskeletal pain through small, realistic SMART goals.*

Personalized reminders and nudges organized by care journey stage for Robert, a patient managing chronic musculoskeletal pain
WELLNESS	Set preferences in health plan app (e.g., language, tone, text vs. email), then follow the tailored weekly mobility plan Encourage Robert to share his care plan and progress view with his wife and son or others in his support network so they can offer encouragement and check in during periods of low motivation
ONSET & EARLY SYMPTOMS	If activity levels drop or reminders go unacknowledged for several weeks, the system prompts a care team or navigator check-in to assess barriers (e.g., grief, schedule changes) and adjust the plan If schedule is busy, reply “pause” or “later” to reduce notification overload during periods of stress, grief, and/or low motivation
DIAGNOSIS & TREATMENT INITIATION	After missed PT sessions, receive a simplified re-entry plan (e.g., “one small step this week”) and the option to restart with virtual or at home exercises rather than in-person visits
ONGOING MANAGEMENT	After each PT session, log mood, pain level, and physical activity to help tailor future nudges (e.g., gentler goals following setbacks, encouragement after gaps)
TRANSITIONS OF CARE	After each handoff (PT/ortho/imaging), receive a single “next steps” message (medications, updated exercises, follow-up dates) and tap “I understand” or “I have a question” to prompt navigator support
ACUTE EPISODES	After an unexpected intense flare up settles, log what likely triggered it based on recent habit/routine changes, ensuring future nudges and supports are further personalized (e.g., “before long drives: try a 3-minute stretch”)

* These are illustrative examples of steps that could be adopted gradually over time with support from health care providers, health plans, and others, not a checklist to be completed by all patients or all at once. This is not medical advice; please consult a licensed health care provider for a personalized treatment plan.

Increasing Access to Wellness Activities: Patient Profile

Infographic showing the patient journey map for Increasing Access to Wellness Activities

Tammy is a 65-year-old retired professional living in a rural community. She tries to stay active with book clubs, game nights, and local volunteering, but limited transportation options and occasional connectivity challenges can make it hard to participate consistently and leave her feeling isolated. Additionally, she recently learned she has high blood pressure (BP), and while she is trying to follow her doctor’s guidance, access to healthy food options near her home are limited. Even though she generally feels well, making changes to her eating habits and adding new health routines can feel challenging given these barriers.

Explore how the Patient Journey Map comes to life for Tammy. The examples below illustrate how simple digital tools combined with trusted community and peer support can help Tammy build sustainable habits through small realistic SMART goals that protect her long-term health, without giving up the lifestyle she loves.*

Wellness activity access and action steps organized by care journey stage for Tammy, a patient managing high blood pressure in a rural community
WELLNESS	Start two week flexible “Know Your Numbers” program to increase health literacy skills like checking and understanding key heart health measures like blood pressure, blood sugar, cholesterol, and body mass index Set two habits with CHW and follow personalized dietary and walking plans
ONSET & EARLY SYMPTOMS	Use phone-based or SMS check-ins to log BP readings and symptoms when app or portal access is unreliable Complete two-minute symptom check surveys via SMS or phone call to identify triggers (e.g., certain foods) and adjust plan with care team and CHW
DIAGNOSIS & TREATMENT INITIATION	Co-create a shared BP goal and medication plan with care team that reflects travel distance and visit frequency to combine in-person with virtual or phone follow-ups, when appropriate Enroll in provider remote monitoring, if offered, and submit averages to get clear next steps on “what’s next”
ONGOING MANAGEMENT	Complete monthly BP check ins via text, portal, or app Use CHW and/or peer support for lifestyle coaching to increase adherence (e.g., refills, reminders) and problem-solve (e.g., feeling overwhelmed)
TRANSITIONS OF CARE	After a specialist visit, use services provided through a Community Care Hub bundle to help coordinate transportation, referrals, or follow-up care to avoid gaps common in rural settings
ACUTE EPISODES	For very high BP readings, follow the in-app escalation pathway (e.g., what to do now, when to call) and complete CHW follow-up and medication “reset” plan to reengage as soon as possible

* These are illustrative examples of steps that could be adopted gradually over time with support from health care providers, health plans, and others, not a checklist to be completed by all patients or all at once. This is not medical advice; please consult a licensed health care provider for a personalized treatment plan.

Delivering Personalized Reminders/Nudges: Change Management Tips

To turn personalized reminders/nudges into lasting behavior change, organizations need to prioritize patients as partners, establish an iterative learning loop, and map the end-to-end journey.*

Culture Shifts for True Patient Partnership

Reinforce and reward staff behaviors that treat patients as equal partners in care (e.g., co-design care, act on feedback, design nudges/reminders to support patient goals, close the loop on patient priorities). Share clear evidence of time savings or outcomes to help address staff concerns around shared decision-making.

Evaluate Through an Iterative Learning Loop

Consider reminders and nudges as part of an iterative learning process by implementing them within an operational environment. Evaluate engagement, review key performance indicators, and areas of friction. Collect input from patients and stakeholders and make adjustments to the strategy over time.

Map the End-to-End Journey to Ensure Follow-Through

Map the end-to-end journey (nudge → scheduling → visit → follow through) and design each step to make the next action obvious and easy. Prioritize channels such as SMS, provide clear instructions, and reduce enrollment steps to reduce friction and improve completion.

* While these tips are intended to be broadly applicable, some may be more applicable to certain organizations types, depending on their role in care delivery.

Increasing Access to Wellness Activities: Change Management Tips

To turn better access to wellness activities into lasting behavior change, organizations should establish clear referral pathways to wellness programs, distribute work appropriately, and review how wellness tasks fit into daily operations.*

Review Wellness-Specific Workflows

Regularly track and improve the wellness workflow (screen → refer → schedule → confirm → close-the-loop) across provider and community partners. Standardize eligibility rules, documentation, and handoff data so referrals don’t stall due to unclear supervision and billing.

Distribute Work Appropriately

Train or hire skill sets for managing programs (e.g., CHWs, navigators, benefits specialists) and set clear decision-making and escalation paths — so physicians do not become the default for everything.

Establish Direct Referral Pathways Between Clinicians and Program Providers

Use direct referral to trusted community organizations (e.g., local YMCAs or evidence-based programs) to simplify handoffs, boost patient adoption, and reduce drop-off. Clinicians are more likely to refer patients if they have a vetted, reliable program they feel confident sending patients to.

* While these tips are intended to be broadly applicable, some may be more applicable to certain organizations types, depending on their role in care delivery.

Delivering Personalized Reminders/Nudges: Bright Spots

Explore real-world “bright spots” that show different ways personalized reminders/nudges increase patient empowerment.

Hoag Clinic improved its call-center customer relationship management system so it works like a “personalized nudge engine.” By combining technology-driven personalization with human support, the system surfaces patient-specific context, provides real-time prompts and alerts, and helps agents tailor conversations to each patient’s needs. The approach also integrates bi-directional engagement by identifying care gaps, prompting next steps, and connecting patients to preventive services during routine interactions.

This resulted in higher patient satisfaction, more appointment bookings, more Medicare Wellness visits, and fewer care gaps. For patients, routine calls become timely, personalized support that helps them access needed care faster and follow through on recommended services.¹²

Through its Clinical Transformation team, Ascension advances patient empowerment through a system-wide digital nudge portfolio that leverages technology and behavioral science to drive preventive care and population outcomes. On target to reach over 320,000 patients over the year, the program uses automated SMS and email reminders to engage patients at home and in the lead-up to primary care visits, with the goal of addressing critical care gaps, including cancer screenings, chronic disease management, and vaccinations.

A randomized trial across 76 Ascension practices found that care transformation nudges drove a 14% increase in quality gaps closed within 90 days and an 18% reduction in no-shows. For patients, these timely touchpoints provide a clear path to proactive health management and continuous support.¹³

Increasing Access to Wellness Activities: Bright Spots

Explore real-world “bright spots” that show different ways to increase access to wellness activities and increase patient empowerment.

Valley Organized Physicians, an independent physician association, leveraged existing relationships (e.g., physician referrals) as well as clinical and claims data to identify patients with unmet social needs. They then sent bilingual social workers who knew the local community to connect patients with trusted resources (e.g., transportation, food, home services). The team followed up quickly and consistently to ensure barriers were truly resolved.

This resulted in improved care continuity, driving a ~20% reduction in hospitalizations, a ~11% reduction in ED visits, and a ~35% reduction in medical claim costs.⁸

Blue Shield of California Promise Health Plan, in partnership with L.A. Care Health Plan, expands access to wellness activities by offering flexible, person-centered participation options through 14 Community Resource Centers across Los Angeles County. By bundling support services and building sustained engagement, the centers provide health education, fitness classes, food and housing assistance, preventive screenings, and enrollment supports in a trusted, community-based setting.

In 2024, the Centers welcomed nearly 60,000 individuals across more than 361,000 visits, helping patients connect to services that support prevention and follow-through on care.⁹

Patient Empowerment Stakeholder

Community-Based Organizations

CBOs bring trusted local relationships, cultural understanding, and practical support that often extend beyond traditional health care settings. They help connect individuals to community resources, address barriers that affect health, and reinforce empowerment in ways that reflect people’s daily lives and needs.

Patient Empowerment Stakeholder

Employers

Employers can shape the environments, benefits, and workplace cultures that influence health behaviors. By making health resources accessible and supporting employee well-being, employers can help individuals engage in preventive care, wellness activities, and ongoing health management.

Patient Empowerment Stakeholder

Health Plans

Health plans can create the infrastructure, benefits, and supports that make empowerment possible at scale. By reducing barriers, coordinating services, leveraging data, and providing ongoing outreach and support, health plans help patients access resources and stay engaged throughout their care journey.

Patient Empowerment Stakeholder

Providers

Providers are often the most trusted source of health information and play a critical role in helping patients understand options, make informed decisions, and connect to the services and supports they need. Through trusted relationships and shared decision-making, providers help patients develop the knowledge and confidence to actively participate in their care.

Patient Empowerment Stakeholder

Patients

Patients are at the center of patient empowerment. They bring their goals, preferences, lived experiences, and personal circumstances to decisions about their care. Family members, caregivers, and trusted support networks can help reinforce understanding, follow-through, and confidence when patients choose additional support.

Redesigning Financial Incentives: Change Management Tips

To turn financial incentives into lasting behavior change, organizations need the right systems, trained staff, and shared goals to continue investing in patient empowerment.*

Set Aside Funding and Define Clear Outcomes

Set expectations that returns may take time — define the outcomes that incentives are intended to drive, establish leading and lagging indicators to track progress, plan funding before launch, and use measurement to identify friction points and make informed decisions about what to refine, continue, or scale.

Train Front Line for Consistent, Patient-Ready Support

Train and support patient-facing teams with clear, ready-at-hand resources (e.g., what the program is, who it’s for, how and where to use the incentive, how to answer, “Why did I get this message?”). Align protocols and staff roles so every channel gives the same clear explanation, next steps, and ways to get additional help.

Enable Interoperable, User-Friendly Systems

Build interoperable systems (or purchase existing vendor solutions) that use patient-shared data (e.g., reward preferences) to deliver incentives immediately, reduce sign-up and redemption steps, and show real-time updates (“we received X, you earned Y”).

* While these tips are intended to be broadly applicable, some may be more applicable to certain organizations types, depending on their role in care delivery.

Redesigning Financial Incentives: Patient Profile

George is a 64-year-old truck driver managing Type 2 Diabetes. He supplements his income by picking up extra shifts, but the long, irregular hours often leave him exhausted and time at home is filled helping his wife care for their grandkids. Juggling appointments, prescriptions, and healthy habits feels overwhelming, especially with so many competing demands.

Explore below how the Patient Journey Map comes to life for George. The examples below illustrate how financial incentives and wraparound supports can reduce friction and help George build sustainable, healthy routines through SMART (Specific, Measurable, Achievable, Relevant, Time-Bound) goals.*

Financial incentives and action steps organized by care journey stage for George, a patient managing Type 2 Diabetes
WELLNESS	Book annual check and claim auto-loaded $25 reward for a healthier on-the-road meal
ONSET & EARLY SYMPTOMS	Earn a starter incentive for completing seven days of blood sugar tracking and establishing a baseline Document biggest barrier to care and ask for support options from providers Call health plan and ask: “If cost is an issue, what are my options?” to help remove barriers to getting care when needed
DIAGNOSIS & TREATMENT INITIATION	Earn an incentive for completing a diabetes education class and developing a personalized care plan to follow on the road Confirm when and how to take medications to avoid missing doses due to confusion
ONGOING MANAGEMENT	Take medications for seven consecutive days to claim “streak” rewards Receive incentives for uploading blood sugar levels and engaging with personalized coaching or support programs to understand “what to do next”
TRANSITIONS OF CARE	Receive a follow-up incentive for completing recommended post-discharge appointments and lab work to avoid readmission Bring medication list and ask for it to be checked against care plan Earn rewards for meeting with assigned navigator in-person or virtually based on what works, if feeling overwhelmed
ACUTE EPISODES	Earn rewards for refilling medications, completing recovery-related care milestones, and/or completing a visit with your primary care or other provider for delivery support, if needed

* These are illustrative examples of steps that could be adopted gradually over time with support from health care providers, health plans, and others, not a checklist to be completed by all patients or all at once. Patients may choose which steps feel most relevant and manageable. This is not medical advice; please consult a licensed health care provider for a personalized treatment plan.

Redesigning Financial Incentives: Bright Spots

Explore real-world “bright spots” that show different ways financial incentives can increase patient empowerment.

Health Care LA, Independent Practice Association improved engagement for high-risk members experiencing homelessness or emergency department (ED) overuse by using a “smart wallet” approach. Patients earn rewards for completed care actions (e.g., bloodwork, primary care visits) with flexibility to use community-funded incentives plus encouragement messages or a privacy mode feature where incentives only come from care teams.

Over the reported period, this resulted in a 35% reduction in total cost of care for actively enrolled members and a 42% drop in total ED visits. For patients, this means fewer health crises and hospital visits, and more consistent support to stay on track with everyday care.⁴

LDI Fellows at UPenn’s Center for Health Incentives and Behavioral Economics helped about 1,000 heart patients (or people at high risk) walk more by pairing Fitbit step tracking with simple rewards. People received either a game-like points system, money that they could lose if they missed their daily goal, or both.

Over a year, the combined game-and-money approach worked best. It added about 2,300 more steps per day than the control group at 12 months, and most participants (90%) stuck with the program. For patients, small incentives and feedback can make healthy habits easier to maintain over time and support long-term improvements in heart health.⁵

Guided Implementation Leads to Faster Adoption of Changes

Policy changes are paired with clear implementation guidance, operational resources, and early-adopter examples so organizations can adopt changes faster and patient-facing improvements show up sooner in care.

Scalable Community Support and Sustainable Models

CBOs have clearer reimbursable pathways, right-sized oversight, and simpler contracting and payment models that better reflect how services are delivered. This makes it easier to participate, sustain high-touch support, and free clinicians to focus on clinical care. In some markets, umbrella hub organizations may help smaller CBOs manage billing and administrative functions; however, there is limited adoption to date.

Low-Friction, Easy-to-Understand Consent Processes

Consent is redesigned into a simple, plain-language process that clearly explains what is shared, how it benefits the patient, and how data is protected, with options that reflect different technology savviness and health literacy levels and preferences.

Integrated Data Ecosystem and Coordinated Experience

Interoperable, privacy-protected data sharing that supports a whole-person view across settings. For patients, this means a more coordinated experience, better health outcomes, and access to their health information, beyond their patient portals, in formats that are usable and understandable.

Low Adoption of Policy and Program Changes

Organizations often take time to translate new policy and program rules into their daily workflows. Many wait for proven use cases or “clear permission”, which can slow the uptake of improvements that could benefit patients.

Administrative and Billing Burdens for Community-Based Supports

CBOs play a critical role in helping address non-clinical barriers to patient empowerment. However, many face significant challenges (e.g., complex enrollment/registration requirements, credentialing) and lack the medical-billing infrastructure, specialized staff, or administrative capacity needed to manage these demands. Fragmented contracting and payment approaches often fail to cover the true cost of services, limiting participation and reducing access for patients.

Complex Consent Processes

HIPAA-driven consent and data-sharing permissions are often long, technical, and require multiple steps, which creates friction, reduces opt-in rates, and makes it difficult to personalize support and build trust.

Data Silos and Health System Fragmentation

Clinical, health plan, pharmacy, and community data often sit in separate systems and patients and other stakeholders involved often struggle to access the data they need. This creates repeat outreach, broken handoffs across settings, a fragmented experience for patients and their caregivers, and often worse health outcomes. As AI becomes more common in healthcare, unequal access to information risks patients being left out of important decisions or unable to benefit from tools that can help them manage their care.

Kevin Volpp

Dr. Kevin Volpp is the Ralph and Beth Johnston Muller Director of the Center for Health Incentives and Behavioral Economics (CHIBE) and the Mark V. Pauly President’s Distinguished Professor at the University of Pennsylvania’s Perelman School of Medicine and Wharton School. He is also the Scientific Lead of the American Heart Association Health Care by Food Initiative, a major research program building evidence on the effectiveness and cost-effectiveness of improving health through increased access to nutritious food. His work focuses on applying behavioral economics to drive prevention and behavior change, with research spanning tobacco cessation, obesity, and medication adherence across employers, insurers, and health systems. He has secured over $100 million in competitive funding from NIH, CMS Innovation, CDC, and numerous health plans, and has published over 350 articles in journals including many high impact journals such as the New England Journal of Medicine and JAMA.

His research has directly informed large-scale, real-world programs rooted in evidence-based prevention, including a financial incentives initiative that tripled smoking cessation rates among GE’s 152,000 U.S. employees, a national CVS smoking cessation program, and programs to improve medication adherence among Humana members. Additionally, he helped develop a new value-based approach to primary care physician payment that was implemented in multiple states. He co-created the Penn Way to Health platform, deployed in over 300 studies across more than 20 universities, and helped establish the Penn Medicine Nudge Unit, the first health system-based nudge unit internationally. Dr. Volpp is an elected member of the National Academy of Medicine and has received numerous career achievement awards, including the NIH Matilda White Riley Award.

Dawn Alley

Dawn Alley, Ph.D., is Chief Scale Officer at IMPaCT Care, a public benefit corporation scaling evidence-based community health worker programs to drive health care value. She has a 20-year career of leadership in population health research, health policy, and health care delivery in both the public and private sector. Her prior federal leadership roles include Chief Strategy Officer at the Center for Medicare and Medicaid Innovation, Senior Advisor to the U.S. Surgeon General, and Executive in Residence at ARPA-H. Her private sector executive experience includes roles as President of Decision Support at CareBridge Health, a Medicaid value-based provider, and Head of Healthcare Innovation at Morgan Health, JPMorgan Chase’s business unit focused on innovation in employer-sponsored insurance. Dr. Alley received her PhD from the University of Southern California and was a Robert Wood Johnson Foundation Health and Society Scholar at the University of Pennsylvania. She has published more than 50 peer-reviewed publications and is affiliate faculty at the George Washington University Milken Institute School of Public Health.

Nzinga Harrison

Dr. Nzinga Harrison is Chief Medical Officer and co-founder of Eleanor Health. She is double-board certified with specialties in general adult psychiatry and addiction medicine. Nzinga has spent her career as a physician treating individuals from marginalized communities with substance use and other psychiatric disorders. As a physician executive, she has served in Senior Vice President and Chief Medical Officer roles, committed to creating and improving systems-based delivery of psychiatric and substance use disorder care. Nzinga is a vocal advocate for stigma reduction and is passionate about the necessity for whole-person care as individuals and communities seek to recover from and prevent substance use disorders. She received her undergraduate degree from Howard University, completed medical school at the University of Pennsylvania, and residency training at Emory University. Nzinga is married to a stock market investor and has two college-aged sons.

Scaling Patient Empowerment: CMS Innovation Models Support and Encourage Patient Empowerment

CMS is committed to advancing patient empowerment across the health care ecosystem through a diverse set of innovative payment and service models (e.g., Long-Term Enhanced ACO Design (LEAD), Advancing Chronic Care with Effective, Scalable Solutions (ACCESS), ACO REACH, Medicare Shared Savings Program (MSSP), and Medicare Diabetes Prevention Program (MDPP)).

These models aim to test new ways for organizations to actively empower patients in their health and well-being, using strategies such as:

Allowing ACOs to offer financial incentives, including gift cards, to eligible beneficiaries who complete qualifying activities tied to chronic disease management or preventive care*.
Reducing or eliminating Medicare Part B cost-sharing for certain services, helping lower financial barriers to accessing needed care.
Enabling $0-copay participation in MDPP, addressing a key barrier to engaging in that type of preventive intervention.
Allowing non-monetary, in-kind support, such as MSSP’s Patient Incentives Waiver, where ACOs may provide items like blood pressure cuffs or scales for patients with hypertension, prepaid transportation vouchers to appointments, or support of over-the-counter medications.

To learn more about how CMS is using value-based payment models to advance patient empowerment, please visit the CMS Innovation Models webpage.

* Note: The allowable types and amounts of financial incentives vary by ACO program and are subject to specific CMS guidance.

Ali Khan

Ali Khan, MD, MPP, FACP is a practicing general internist and the Chief Medical Officer, Medicare at Aetna/CVS Health, where he advances strategies, policies and programs that drive the delivery of clinical excellence, clinical impact and superb member experience for Aetna’s over 11 million Medicare members nationally.

He joins Aetna from his prior role as Chief Medical Officer, Value Based Care Strategy at Oak Street Health, where he led efforts in managed care strategy, medical management, clinical design, workforce development and public policy. Ali joined Oak Street Health in 2019 as Executive Medical Director of the eight-state, 60+-center Heartland Division and continues to practice general internal medicine at Oak Street’s clinics on Chicago’s West Side.

Prior to Oak Street, he served as CareMore Health’s Clinical Design Officer and in leadership roles at Iora Health.

Ali serves on the faculty of the Yale School of Medicine and Northwestern’s Kellogg School of Management, on the Harvard Kennedy School Healthcare Policy Leadership Council and as a Director on the American Board of Internal Medicine’s Internal Medicine Specialty Board, the American Board of Internal Medicine Foundation, the Better Medicare Alliance and AcademyHealth. Ali was recognized as one of Modern Healthcare’s Top 25 Emerging Leaders in 2021, Crain’s Chicago Business’ 40 Under 40 in 2022, Crain’s Chicago Business’ Notable Executives of Color in Health Care in 2022 and the American College of Physicians’ Walter J. McDonald Award winner (as the nation’s top early career internal medicine physician) in 2024. He is a fellow of the California Health Care Foundation and Leadership Greater Chicago.

Ali completed his residency at Yale-New Haven Hospital. He is a graduate of the Harvard Kennedy School and VCU’s Medical College of Virginia, earning joint M.D. and M.P.P. degrees as a Harvard Public Service Fellow, and VCU’s B.S./M.D. Guaranteed Admissions Program in Medicine.

Abe Sutton

Abe Sutton serves as the Director of the Center for Medicare and Medicaid Innovation and Deputy Administrator for the Centers for Medicare and Medicaid Services (CMS). Before assuming this role in January of 2025, he was a Principal at Rubicon Founders where he co-founded two health service companies; Honest Health, which focuses on enabling primary care physicians, and Evergreen Nephrology, which focuses on enabling nephrologists. Sutton focused on health policy with the federal government from 2017 to 2019, serving at the National Economic Council, Domestic Policy Council and Department of Health and Human Services. In these roles, he coordinated health policy across the federal government, with a focus on the shift to paying-for-value within Medicare, increasing choice and competition in health care markets, and updating the federal government’s approach to kidney care.

Sutton started his career as a consultant with McKinsey & Company, where he worked with clients in the health sector. He holds a law degree from Harvard Law School and undergraduate degrees in political science, management, and health care management and policy from the Wharton School and the College at the University of Pennsylvania. In 2018, he was named to Forbes 30 Under 30 for Law and Policy.

Stephanie Carlton

Stephanie Carlton, CMS Chief of Staff and Deputy Administrator, is a healthcare leader with unique experience across the dimensions of the U.S. health care economy – business, policy, higher education, and clinical. When a Partner at McKinsey & Company, Stephanie was a leader in McKinsey’s SHaPE Practice with a deep focus on innovation and strategy. She also co-founded a place-based transformation with 20 community leaders in Texas to improve holistic health outcomes. Prior to McKinsey, she led Medicare Advantage and Medicaid issues on the US Senate Finance Committee (Republican staff) and worked as a labor & delivery nurse at Georgetown University Hospital. Stephanie has guest lectured at the University of Pennsylvania Wharton School, served as a fall 2022 resident fellow at the Harvard Kennedy School Institute of Politics, and was on the business school faculty at the University of Texas at Austin. She has served on the boards of the Health Care Cost Institute, Ignite Health Foundation, and the University of Texas McCombs Alumni Association.

Dr. Mehmet Oz

Dr. Oz serves as the 17th Administrator for the Centers for Medicare & Medicaid Services under HHS Secretary Robert Kennedy, Jr., and President Donald Trump. He is a Professor Emeritus at NY Presbyterian-Columbia Medical Center and has won nine Daytime Emmy® Awards.

Dr. Oz received his undergraduate degree from Harvard University and obtained a joint MD and MBA from the University of Pennsylvania School of Medicine and Wharton Business School.

He is the author of eight New York Times Best Sellers and was a founder of a lifestyle magazine with a focus that extends well beyond health and wellness to relationships, beauty, food and home.

In 2003, Dr. Oz founded a national non-profit which emulates the Peace Corps by putting energetic recent college graduates into high schools around the country to teach diet, fitness and mental resilience. He has raised $100 million to help 3 million teens with this nationwide program.

In addition to belonging to every major professional society for heart surgeons, Dr. Oz has been named Time magazine’s 100 Most Influential People, Forbes’ most influential celebrity, Esquire magazine’s 75 Most Influential People of the 21st Century, Harvard’s 100 Most Influential Alumni, AARP 50 Influential People Over 50, and received the Ellis Island Medal of Honor and a Hollywood Walk of Fame Star.

Kristie Spencer

Kristie Spencer is Vice President of Provider Partnerships at Elevance Health. She leads enterprise-wide strategy to optimize the company’s value-based contracting portfolio and deepen partnerships with care providers across Medicare, Medicaid, Commercial lines of business, and Carelon. Kristie is responsible for driving a multi-year transformation to simplify and scale value-based care, strengthen provider enablement, and improve Stars and HEDIS performance through aligned incentives and actionable insights. She draws on more than two decades of leadership across payers and providers to operationalize strategy, elevate provider success, and drive measurable results in quality, cost, and experience.

Adam Boehler

Adam Boehler, Managing Partner at Rubicon Founders, has nearly 20 years of experience in entrepreneurship and innovation in the private sector and in the U.S. Government. As the child of a primary care physician and a speech pathologist, Adam’s parents instilled in him the importance of caring, family, and community, and he saw how magic the time is between providers and their patients and the change that this can make in someone’s life.

Adam founded three healthcare companies including Landmark Health, a company delivering around-the-clock medical care to chronically ill patients. From there, Adam took on major roles in the U.S. Government, including Director of the Center for Medicare and Medicaid Innovation (CMMI), where he worked on value-based care for the United States. Adam was also a founding member of Operation Warp Speed, unanimously confirmed by the Senate as the first CEO of the International Development Finance Corporation (DFC), and a negotiator in the historic Abraham Accords.

After his government tenure, Adam started Rubicon because he wanted to build healthcare companies to transform how care is delivered in America, as he saw the power of bringing the private and public sector together to solve our nation’s greatest healthcare challenges.

Danielle A. Lloyd

Danielle A. Lloyd is the SVP, private market innovations & quality initiatives for AHIP. She is responsible for policy development and trend analysis in the areas of provider payment models, quality measurement, accreditation, data interoperability, and emerging technologies. She serves as chair of the steering committee for the national Core Quality Measure Collaborative. With 25 years’ experience in healthcare policy, Danielle has also worked on an array of healthcare issues for hospital associations and governmental agencies. She has a BA from the U. of Pennsylvania and an MPH from the U. of California, Berkeley, and a certificate in Technology & Innovation Advancement from the Massachusetts Institute of Technology xPRO program.

Patrick Conway

Dr. Conway was named CEO of Optum in 2025. Optum has 300K employee team members who serve over 127 million people with annual revenue exceeding $250 billion. It includes three main business units. Optum Health, with nearly 90,000 doctors and other clinicians, delivers clinical care and services in clinics, homes, ambulatory surgical centers, behavioral health, and other settings across the country and serves payers, large employers and the government. Optum Rx serves over 62 million people providing pharmacy care services and over 1.6 billion prescriptions per year. Optum Insight is a data and technology business that serves payers, health systems, life sciences, and others across the country. Collectively, Optum delivers health care services to help make the health system better for everyone.

Previously, Patrick served as chief executive officer of Optum Rx. In this role, he led an integrated pharmacy care services organization that is making drugs more affordable and creating a better experience for consumers, filling more than 1.6 billion retail, mail and specialty drug prescriptions annually. He joined Optum in February 2020 and previously served as the chief executive officer of Care Solutions, where he led a portfolio of care continuum businesses serving over 70 million people across acute and post-acute care, care in the home in-person and virtually, mental and behavioral care benefits and delivery, broad population and complex disease health management, specialty care and government health services.

Dr. Conway was president and chief executive officer of Blue Cross and Blue Shield of North Carolina from 2017-19. From 2011 to 2017, he served as Deputy Administrator for Innovation and Quality at the Centers for Medicare and Medicaid Services and as director of the Center for Medicare and Medicaid Innovation and the agency’s Chief Medical Officer. Before joining CMS, he oversaw clinical operations and quality improvement at Cincinnati Children’s Hospital Medical Center.

Dr. Conway is a practicing pediatric hospitalist. He was elected to the National Academy of Medicine in 2014, received the President’s Senior Executive Distinguished Service Award, and was a White House Fellow from 2007 to 2008. He earned his MD with high honors from Baylor College of Medicine, residency training at Boston Children’s Hospital, and Master of Science in clinical epidemiology from the University of Pennsylvania.

Andy Slavitt, MBA

With an extensive background in health care leadership and policy, Andy brings a wealth of experience advancing innovation and value-based care to improve Americans’ health. Andy holds key leadership positions in the private and non-profit sectors, including as a commissioner on the National Academy of Medicine’s Commission on Investment Imperatives for a Healthy Nation. He is a founder and Board Chair Emeritus of United States of Care, a national non-profit health advocacy organization, as well as a founding partner of Town Hall Ventures, a healthcare firm that invests in underrepresented communities. He has also co-chaired a national initiative on the future of health care at the Bipartisan Policy Center.

Andy’s experience includes serving as President Obama’s head of Medicare and Medicaid, were he led many of the nation’s most important health care initiatives and oversaw the turnaround and implementation of the Affordable Care Act. He was also a member of President Biden’s President’s Council of Advisors on Science and Technology (PCAST) working group on public health and the White House Senior Advisor for the COVID-19 response.

Libby Hoy

From a young age, Libby became a family caregiver to her mother while she battled breast cancer. Shortly after her death, Libby became a parent to three sons who live with mitochondrial dysfunction and in 2016 Libby was diagnosed with Stage IV salivary gland cancer. These experiences over the course of decades have shaped Libby’s passion for creating a person-centered health system.

In 2010, Libby founded PFCCpartners to create a community of patients, families and health care stakeholders committed to the shared learning of Patient & Family Centered Care practice. PFCCpartners also supports the PFANetwork, inclusive of more than 1000 Patient Family Advisors in active partnership with health systems, measure developers, policy, quality improvement teams and researchers across the country to improve the quality, safety, experience, and design of healthcare.

Libby serves on many national and statewide efforts to promote a safer, more equitable healthcare system, including the HCPLAN Executive Forum and as a former Patient Perspectives Council (PPC) member, National Quality Forum Multi Stakeholder Council, Patient Centered Outcomes Research Institute Ambassador and California Healthcare Compare Board of Directors. In all of her work, Libby strives to build the infrastructure for high value and sustainable partnerships to improve health outcomes for all.

Karen Dale

Karen M. Dale is the market president for AmeriHealth Caritas’ Medicaid managed care organization (MCO) in Washington, D.C. She is responsible for leading key initiatives to strategically position the MCO as a market leader offering innovative solutions for the critical challenges faced by its members.

In addition to her role as market president, Ms. Dale was appointed to AmeriHealth Caritas’ newly created position of chief diversity, equity, and inclusion officer (CDEIO). As CDEIO, Dale leads the planning and implementation of diversity and inclusion strategies across the organization to link workforce, workplace, health equity, and supplier diversity with measurable business and cultural outcomes.

Having held multiple positions of leadership during the past two decades, Ms. Dale has worked with a broad group of stakeholders to address policies and other key factors impacting the delivery of health care services. In addressing the range of needs experienced by the nation’s vulnerable populations, Ms. Dale has cultivated a focus that has helped AmeriHealth Caritas concurrently innovate, while meeting the highest levels of quality and service. These efforts include the use of digital tools to aid in the management of chronic diseases, peer-to-peer outreach using community health workers and peer specialists, and the use of a human-centered design member engagement approach. Ms. Dale’s vision is notably reflected in key programs addressing Black maternal health, racism, housing, transportation, violence interruption, and food insecurity. In addition, her philosophy that health care must evolve into a health ecosystem that promotes wellness without barriers, starting where people are, has led to several collaborative relationships with providers, community partners, philanthropists, and businesses to implement sustainable, scalable solutions with high impact.

Ms. Dale holds a Master of Science degree in psychiatric mental health nursing from The Catholic University of America, Washington, D.C., and a Bachelor of Science degree in nursing from George Mason University, Fairfax, Virginia. She was a member of the Leadership Greater Washington Class of 2003. She serves as a board member for both Volunteers of America National Services and the Volunteers of America National Board and the Access to Justice Commission.

Victoria (Tori) Bratcher

Tori Bratcher serves as president of Trinity Integrated Care, LLC, and system director of alternative payment models for Trinity Health. In this role, Ms. Bratcher has accountability for Trinity Health’s national alternative payment models, including serving as the president for one of the nation’s largest Medicare Shared Savings Program (MSSP) ACOs. She also has system accountability for several of Trinity Health’s clinically integrated networks. She is a member of the system team accountable for $11 billion of medical expense for two million lives in Medicare ACOs, Medicare Advantage, Medicaid, and commercial alternative payment models.  Trinity Health has been a top performer on quality and affordability in its MSSP and Next Generation ACOs.

Ms. Bratcher joined Trinity Health from Indiana University (IU) Health, the largest academic health system in the state of Indiana, where she last served as executive director of population health services. In this role, she managed a portfolio of risk contracts while building and operating the capabilities required to achieve strong financial and clinical outcomes within population health for over seven years. Prior to her role at IU Health, Ms. Bratcher spent time in other operational and strategic positions within clinically integrated networks and physician group practices throughout the Midwest.

Ms. Bratcher received her Bachelor of Science from Indiana Wesleyan University and Master of Health Administration from University of Illinois Chicago. She lives with her husband and two daughters in Indianapolis, where they enjoy being outdoors and playing soccer.

Ellie Hallen

Ellie Hallen serves as Allina Health’s director of care transformation, population health, and the Allina Integrated Medical Network. Across the health system and clinically integrated network, she builds the strategy and capabilities required to optimize patient outcomes and overall value-based care performance. Ms. Hallen drives exceptional population health and well-being outcomes, overseeing operations, strategy, performance, data analysis and insights, budgeting, and project implementation to scale transformative, human-centered, and value-based care models. Ms. Hallen has led in operations and strategic health care roles in settings ranging from a rural community hospital to a regional safety-net hospital to large integrated health care delivery systems. She is a convener, mentor, and influencer dedicated to fostering a culture of trust, engagement, and continuous improvement across the market, organization, patient populations, strategic partnerships, and the larger community.

Ms. Hallen achieved her Master of Healthcare Administration from the University of Minnesota in 2015 and an undergraduate degree from Boston College in economics and psychology in 2012. She was recognized in 2023 as a TRUST Women in Healthcare Leadership annual awardee for health and well-being leadership, and by Becker’s Healthcare as a “40 Under 40” emerging health care leader.

Collaboratives and Innovative Partnerships

Washington Multi-Payer Collaborative

Initiative Description: The Washington State Health Care Authority formed a Multi-Payer Collaborative (MPC) to increase access to high-quality comprehensive primary care to improve health care outcomes. The MPC aims to improve primary care by enhancing the patient experience, improving population health outcomes, reducing costs, and improving the work life of health care providers. Part of the work being done by the MPC is the introduction of the MPC Learning Cohort, which will be an avenue for providers to shape where payers align their efforts to create primary care provider supports.

Strategic and Tactical Uses: Practices that are good candidates and meet certain characteristics can join an MPC Learning Cohort and help guide health plan alignment. Those that are not involved in the Washington MPC can use the strategies and direction of the MPC to help shape their own guiding principles. Practices in Washington that are participating in the Centers for Medicare & Medicaid Services’ new Making Care Primary model can benefit from the lessons of MPC’s current Learning Cohort to enable greater success in the new model.

Multi-payer Alignment Foundational Element: Providing and Leveraging Technical Assistance

Timeframe: Active

For additional information, please visit https://www.hca.wa.gov/about-hca/programs-and-initiatives/value-based-purchasing/primary-care-transformation

Stakeholders can reach out to the Multi-payer Collaborative directly with questions wampc-cebpstaff@ohsu.edu

Who Might Use This: Health Plans

Collaboratives and Innovative Partnerships

Vermont’s All-Payer Accountable Care Organization Model

Initiative Description: The Vermont All-Payer Accountable Care Organization (ACO) Model (VTAPM) began on January 1, 2017 and is scheduled to end on December 31, 2024. It is a culmination of Vermont’s commitment to health care transformation, building from Vermont’s Global Commitment to Health Section 1115 waiver, the Blueprint for Health, and a multi-payer ACO Shared Savings Program (SSP) pilot under Vermont’s State Innovation Models (SIM) Testing Grant. Medicare, Medicaid, BlueCross BlueShield of Vermont (BCBSVT), MVP Health Care, and the State Employees’ Health Care Plan — a self-insured plan administered by BCBSVT — participate in the model, representing the majority of covered lives in the state. The Model is administered by OneCare Vermont, which coordinates all funding from all VTAPM payment mechanisms — all-inclusive population-based payment, fixed prospective payment, and traditional fee-for-service (FFS). The Model aims to use this ACO structure to reduce statewide spending and improve population health outcomes.

Strategic and Tactical Uses: The VTAPM has been linked to reductions in Medicare spending, decreases in acute hospital and specialty visits, and efforts to improve care coordination and strengthen primary care. Despite these successes, the Model had mixed success related to payment reform, with FFS as the primary funding mechanism by participating commercial plans, and mixed quality measure alignment, with only 7 of the 18 OneCare measures in common among participating health plans. Other states can look to the VTAPM model to understand how decades of work toward health care payment reform efforts can be used to develop a statewide model with successful cost and quality outcomes. Lessons learned from the evaluation report — including the need to align financial incentives and attribution, and the importance of goal setting for aligned payment mechanisms (see additional information below) — should also be reviewed for states looking to leverage findings from Vermont.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components

Timeframe: Active

For additional information, please visit
https://www.cms.gov/priorities/innovation/
data-and-reports/2023/vtapm-3rd-eval-full-report

Who Might Use This: Health Plans

Government Regulation and Guidance

Updated Centers for Medicare & Medicaid Services Health Equity Framework

Initiative Description: The Centers for Medicare & Medicaid Services (CMS) has updated the agency’s Framework for Health Equity, expanding upon its initial 2022-2032 priorities. The five priorities for reducing disparities in health include: expanding the collection, reporting, and analysis of standardized data; assessing causes of disparities within CMS programs, and addressing inequities in policies and operations to close gaps; building capacity of health care organizations and the workforce to reduce disparities in health and health care; advancing language access, health literacy, and the provision of culturally tailored services; and increasing all forms of accessibility to health care services and coverage.

Strategic and Tactical Uses: The Framework offers insight on alignment priorities for health equity data collection, sharing, and use to reduce observed health disparities.

Multi-payer Alignment Foundational Element: Whole Person Care

Timeframe: Active

For additional information, please visit https://www.cms.gov/About-CMS/Agency-Information/OMH/health-equity-programs/cms-framework-for-health-equity

Government Regulation and Guidance

Trusted Exchange Framework Common Agreement Standards

Initiative Description: The Trusted Exchange Framework Common Agreement (TEFCA) was published by the Office of the National Coordinator for Health Information Technology (ONC) to establish the infrastructure model and governing approach for users in different networks to securely share basic clinical information with each other, all under commonly agreed-to expectations and rules. TEFCA describes a common set of non-binding, foundational principles for trust policies and practices that can help facilitate an exchange among organizations. These principles include standardization, transparency, cooperation and non-discrimination, privacy, security, patient safety, access, and data-driven accountability.

Strategic and Tactical Uses: Currently, providers may have disparate access to patient data across multiple networks, adding to their administrative burden. Patients may also struggle to access their own data easily. As TEFCA becomes operational, organizations and patients will benefit from improved access to data as TEFCA aims to create seamless nationwide exchange.

Multi-payer Alignment Foundational Element: Timely and Consistent Data Sharing

Timeframe: Active

For additional information, please visit
https://www.healthit.gov/topic/
interoperability/policy/trusted-
exchange-framework-and-common-
agreement-tefca

Who Might Use This: Health Plans | Providers | Policy Makers

Government Regulation and Guidance

The Universal Foundation Measure Set

Initiative Description: In an effort to align measures that drive quality improvement and care transformation, the Centers for Medicare & Medicaid Services (CMS) selected adult and pediatric measures that promote the best, safest, and most equitable care for individuals across critical quality areas: wellness and prevention, chronic conditions, behavioral health, person-centered care, and seamless care coordination. The measures will be used across CMS quality programs and prioritized for stratification and digitization.

Strategic and Tactical Uses: Organizations can compare the Universal Foundation with other aligned measure sets to identify overlap and prioritize measures for multi-payer implementation initiatives. The Universal Foundation will continue to evolve over time with population-specific “add-on” measure sets.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://www.cms.gov/aligning-quality-measures-across-cms-universal-foundation

Who Might Use This: Health Plans | Providers | Purchasers | Policy Makers

Alignment Resources and Helpful Documents

The Future of Sustainable Value-Based Payment:
Voluntary Best Practices to Advance Data Sharing

Initiative Description: The National Association of Accountable Care Organizations (NAACOs), American Medical Association (AMA), and AHIP created a playbook that presents voluntary guidelines and best practices to advance data sharing, which includes data privacy, data infrastructure, value-based care participant readiness, federal health information technology requirements, and financial investment. The playbook is based on findings from an advisory workgroup comprising members from each partner association, a managing committee of association leaders, a literature review, an environmental scan, and interviews with subject matter experts.

Strategic and Tactical Uses: Organizations can use the playbook to develop or refine their own value-based care strategy, especially with regard to data and infrastructure practices.

Multi-payer Alignment Foundational Element: Timely and Consistent Data Sharing

Timeframe: Active

For additional information, please visit https://static1.squarespace.com/static/66902b12f1fed363b0b53399/t/
672bc13f3280b257e6ba342d/1730920768222/Voluntary-Best-Practices-to-Advance-Data-Sharing.pdf

Collaboratives and Innovative Partnerships

North Carolina Healthy Opportunities Pilots

Initiative Description: The North Carolina Health Opportunities Pilots (HOP), part of NC’s Section 1115 waiver, is a comprehensive program dedicated to solving non-medical needs for Medicaid enrollees. HOP covers the cost of 29 interventions defined and priced in the Department of Health and Human Services’ Pilot Fee Schedule, including housing navigation and move-in fees, food and nutrition access care, transportation reimbursement, and violence intervention services. The North Carolina Department of Health and Human Services intends to expand HOP services to new populations beginning with those eligible for Tailored Care Management.

Strategic and Tactical Uses: HOP is the country’s first comprehensive program to reimburse for such a broad set of services and, unlike traditional Medicaid services, supports the enrollee and their family (e.g., an enrollee who is food insecure will receive a food box covering the entire family). Other states can use North Carolina’s HOP program to evaluate the benefits of non-medical interventions. Based on the reports from the Department of Health and Human Services, similar programs can be implemented across other states, helping to reduce health care costs and improve population health.

Multi-payer Alignment Foundational Element: Whole Person Care

Timeframe: Active

For additional information, please visit https://www.ncdhhs.gov/about/department-initiatives/healthy-opportunities/healthy-opportunities-pilots and https://ncmedicaljournal.com/article/94844-reflecting-on-nearly-two-years-of-north-carolina-s-healthy-opportunities-pilots

Who Might Use This: Health Plans | Providers | Community-based Organizations

Collaboratives and Innovative Partnerships

NCCARE360

Initiative Description: NCCARE360 is a statewide network that unites health care and human services organizations with a shared technology. The NCCARE360 implementation team includes United Way of North Carolina/NC 211, Unite Us, and Expound Decision Systems. These organizations link people and families to free and local health and human services resources, offer a platform for secure and timely care coordination and outcomes, and create a data repository model to manage social determinants of health resources in North Carolina.

Strategic and Tactical Uses: North Carolina community-based organizations, health plans, and health systems can join the NCCARE360 network and gain access to the resources that they provide. Outside of North Carolina, organizations can look to form a public-private partnership like NCCARE360 and create a similar cross-sectoral referral technology platform or expand their current platforms to a statewide scale.

Multi-payer Alignment Foundational Element: Timely and Consistent Data Sharing, Whole Person Care

Timeframe: Active

For additional information, please visit https://nccare360.org/

Who Might Use This: Health Plans | Providers | Enabling Organizations | Community-Based Organizations

Collaboratives and Innovative Partnerships

National Quality Forum Aligned Innovation

Initiative Description: Aligned Innovation is a multi-stakeholder initiative from the National Quality Forum (NQF) that advances quality measures for behavioral health and maternal health outcomes. The recent new measures prioritized by the Coalition include outcomes for mild to moderate behavioral health conditions and the reduction of severe maternal morbidity. The program is differentiated by a rapid-cycle measure development process, rather than the multi-year timeframe that’s typical of traditional measure development.

Strategic and Tactical Uses: These measures are outcome-oriented and patient-centered and can be used to support prospective measure alignment across the industry. Health plans not participating in Aligned Innovation can look to the initiative for lessons on measure development and achieving shared implementation.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://www.qualityforum.org/en-us/news/nqf_s_aligned_innovation_
initiative_to_advance_next_generation_measures_of_outcomes_for_behavioral, https://www.qualityforum.org/en-us/key-initiatives/aligned-innovation

Who Might Use This: Health Plans

Collaboratives and Innovative Partnerships

National Committee for Quality Assurance Bulk FHIR Coalition

Initiative Description: The Bulk FHIR Quality Coalition is a National Committee for Quality Assurance (NCQA) and public-private sector collaboration focused on leveraging regulated Fast Healthcare Interoperability Resources (FHIR) data for NCQA’s Healthcare Effectiveness Data and Information Set (HEDIS) measures. Phase 1 of the Coalition involves health plans, providers, and accountable care organization cohorts that create pipelines from clinical data and claims data, which are tested and validated against specific HEDIS FHIR Implementation Guides from NCQA.

Strategic and Tactical Uses: By participating in NCQA’s Bulk FHIR Coalition, organizations can be at the forefront of health care technology and data management, as well as support the broader goals of enhancing health care quality, efficiency, and patient outcomes. Organizations not yet ready to participate can follow the results of the Coalition for future implementation.

Multi-payer Alignment Foundational Element: Timely and Consistent Data Sharing

Timeframe: Active

For additional information, please visit https://www.ncqa.org/bulk-fhir-api-quality-coalition/

Who Might Use This: Health Plans | Providers | Policy Makers

Collaboratives and Innovative Partnerships

Minnesota Community Measurement

Initiative Description: Minnesota Community Measurement (MCM) is using data to improve health care in the region. They work with doctors, hospitals, clinics, insurance companies, purchasers, and state agencies to design measures, and then collect, analyze, and share actionable data on health care quality and cost. MCM releases a variety of annual public reports, including cost and utilization, health care quality, disparities by plan and demographics, and spotlight reports. These reports help consumers compare and choose clinics based on quality and cost ratings, understand the care they should receive, and learn how to save money on their care.

Strategic and Tactical Uses: MCM hosts public meetings and forums in order to gather community feedback on upcoming measures, guiding principles, specifications, and priorities. Entities in Minnesota are also encouraged to become members of MCM and help further their mission of using data to improve the health care industry.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting, Timely and Consistent Data Sharing

Timeframe: Active

For additional information, please visit https://mncm.org/

Who Might Use This: Health Plans | Providers | Purchasers

Collaboratives and Innovative Partnerships

Massachusetts Quality Measure Alignment Taskforce

Initiative Description: Massachusetts began convening the Taskforce in 2017 in order to: (1) build consensus on an aligned measure set for voluntary adoption by health plans in global budget-based risk contracts, (2) identify strategic priority areas for measure development, and (3) advise on the measurement and reporting of health inequities. Since 2017, the Taskforce has released annually updated measure sets for shared implementation. The Taskforce also maintains “Developmental Set measure topics,” which lists topics and measures that may be implemented in the future.

Strategic and Tactical Uses: The state releases a yearly Massachusetts Aligned Measure Set for health plan uptake and alignment. The Taskforce publicly tracks uptake of the measure set and reports findings. Adherence to the Aligned Measure Set among insurers that report to the Task Force has steadily increased from 65% in 2019 to 93% in 2023. Other states can look to the Taskforce to pursue and track measure alignment or expand the work to create a cross-state approach to quality measure alignment.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://www.mass.gov/info-details/eohhs-quality-measure-alignment-taskforce

Who Might Use This: Health Plans

Collaboratives and Innovative Partnerships

Kentuckiana Health Collaborative

Initiative Description: The Kentuckiana Health Collaborative (KHC) is a coalition of businesses and health care stakeholders focused on improving health care quality and making health care more affordable. KHC leads efforts for consolidated measurement and reporting by working with health plans to collect claims data that informs a quality measure list and reporting.

Strategic and Tactical Uses: KHC releases the Kentucky Core Healthcare Measures Set (KCHMS) bi-yearly. The measure set includes 42 primary care quality measures that serve as the foundation for KHC’s consolidated reporting. The set aims to reduce provider reporting complexity and align Kentucky’s health care organizations around a common set of quality measures. Other states can look to KHC for how to publicly report on quality measures.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://khcollaborative.org

Who Might Use This: Health Plans | Purchasers

Alignment Resources and Helpful Documents

Integrated Healthcare Association’s Align. Measure. Perform. Program

Initiative Description: The Integrated Healthcare Association’s (IHA) Align. Measure. Perform. (AMP) program is an initiative designed to improve health care quality and reduce costs through a coordinated approach in California. The program seeks to align incentives, measure performance, and reward high-quality, cost-effective care. AMP has four program components: an aligned measure set and benchmarking, incentive design, public reporting, and public recognition. Today, 16 health plans and more than 200 physician organizations participate in AMP.

Strategic and Tactical Uses: Plans, providers, and patients in California can participate in AMP programs by implementing measures, identifying improvement opportunities, and reviewing publicly reported results to make decisions about their health care providers. Other states or convening organizations can look to the AMP program for guidance on collective action toward value-based payment and quality measure improvement.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components, Timely and Consistent Data Sharing, Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://iha.org/performance-measurement/amp-program/

Who Might Use This: Health Plans | Providers

Government Regulation and Guidance

Final Rule to Expand Access to Health Information and Improve the Prior Authorization Process

Initiative Description: The final rule requires Medicare Advantage (MA) organizations, Medicaid and the Children’s Health Insurance Program (CHIP) fee-for-service (FFS) programs, Medicaid managed care plans, CHIP managed care entities, and issuers of Qualified Health Plans (QHPs) offered on the Federally-Facilitated Exchanges (FFEs) to improve the electronic exchange of health information and prior authorization processes for medical items and services. It also requires the same entities to implement a Health Level 7 (HL7) Fast Healthcare Interoperability Resources (FHIR) prior authorization application programming interface (API), which can be used to facilitate a more efficient electronic prior authorization process between providers and health plans by automating the end-to-end prior authorization process. Compliance requirements will begin in January 2027.

Strategic and Tactical Uses: Medicare FFS has already implemented an electronic prior authorization API, demonstrating the efficiencies other health plans could realize by implementing such an API. By implementing the requirements, the prior authorization process will reduce administrative burden on the healthcare workforce, empower clinicians to spend more time with patients, and prevent avoidable delays in care for patients. Health plans can prepare for compliance ahead of the start date January 1, 2027.

Multi-payer Alignment Foundational Element: Timely and Consistent Data Sharing

Timeframe: Upcoming

For additional information, please visit https://www.cms.gov/newsroom/press-releases/cms-finalizes-rule-expand-access-health-information-and-improve-prior-authorization-process

Who Might Use This: Health Plans | Providers | Enabling Organizations

Collaboratives and Innovative Partnerships

Delaware Primary Care Reform Collaborative

Initiative Description: The Delaware Health Care Commission created the Delaware Primary Care Reform Collaborative as part of a statewide effort to expand value-based care delivery models. The Collaborative develops recommendations to strengthen the primary care system in Delaware and includes health plans, providers, and Delaware state health leaders. The Collaborative also creates annual reports that provide insight into the primary care workforce and other relevant trends.

Strategic and Tactical Uses: The Delaware Primary Care Reform Collaborative hosts open meetings and posts the schedule, along with meeting minutes and materials, to their website for the public to review. The Collaborative also publishes trends and guidelines that result from their meetings. Other state agencies and collaboratives can learn from and collaborate with the Delaware Primary Care Reform Collaborative to draw larger, nationwide alignment on value-based care solutions.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components, Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://dhss.delaware.gov/dhss/dhcc/
collab.html

Government Regulation and Guidance

Cures Act Final Rule for Data Sharing

Initiative Description: The Office of the National Coordinator for Health Information Technology’s (ONC) Cures Act Final Rule aims to promote secure access, exchange, and use of electronic health information. The Act accelerates the uptake of standardized application programming interfaces (APIs), requires IT developers to provide API capabilities for population health management, and increases patient access to electronic health information.

Strategic and Tactical Uses: This rule helps to standardize the measure reporting process by promoting interoperability and enabling access to patient-level data from health plans, providers, and patients. Organizations should continue to track ongoing updates to the data sharing infrastructure.

Multi-payer Alignment Foundational Element: Timely and Consistent Data Sharing

Timeframe: Active

For additional information, please visit https://www.healthit.gov/buzz-blog/category/21st-century-cures-act

Collaboratives and Innovative Partnerships

Covered California’s Quality Transformation Initiative

Initiative Description: Covered California’s Quality Transformation Initiative (QTI) is focused on improving care for a small number of clinically important conditions for which there are major opportunities for improvement and established measures in current use. The four clinical areas of focus for improvement that are subject to Quality Transformation Fund payments are Controlling High Blood Pressure, Comprehensive Diabetes Care: Hemoglobin A1c Control, Colorectal Cancer Screening, and Childhood Immunization Status. Qualified Health Plan (QHP) issuers that fail to meet specified measure benchmarks will be required to make payments to the Quality Transformation Fund. For Measurement Year 2023, QHP final scores will be confirmed in September 2024, and issuer performance will be finalized and published by Spring 2025.

Strategic and Tactical Uses: QHP issuers in California can join the QTI to benefit from the financial incentives and quality measure improvements. For QHP issuers outside of California or other state agencies, this initiative can be used to set a baseline for financial incentives and quality measure alignment.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components, Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://hbex.coveredca.com/stakeholders/
plan-management/qti/

Who Might Use This: Health Plans | Providers

Collaboratives and Innovative Partnerships

Core Quality Measures Collaborative Measure Sets

Initiative Description: The Core Quality Measures Collaborative (CQMC) develops and releases core sets of quality measures for 10 clinical focus areas (primary care, behavioral health, cardiology, gastroenterology, Human Immunodeficiency Virus/Hepatitis C, medical oncology, neurology, obstetrics and gynecology, orthopedics, and pediatrics). CQMC Workgroups convene on an annual basis to update the existing core sets, conduct yearly maintenance, and hear from a broad-based coalition of health care leaders to gain different perspectives on the measures and consider new ones.

Strategic and Tactical Uses: Organizations can compare the CQMC measure sets with other aligned sets to identify overlap and prioritize measures for multi-payer implementation initiatives. Organizations should also look to CQMC’s non-primary care measure sets with partners to increase industry alignment in specialty care.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://digitalassets.jointcommission.org/api/public/content/4ac498d3dabf46feb730c3811bb8d382?v=4500a962

Who Might Use This: Health Plans | Providers | Purchasers

Collaboratives and Innovative Partnerships

Colorado Social Health Information Exchange (SHIE)

Initiative Description: The Colorado State Health Information Exchange (SHIE) will be a network of social health data, insights, and resources that helps people understand and access the best path to positive health outcomes. The state is actively building a unifying architecture that provides a secure overarching network for the sharing of health information between providers. Regional hubs are also part of the SHIE program and will ensure that SHIE development is driven by the needs and priorities of people in Colorado.

Strategic and Tactical Uses: Colorado providers will be able to use SHIE to meet their patients’ holistic needs more effectively, reduce administrative burden, and improve care utilization. The Office of eHealth Innovation (OeHI) is developing their regional health approach and will be soliciting applications from community care organizations seeking to share data through the architecture. Organizations across the health care industry can stay informed on OeHI’s progress by attending webinars and reviewing the Office’s helpful resources.

Multi-payer Alignment Foundational Element: Timely and Consistent Data Sharing, Whole Person Care

Timeframe: Upcoming

For additional information, please visit https://oehi.colorado.gov/SHIE

Who Might Use This: Health Plans | Providers | Policy Makers | Enabling Organizations

Government Regulation and Guidance

Colorado Regulation 4-2-96 Concerning Primary Care Alternative Payment Model Parameters

Initiative Description: Colorado’s recent Regulation 4-2-96 directs the Division of Insurance (DOI) to establish aligned parameters for primary care alternative payment models (APMs). Regulation 4-2-96 aims to improve health care quality and outcomes in a manner that reduces health disparities, actively advances health equity, and increases the number of Coloradans who receive the right care at the right time and place at an affordable cost. The DOI engaged a broad array of organizations in order to gather feedback and insight prior to developing and promulgating a rule on quality measures, patient attribution, risk adjustment, and core competencies.

Strategic and Tactical Uses: Health insurance carriers must annually report on their use of the aligned APM parameters for primary care services. For plans issued or renewed on or after January 1, 2025, the APM Implementation Plan must conform to the alignment parameters in the new regulation. DOI will continue to engage organizations as the alignment parameters are reviewed and updated on an annual basis. Other state agencies can monitor Colorado’s experience with using regulation to drive alignment and consider adopting a similar strategy.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components, Performance Measurement and Reporting

Timeframe: Upcoming

For additional information, please visit https://doi.colorado.gov/hb22-1325-primary-care-alternative-payment-models/

Who Might Use This: Health Plans

Collaboratives and Innovative Partnerships

Colorado Primary Care Payment Reform Collaborative

Initiative Description: Created through HB 19-1233 and convened by the Division of Insurance (DOI), the Colorado Primary Care Payment Reform Collaborative (PCPRC) has been meeting since July of 2019. The PCPRC focuses on developing strategies for increased investments in primary care and advises on the development of affordability standards and targets for carrier investments in primary care. The PCPRC is also working on strategies to reduce health care costs, implement evidence- and value-based incentives, direct resources to the patients and practices that need increased capacity, and sustain advanced primary care delivery models.

Strategic and Tactical Uses: The Collaborative has open meetings for members of the health care community to join and advocate for primary care strategies. Active members of the Colorado health care community are encouraged to join the Collective and influence the future of primary care payment reform in Colorado. Health plans, providers, and other organizations from other states can build a group like Colorado’s to align on primary care payment goals in their state.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components, Performance Measurement and Reporting, Whole Person Care, Providing and Leveraging Technical Assistance

Timeframe: Active

For additional information, please visit https://doi.colorado.gov/insurance-products/health-insurance/health-insurance-initiatives/primary-care-payment-reform

Government Regulation and Guidance

Civitas Networks for Health

Initiative Description: Civitas Networks for Health (Civitas) brings together organizations that focus on improving health in communities throughout the country through data-led multi-stakeholder collaboration. Civitas focuses on increasing collaboration and shared learning, providing thought leadership and technical expertise, and educating public and private entities about the benefits, functions, and roles of Civitas’ community. Members and topics include all-payer claims databases, health information exchanges, regional health improvement collaboratives, quality improvement organizations, and the emerging Health Data Utility model.

Strategic and Tactical Uses: Organizations can become members of Civitas to participate in multi-site workgroups and projects alongside organizations in pursuit of advancing interoperability and data-sharing alignment. Organizations can also learn about relevant reports, resources, and policy briefings.

Multi-payer Alignment Foundational Element: Timely and Consistent Data Sharing

Timeframe: Active

For additional information, please visit https://www.civitasforhealth.org/

Who Might Use This: Health Plans | Purchasers | Enabling Organizations | Policy Makers

Government Regulation and Guidance

Centers for Medicare & Medicaid Services Medicaid Child Core Sets

Initiative Description: The Children’s Health Insurance Program Reauthorization Act of 2009 (CHIPRA) included provisions to strengthen the quality of care provided to and health outcomes of children in Medicaid and the Children’s Health Insurance Program (CHIP). It required the Department of Health and Human Services (HHS) to identify and publish a core measure set of children’s health care quality measures for voluntary use by state Medicaid and CHIP programs and to review and update the list annually. Beginning in 2024, all states are required to report on the Child Core Set, which will continue to be updated annually.

Strategic and Tactical Uses: Organizations can compare the Medicaid Child Core Set with other aligned measure sets in use, to identify overlap and prioritize measures for multi-stakeholder implementation initiatives.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://www.medicaid.gov/medicaid/quality-of-care/performance-measurement/adult-and-child-health-care-quality-measures/childrens-health-care-quality-measures/index.html

Who Might Use This: Health Plans | Providers | Enabling Organizations | Policy Makers

Government Regulation and Guidance

Centers for Medicare & Medicaid Services Meaningful Measures Initiative

Initiative Description: The Meaningful Measures Initiative addresses measurement gaps, reduces burden, and increases efficiency by: (1) Using only high-value quality measures impacting key quality domains; (2) Aligning measures across value-based programs and across partners, including the Centers for Medicare & Medicaid (CMS), federal, and private entities; (3) Prioritizing outcome and patient-reported measures; (4) Transforming measures to be fully digital and incorporating all-payer data; (5) Developing and implementing measures reflecting social drivers/determinants of health (SDOH).

Strategic and Tactical Uses: Organizations can look toward the Meaningful Measures Initiative when developing their measure strategy. Industry movement toward similar goals (e.g., digital quality measurement) helps reduce fragmentation.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://www.cms.gov/medicare/quality/
meaningful-measures-initiative

Who Might Use This: Health Plans

Government Regulation and Guidance

Centers for Medicare & Medicaid Services Medicaid Adult Core Sets

Initiative Description: The Social Security Act (Section 1139B) requires the Department of Health and Human Services (HHS) to identify and publish a core set of health care quality measures for adult Medicaid enrollees and to review and update the list annually. The Adult Core Set includes a range of quality measures encompassing both physical and behavioral health. Beginning in 2024, all states are required to report on the behavioral health measures of the Adult Core Set, which will continue to be updated annually.

Strategic and Tactical Uses: Organizations can compare the Medicaid Adult Core Sets with other aligned measure sets in use, to identify commonalities and prioritize measures for multi-stakeholder implementation initiatives.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://www.medicaid.gov/medicaid/quality-of-care/performance-measurement/adult-and-child-health-care-quality-measures/adult-health-care-quality-measures/index.html

Who Might Use This: Health Plans | Providers | Policy Makers | Enabling Organizations

Collaboratives and Innovative Partnerships

California Advanced Primary Care Initiative

Initiative Description: The California Quality Collaborative (led by the Purchaser Business Group on Health) and the Integrated Healthcare Association convene purchasers, health plans, and providers in California to strengthen the primary care delivery system. As part of this effort, health plans signed a Memorandum of Understanding (MOU) that commits them to shared primary care measures and a roadmap to advancing primary care in California. The Initiative culminates with the Payment Model Demonstration Project (July 2024-December 2025) to test a common value-based payment model with approximately 30 independent practices.

Strategic and Tactical Uses: The Initiative represents a multifaceted pilot that requires coordinated measure implementation, data sharing, and trust. In order to further statewide alignment, additional organizations in California are encouraged to sign the MOU and join the Initiative. Non-California health plans can use the MOU as a blueprint to build similar collaboratives in their state. The Advanced Primary Care Measure Set and Roadmap to Advanced Primary Care are also available for organizations looking to better align their primary care services.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components, Performance Measurement and Reporting, Technical Assistance, Timely and Consistent Data Sharing

Timeframe: Active

For additional information, please visit https://www.pbgh.org/initiative/ca-advanced-primary-care-initiative/

Who Might Use This: Health Plans | Purchasers | Providers

Government Regulation and Guidance

Medicaid and Children’s Health Insurance Program
Managed Care Access, Finance and Quality Final Rule

Initiative Description: On April 22, 2024, Medicaid and Children’s Health Insurance Program (CHIP) finalized two key regulations: “Ensuring Access to Medicaid Services” (Access Rule) and “Medicaid, CHIP Managed Care Access, Finance, and Quality” (Managed Care Rule), aimed at improving access to care in Medicaid across delivery systems (fee-for-service and managed care) and authorities (state plan and waiver services). The Managed Care Rule addresses five primary areas: (1) access in managed care, including network adequacy, (2) state directed payments, (3) medical loss ratio standards, (4) in lieu of services and settings (ILOSs), and (5) quality and performance assessment.

Strategic and Tactical Uses: The new rule will improve how managed care plans serve their members. Plans will need to collaborate closely with providers to implement the requirements of the rule.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components, Timely and Consistent Data Sharing

Timeframe: Active

For additional information, please visit https://www.medicaid.gov/medicaid/
managed-care/guidance/medicaid-and-chip-managed-care-final-rules/
index.html

Who Might Use This: Health Plans | Providers | Policy Makers

Michael de la Guardia

Michael de la Guardia is the Deputy Director of the Division of Health Plan Innovation (DHPI) in the Seamless Care Models Group (SCMG) within the Center for Medicare and Medicaid Innovation at the Centers for Medicare & Medicaid Services (CMS); the division currently houses Medicare Advantage models. Michael also co-leads the Center’s portfolio of climate change and health initiatives. Prior to his role as Deputy Director of DHPI, Michael was the Value-Based Insurance Design (VBID) Model Co-Lead. He previously worked at the United States Senate Committee on Finance as a Health Policy Fellow focused on the Inflation Reduction Act and Medicare and Medicaid legislation and hearings. Michael received a B.S. from the Georgia Institute of Technology and an M.P.H. and M.B.A. from the University of California (UC), Berkeley.

Resource or Opportunity Type

Alignment Resources and Helpful Documents – Includes links to papers, materials, tools, or other resources on value-based care and APMs. These resources may recommend approaches to align on APM design element(s) or provide guidance to improve cross-sector engagement strategy to advance alignment.

Collaboratives and Convening Organizations – Includes organizations bringing together various stakeholders to support multi-payer alignment and/or value-based care. Each collaborative may serve a slightly different purpose but can be leveraged as a convening opportunity for a shared region or goals.

Government Regulation and Guidance – Includes rules or regulations that may influence the strategic development or execution of an alignment initiative. The guidance can help to mitigate challenges related to alignment and alert interested parties to opportunities for cross-sector alignment.

Innovative Initiatives and Partnerships – Includes examples of ongoing work to advance alignment efforts and innovate health care payment. Some of these efforts are open to public participation, while others may be geographically or time bound.

Timeframe

Upcoming: Initiatives or resources that are expected to start or be released in the near future.

Active: Initiatives or resources that are relevant and ongoing.

Archived: Initiatives or resources that are no longer active but are memorialized as content that has previously been included in the Landscape.

Reginald Vicks

COO – Reginald Vicks, RN, BSN, MBA brings more than 27 years of healthcare leadership experience, mid-level and executive, to oversee and monitor the Agency’s multi-site specific programs and operations. Mr. Vicks is a Registered Nurse with experience in healthcare management for both acute care and community-based settings. His professional background includes direct patient care nursing & healthcare management, along with oversight of clinical operations. Prior to coming to CrescentCare, Reginald served as the director of the Emergency and Critical Care Services for New Orleans East Hospital. Mr. Vicks brings experience in operations, policy and procedure development, staffing management and equipment procurement, as well as training, research and the use of an evidence-based practice model of care delivery. His experience with start-up processes as New Orleans and its hospitals rebuilt after Hurricane Katrina assists CrescentCare as it continues to expand.

Government Regulation and Guidance

Alternative Payment Model Performance Pathway

Initiative Description: The Alternative Payment Model (APM) Performance Pathway (APP) is an optional Merit-based Incentive Payment System (MIPS) reporting and scoring pathway for MIPS-eligible clinicians who are also participants in MIPS APMs. Performance is measured across three areas: quality, improvement activities, and promoting interoperability. The idea behind the measure set is to reduce burden, create new scoring opportunities for participants in MIPS APMs, and encourage participation in APMs through alignment.

Strategic and Tactical Uses: APM entities in a MIPS APM may report the APP on behalf of their MIPS-eligible clinicians. Accountable Care Organizations (ACOs) participating in the Medicare Shared Savings Program are required to report the APP for the purpose of assessing their quality performance for that program. Groups and individuals may also report the APP on behalf of their MIPS-eligible clinicians.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components, Performance Measurement and Reporting

Timeframe: Active

For additional information, please visit https://qpp.cms.gov/mips/apm-performance-pathway

Who Might Use This: Providers

Collaboratives and Innovative Partnerships

Arkansas’s Multi-state, Multi-payer Collaborative

Initiative Description: Since 2011, Arkansas Blue Cross and Blue Shield, Blue Cross and Blue Shield of Kansas City, and Blue Cross and Blue Shield of Oklahoma (BCBS health plans) have engaged in a regional, multi-payer learning and technical assistance effort. The effort started as an initiative to stay connected, share lessons learned, and demonstrate best practices related to the Comprehensive Primary Care Initiative, but now the Collaborative has spanned two additional Innovation Center models (Comprehensive Primary Care Plus and Primary Care First). The multi-state effort has continued to grow organically beyond the models and BCBS health plans.

Strategic and Tactical Uses: Regional health plans in Arkansas, Oklahoma, and the Kansas City area participate in the multi-state, multi-payer Collaborative and are involved in alignment efforts for quality measures, technical assistance, and information exchange. Health plans outside of the area can use the collaborative as an example of regional plans coming together to align and can explore forming a Collaborative in their own region.

Multi-payer Alignment Foundational Element: Performance Measurement and Reporting, Whole Person Care, Timely and Consistent Data Sharing, Providing and Leveraging Technical Assistance

Timeframe: Active

For additional information, please email Alicia Berkemeyer (amberkemeyer@arkbluecross.com) or Adam Whitlock (mawhitlock@arkbluecross.com).

Who Might Use This: Health Plans

Government Regulation and Guidance

2025 Hospital Inpatient Prospective Payment System and Long-Term
Care Hospital Prospective Payment System Final Rule

Initiative Description: On August 1, 2024, the Centers for Medicare & Medicaid Services (CMS) issued the fiscal year (FY) 2025 Medicare hospital inpatient prospective payment system (IPPS) and long-term care hospital prospective payment system (LTCH PPS) final rule.

Strategic and Tactical Use: The new rule will update Medicare fee-for-service payment rates and policies for inpatient hospitals and LTCHs for FY 2025. CMS is publishing this final rule to meet the legal requirements to update Medicare payment policies for IPPS hospitals and LTCHs on an annual basis.

Multi-payer Alignment Foundational Element: Aligning Key Payment Model Components

Timeframe: Active

For additional information, please visit https://www.cms.gov/newsroom/fact-sheets/fy-2025-hospital-inpatient-prospective-payment-system-ipps-and-long-term-care-hospital-prospective

Who Might Use This: Health Plans | Providers

Innovative Initiatives and Partnerships

Core Quality Measures Collaborative Measure Sets

Initiative Description: The Core Quality Measures Collaborative (CQMC) develops and releases core sets of quality measures for 10 focus areas. The CQMC Workgroups convene on an annual basis to update the existing core sets, conduct yearly maintenance, and dialogue with members from a variety of stakeholder groups to gain different perspectives on the measures and consider new ones.

Strategic and Tactical Uses: Organizations can compare the CQMC Measures Collaborative Core Measure Sets with other aligned measure sets in use to identify overlap and prioritize measures for multi-payer implementation initiatives.

Multi-payer Alignment Foundational Element: Performance Measurement

Timeframe: Active

For additional information, please visit https://www.qualityforum.org/CQMC_Core_Sets.aspx

Who Might Use This: Payers | Providers | Purchasers

Collaboratives and Innovative Partnerships

California Health and Human Services
Data Exchange Framework

Initiative Description: The Data Exchange Framework (DxF) is an agreement across health and human services systems and providers to share information safely and effectively. The Framework aims to make data available to drive decisions and outcomes, promote individual data access, reinforce data privacy and security, and establish clear and transparent terms and conditions for data collection, exchange, and use. Starting January 2024, health care entities are required to exchange real-time information with each other and with public health and social services for treatment, payment, and health care operations.

Strategic and Tactical Uses: California organizations are required to use the Framework to communicate with each other regarding the sharing of patient data. States outside of California can apply a similar data exchange framework to improve data sharing for their own populations.

Multi-payer Alignment Foundational Element: Timely and Consistent Data Sharing

Timeframe: Active

For additional information, please visit https://www.cdii.ca.gov/committees-and-advisory-groups/data-exchange-framework/

User Guide

Each card includes background information on the alignment opportunity, including anticipated strategic and tactical uses and audience, associated foundational element(s), timeframe, and where to find additional information.

The Alignment Landscape includes a search bar and three filters to help narrow down items that are relevant to your alignment goals.

Filters:

The Timeframe section
filters by upcoming, active and archived opportunities and resources:

Timeframe

The Resource or Opportunity Type section filters by initiatives and resources which are categorized into the following three groups:

Resource or Opportunity Type

The Multi-Payer Alignment Foundational Elements section filters by key features of multi-payer initiatives, defined by the Duke-Margolis Institute for Health Policy.

Multi-payer Alignment Foundational Elements

Alignment Resources and Helpful Documents includes links to papers, materials, tools, or other resources on value-based care and APMs. These resources may recommend approaches to align on APM design element(s) or provide guidance to improve cross-sector engagement strategy to advance alignment.

Government Regulation and Guidance includes rules or regulations that may influence the strategic development or execution of an alignment initiative. The guidance can help to mitigate challenges related to alignment and alert interested parties to opportunities for cross-sector alignment.

Collaboratives and Innovative Partnerships includes organizations bringing together various stakeholders to support multi-payer alignment and/or value-based care work. Each collaborative or initiative may serve a slightly different purpose but can be leveraged as a convening or learning opportunity for a shared region or goals.

User Guide

Each card includes background information on the alignment opportunity, including anticipated strategic and tactical uses and audience, associated foundational element(s), timeframe, and where to find additional information.

The Alignment Landscape includes a search bar and three filters to help narrow down items that are relevant to your alignment goals.

Filters:

The Timeframe section filters by new, upcoming and archived opportunities and resources:

The Resource or Opportunity Type section filters by initiatives and resources which are categorized into the three following groups:

Alignment Resources and Helpful Documents: Includes links to papers, materials, tools, or other resources on value-based care and APMs. These resources may recommend approaches to align on APM design element(s) or provide guidance to improve cross-sector engagement strategy to advance alignment.

The Multi-payer Alignment Foundational Elements section filters by the Accountable Care Curve Measurement.

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Download accessible PDF of 2023 APM Measurement Report

Maria Ramirez Perez

Maria Ramirez Perez is a Program Manager with NC Medicaid’s Healthy Opportunities Pilots program and leads the program’s efforts with Network Leads and community-based organizations. Prior to her work with NC HOP, she also co-led the implementation of NC DHHS’s COVID-19 Support Services Program which helped connect households with social supports to safely quarantine or isolate.

Maria previously worked with Legal Aid of North Carolina where she represented clients in public benefits appeals. She also led regional implementation and outreach efforts to help North Carolinians gain access to clinical care and social supports through the Medical-Legal Partnership and Healthcare Navigator programs.

Maria earned her Master of Public Health from UNC Gillings School of Global Public Health. When she is not focused on addressing healthy opportunities, Maria is trying new recipes or exploring the outdoors. She has logged hundreds of miles hiking in the southeast.

Kate Davidson, LCSW

Kate Davidson, LCSW is the director of the learning and diffusion group (LDG) at the Center for Medicare and Medicaid Innovation (CMMI), within the Centers for Medicare & Medicaid Services (CMS).  In this role, Ms. Davidson leads CMMI’s team focused on accelerating healthcare system transformation by leveraging improvement science within and across models, as well as leading the multi-payer alignment strategy for the Center through the Health Care Payment Learning and Action Network (HCPLAN). Prior to joining CMS, Ms. Davidson led Policy and Practice Improvement efforts at the National Council for Mental Wellbeing, where she managed payment reform, quality improvement, and workforce development initiatives in mental health and addiction prevention, treatment, and recovery organizations, and provided training and technical assistance to human services organizations, counties, and states. Ms. Davidson began her career in healthcare as a social worker researching, testing, and scaling interventions in community-based settings.  Ms. Davidson has an MSW from Fordham University and a BA from Loyola College in Maryland.

Peter T. Walsh, M.D, M.P.H

Dr. Peter Walsh joined the Colorado Department of Health Care Policy and Financing as the Chief Medical Officer on December 1, 2020. Prior to joining HCPF, Dr. Walsh served as a Hospital Field Representative/Surveyor at the Joint Commission, headquartered in Oakbrook Terrace, Illinois.

Dr. Walsh is an Aerospace Medicine Specialist, who provided primary care to aircrew and special operational personnel and their families during much of his 21-year active duty career in the U.S. Air Force. Upon retirement in 2006 he served as an Urgent Care Physician at the previous Memorial Health System in Colorado Springs between 2006 and 2008 and practiced at the Centura Center for Occupational Medicine in Colorado Springs, CO and Pueblo, CO between 2006 and 2009.

His prior positions include serving as the Chief Medical Officer, South State Operating Group of Centura Health, Corporate Chief Medical Executive for Centura Health in Denver, Colorado, and the VP of Medical Affairs at St. Francis Medical Center in Colorado Springs, Colorado.

Dr. Walsh received his B.A. at the University of Southern California, his M.D. from the Medical College of Ohio in Toledo, Ohio, and a M.P.H. from Harvard School of Public Health. He completed his residency in Aerospace Medicine at the USAF School of Aerospace Medicine at Brooks AFB, Texas.

Jeff Micklos

Jeff Micklos, J.D., is the executive director of the Health Care Transformation Task Force. An attorney by training, Jeff is the former executive vice president of Management, Compliance & General Counsel for the Federation of American Hospitals, a national trade association representing investor-owned hospitals. He is also a former partner in the Health Law department of the international law firm Foley & Lardner LLP. Jeff began his career as a litigator and regulatory counsel for the Health Care Financing Administration of the U.S. Department of Health and Human Services. Additionally, Jeff served in the Office of General Counsel of the Social Security Administration.
Jeff is a graduate of the Catholic University of America’s Columbus School of Law. He received a Bachelor of Arts from Villanova University. He resides in Washington, D.C., with his wife, Monica, and their four children.

Aza Nedhari, CPM, LGPC

Ms. Nedhari brings more than 18 years of experience in community organizing, reproductive justice, and program development. She is a mother, licensed Certified Professional Midwife, Family Counselor, and the Co-founding Executive Director of Mamatoto Village. Aza is a fiercely dedicated woman who believes that by promoting a framework of justice, the reduction of barriers in maternal and child health begins to dissipate; giving rise to healthy individuals, healthy families, and healthy communities. Aza is pursuing her Doctorate in Human Services with a concentration in Organizational Leadership and Management with an eye towards the sustainability of Black led organizations and cultivating innovative models of perinatal care delivery and workforce development.

Timothy P. McNeill, RN, MPH

Timothy P. McNeill is the founder of Freedmen’s Health, a Washington, DC healthcare consulting firm specializing in implementation of innovative models of care. Mr. McNeill also serves as the co-chair of the Partnership to Align Social Care. The Partnership to Align Social Care is a multi-sectoral group of health plans, health systems, community-based organizations and Government liaisons that work together to identify and address priority issues that are essential to a fully aligned health and social care system that incorporates the vital voice of the community.

Mr. McNeill has started or expanded multiple sustainable health programs including two Medicare Shared Savings Program (MSSP) ACOs, an IPA made up of FQHCs and independent physicians, a network of community-based free clinics, managed the operations of a network of Federally Qualified Health Centers, and established multiple regional networks to deliver Long-Term Services and Supports, contracting with MCOs, in support of State Medicaid Waiver implementation.

Mr. McNeill is a Registered Nurse with a bachelor’s degree from Howard University and a Master of Public Health from Eastern Virginia Medical School. Mr. McNeill is also a retired U.S. Navy Nurse Corps Officer.

Sam Hoeffler

Sam oversees food programs and systems change work at Reinvestment Partners, an anti-poverty non-profit based in Durham NC. She manages a $10m produce prescription program portfolio; guides program evaluation with a focus on strategic impact; and contributes to advocacy that seeks to integrate non-medical health services into healthcare delivery.

Before joining Reinvestment Partners, Sam was the program evaluator and food systems lead for a SNAP-Education program at NC State University. She received an MS in Food Policy and Applied Nutrition from the Friedman School of Nutrition Science and Policy, and she brings a critical perspective to food work.

Joseph D. Strickland, Jr., MS

Mr. Joseph Strickland resides in southeast Alabama having lived in the Wiregrass region for most of his life. He holds a Master of Science degree from Troy University.  Mr. Strickland serves as the Director of Home and Community Services at SARCOA Area Agency on Aging, where he has been employed for the past 22+ years.  He is passionate about developing and implementing quality LTSS: Long Term Services and Supports, for the Aging population. He was instrumental in developing a model of delivery for LTSS case management that led to successful contracting with a managed care organization.

In addition, Mr. Strickland served as lead developer for a case management software system used by all AAAs in support of their Medicaid Waiver case management activities. The case management system now serves as the data warehouse, “system of record”, and centralized case management system for all Alabama AAA case management activities. The development and implementation of the case management system was pivotal in the Alabama AAA effort to demonstrate proficiency in case management activities as well as provide a platform to manage programs, staff, and enrollees.

In addition to his work in developing and managing the case management system used by the Alabama AAA network, Mr. Strickland also serves as the lead for organization efforts focused on National Committee for Quality Assurance (NCQA) Accreditation standards for CM-LTSS.

SARCOA was the first AAA in Alabama to become Accredited by the National Committee for Quality Assurance for CM-LTSS and was instrumental in leading all Alabama AAAs in their efforts to become accredited.

Member/Patient Engagement Subcomponent

Supports the activation and empowerment of members and patients to improve their own care using a range of communication mediums (e.g., text, chat, secure email, and phone).

Measurement Track: Multi-stakeholder Alignment & Design

Capability: Cohesive digital referral and management platform

Measurement Track: Multi-stakeholder Alignment & Design

Capability: Develop regional collaboration approach to drive alternative payment model movement

Definition:
Establish forums for organizations across the health care ecosystem, including providers, health plans, community-based organizations (CBOs), state/local governments, and employers, to come together to collectively address health care challenges.

Measurement Track: Multi-stakeholder Alignment & Design

Capability: Implement interoperable data exchange/electronic clinical quality measures

Definition:
Identify and implement mechanisms, such as health information exchanges, to improve the ability to share data across the care continuum and across independent organizations to enable greater transparency into gaps in care and establish longitudinal patient records. Consider the needs of both employed and affiliated providers in designing potential solutions to enable interoperability across the largest number of stakeholders possible.

Resources:

Measurement Track: Multi-stakeholder Alignment & Design

Capability: Create appropriate partnerships and initiatives to address the needs of historically underserved populations with complex needs

Definition:
Identify and establish partnerships which supplement existing service, capability or other known gaps to more comprehensively address the needs of historically underserved populations with complex needs. Partnerships could be evaluated based on findings from the community health needs assessment, applicability to the disease states most prevalent in the community, and/or ability to provide non-traditional health care services such as transportation to address known health care disparities more holistically.

Resources:

Value in Healthcare Initiative – American Heart Association

Measurement Track: Multi-stakeholder Alignment & Design

Capability: Build qualitative indicators for multi-stakeholder network success

Definition:
Identify success indicators and set short-and long-term goals.

Measurement Track: Multi-stakeholder Alignment & Design

Capability: Conduct community health needs assessment focused on historically underserved populations with complex needs

Definition:
Targeted assessment focused on historically underserved populations with complex needs in the community to identify potential gaps and required interventions.

Measurement Track: Multi-stakeholder Alignment & Design

Capability: Organize/join network of local and diverse stakeholders to identify and design community health goals

Definition:
Assemble local stakeholders to start aligning on common goals and share individual organizational promising practices.

Resources:

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Analysis of community organizations and partnerships for underserved populations

Definition:
Identify community-based organizations, or similar entities, which promote improvements in the health and well-being of individuals in local communities. Analyze these organizations to understand the shared populations served and identify where partnership opportunities may exist to promote patient education, provide additional support for underserved populations, and share data.

Resources:

Value-Based Care Change Package – National Council for Mental Wellbeing

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Ability to assess current ecosystem (alignment framework inclusion in strategic planning)

Definition:
Gain an understanding of the various stakeholders that exist across the health care ecosystem which play a role in promoting and maintaining wellness beyond the traditional health care delivery assets. Utilize patient journey maps or other tools to educate clinicians, staff, and administrators on the role they play in the broader ecosystem.

Resources:

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Develop multi-disciplinary education and coaching on value of accountable care

Definition:
All stakeholders understand the importance of accountable care and understand their role in achieving outcome targets.

Resources:

Convener Subcomponent

Supports the organization of stakeholders to partner, collaborate, and integrate on accountable care approaches to drive alternative payment model movement.

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Align incentives across organizational leadership and provider network

Definition:
Cascading of incentives down to all providers within the organization supports knowledge of inclusion in quality measurement and performance monitoring. Promotes team-based framework of inter-disciplinary collaboration.

Resources:

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Coordinated patient-centric partnerships that serve as foundation for multiple commercial and governmental payer products

Definition:
Applying promising practices identified from coordinated care delivery and incorporating into a standardized approach with payer products.

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Ability to conduct provider stratification

Definition:
Identification and stratification of providers serving historically underserved patient populations and/or populations with complex needs to find opportunities to target interventions at specific provider locations to maximize impact.

Resources:

Accelerating and Aligning Population-Based Payment Models: Performance Measurement – Health Care Payment Learning & Action Network

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Develop patient-centric coordinated partnerships

Definition:
Collaborate across primary and specialty care on coordinated patient-centered care delivery.

Resources:

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Provider performance incentive alignment

Definition:
Evaluate existing provider compensation models and identify opportunities to establish variable compensation based on metrics other than volume. Socialize plans with provider leadership to gain buy-in and pilot the use of new compensation models with providers who see greater number of patients in alternative payment models. Utilize pilot learnings to develop enterprise-wide approach to transforming provider compensation to be better aligned with the financial and clinical outcomes sought in alternative payment models.

Resources:

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Enhanced provider coordination across levels, intensity, and continuum of care

Definition:
Coordinated patient-centered care delivery incorporating all levels of care including home- and community-based providers.

Resources:

Measurement Track: Multi-stakeholder Alignment & Design

Capability: Create accountable care organization (ACO) for defined payment population

Definition:
Initiate a shared risk and incentive model for a specific patient population to facilitate movement toward value-based care payment models.

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Develop network development strategy to improve adequacy gaps

Definition:
Create a strategy and actionable interventions to improve network adequacy using identified gaps from provider network adequacy analysis.

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Implement provider performance reporting

Definition:
Create provider scorecards, dashboards, or other tools to track and monitor provider performance. Measures utilized should address quality, cost, access, and other relevant domains that are included in, or related to, current and planned alternative payment models. Providers should receive periodic feedback on their performance, including direction on how to improve. Consider publishing performance data within the organization to encourage sharing of promising practices.

Resources:

Accelerating and Aligning Population-Based Payment Models: Performance Measurement – Health Care Payment Learning and Action Network

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Identify organizational incentive-based performance

Definition:
Incentivize organizational stakeholders to collaborate and be held responsible for their role in moving towards an accountable care model.

Resources:

Accelerating and Aligning Population-Based Payment Models: Performance Measurement – Health Care Payment Learning & Action Network

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Develop strategy for market supply and analysis

Definition:
Determine market supply gaps within network of employed and independent primary and specialty provider groups.

Resources:

Measurement Track: Multi-stakeholder Alignment and Design

Capability: Develop strategy for provider network adequacy analysis

Definition:
Establish criteria and metrics for evaluating network adequacy on an ongoing basis, including capacity, timely access, specialties, and geographic coverage. Perform a preliminary analysis to identify gaps and establish a strategy for addressing those gaps over time.

Resources:

Interactive Physician Assessment Tool – American Medical Association

Provider Network Subcomponent

Supports the development of provider networks into accountable care partnerships.

Measurement Track: Multi-stakeholder Alignment and Design

Transforming stage supports transparent multi-stakeholder alignment and forward-thinking infrastructure that advances accountable care models and arrangements.

Measurement Track: Multi-stakeholder Alignment and Design

Aligning stage supports multi-stakeholder participation in advancing accountable care models and arrangements with measurable progress.

Measurement Track: Multi-stakeholder Alignment and Design

Investing stage supports investing in multi-stakeholder performance and consensus-generating groups that allow for facilitation, relationship-building, and multi-stakeholder ownership of and accountability for the achievement of health goals.

Measurement Track: Multi-stakeholder Alignment and Design

Learning stage supports identifying opportunities available to educate multiple stakeholders on the existing accountable care landscape.

Measurement Track: Data and Infrastructure

Capability: Enhanced usage of enterprise software

Definition:
Utilization of enterprise software such as data warehouses to capture, store, and analyze multiple types of data at once (e.g., clinical, claims, quality, financial data).

Measurement Track: Data and Infrastructure

Capability: Develop technology infrastructure to support advanced consumer tools

Definition:
Ability to capture and incorporate data from remote patient monitoring devices, telehealth services, and consumer wearables (including phones, etc.).

Resources:

Telehealth: Expanding the Boundaries of Patient-centric Care – Healthcare Leadership Council

Measurement Track: Data and Infrastructure

Capability: Leverage interoperable data exchange

Definition:
May include the usage of a regional Health Information Exchange (HIE) or other tools that facilitate the exchange of multiple types and formats of data between organizations.

Resources:

Developing Interoperability Contract Language – Healthcare Leadership Council

Measurement Track: Data and Infrastructure

Capability: EHR incorporates digital integration with community and social services

Definition:
Ability of EHR to capture and communicate with community or social services tools and systems for sharing of data and referrals.

Measurement Track: Data and Infrastructure

Capability: Leverage clinical natural language processing (cNLP) to optimize medical record data capture

Definition:
Utilization of cNLP to assist with comprehensive clinical data capture and categorization to inform population health risk stratification, input to chronic disease registries, and identify care gaps.

Measurement Track: Data and Infrastructure

Capability: Sending, receiving, and reconciling data from multiple/aggregated sources

Definition:
Ability to send and receive clinical, claims, and other various data (including SDOH). May also include Health Information Exchange (HIE), usage of APIs to share data between disparate systems, and other interoperable data exchange types.

Resources:

Measurement Track: Data and Infrastructure

Capability: Access to electronic health records (EHR) across and between organizations

Definition:
Ability of multiple types of users across the organization to access clinical data to develop corresponding analytics for care management and reporting.

Resources:

Accelerating and Aligning Population-Based Payment Models: Data Sharing – Health Care Payment Learning & Action Network

Measurement Track: Data and Infrastructure

Capability: Enhanced member/patient portals

Definition:
Usage of the portal to further capture and communicate enhances/additional services and activities such as online scheduling or provider bidirectional messaging.

Measurement Track: Data and Infrastructure

Capability: Leverage claims system that accommodates alternative payment models (APMs)

Definition:
Implementation and utilization of a claims system which can process payments beyond fee-for-service, without manual workarounds.

Measurement Track: Data and Infrastructure

Capability: Implement member/patient portals (lab, immunization, etc.)

Definition:
Establish an online portal for members and patients to perform basic tasks such as reviewing medical information, paying bills, and other administrative functions. Where applicable, consolidate instances of online portals that exist across the care continuum (e.g., separate portals for inpatient and outpatient services).

Resources:

Managed Care Data Checklist – Health Information Technology Evaluation and Quality Center

Measurement Track: Data and Infrastructure

Capability: Develop integrated electronic health records (EHRs)

Definition:
Inclusion of multiple care types – primary, specialty, behavioral health, acute, etc. – within the EHR for comprehensive member/patient and provider/coordinator view.

Resources:

Measurement Track: Data and Infrastructure

Capability: Implement enterprise software approach

Definition:
Implementation and usage of several enterprise-wide software/tools such as data warehouse, clinical decision support, security, and privacy to enable the collection, analysis, and reporting needs in other Measurement Tracks.

Measurement Track: Data and Infrastructure

Capability: Implement member/patient portal (demographic)

Definition:
Implementation and usage of a patient portal to capture and communicate demographic data between the payer, provider, and member/patient.

Resources:

Managed Care Data Checklist – Health Information Technology Evaluation and Quality Center

Measurement Track: Data and Infrastructure

Capability: Implement electronic health records (EHR)

Definition:
Implementation and usage of an EHR to capture medical records and other clinical data for usage in reporting.

Tech Infrastructure Subcomponent

Supports advancing health IT ecosystem with progressive data exchange and communication across multiple stakeholders.

Measurement Track: Data and Infrastructure

Capability: Population risk stratification and registries

Sub-capability: Value based contract insights identified across sub-populations utilized to improve quality, outcomes, utilization, and performance

Measurement Track: Data and Infrastructure

Capability: Population risk stratification and registries

Sub-capability: Analytics reporting includes insights generated from the addition of clinical, financial, and business considerations

Measurement Track: Data and Infrastructure

Capability: Population risk stratification and registries

Definition:
Utilize multiple data sources (e.g., clinical, claims, SDOH, consumer behavior patterns) combined with public health registries to perform predictive analytics to identify/stratify individuals and populations with the highest addressable risk. Utilize various inputs and weights, which are periodically refined, to develop a composite risk score to compare relative risk of members/patients across the panel.

Resources:

Measurement Track: Data and Infrastructure

Capability: Create chronic disease registries with electronic health records (EHR) and claims-based data

Definition:
Participation in clinical registries is a critical component of quality outcomes reporting.

Resources:

Accelerating and Aligning Population-Based Payment Models: Performance Measurement – Health Care Payment Learning & Action Network

Measurement Track: Data and Infrastructure

Capability: Analytics rules engine with multidimensional identification and stratification modeling

Definition:
Building on the initial Analytics Rules Engine to utilize multiple data sources (e.g., claims, clinical, social determinants of health (SDOH)) in the performance of advanced reporting and identification of members/patients from historically underserved populations with complex needs for care management and interventions.

Measurement Track: Data and Infrastructure

Capability: Comparative and benchmarked performance reporting across all alternative payment model contracts

Definition:
Utilization of multiple data sources (e.g., clinical, claims, SDOH) to report and analyze contracts individually, compared to others, and compared to benchmarks.

Resources:

Value-Based Payment Planning Guide – National Council for Mental Wellbeing

Measurement Track: Data and Infrastructure

Capability: Leverage employer and administrative services only (ASO) reporting

Sub-capability: Insights identified in employer and ASO reports utilized for improved quality, outcomes, and utilization

Measurement Track: Data and Infrastructure

Capability: Leverage employer and administrative services only (ASO) reporting

Definition:
Develop reporting specifically for self-insured entities, such as employer groups, where the health plan serves in an ASO capacity. Reporting should provide insights on utilization trends and patterns, areas of high expenditures, common health conditions, and cost containment strategies. Additional insights may be provided in areas such as employee engagement (e.g., utilization of preventative services), benchmarking, and pharmacy (e.g., use of generics vs. branded drugs).

Measurement Track: Data and Infrastructure

Capability: Develop quality, outcomes, financial, and utilization reporting

Definition:
Includes regular data sharing, of multiple types of data (e.g., clinical, claims, social determinants of health (SDOH)) between organizations throughout the performance year to support accurate and timely analysis for impactable interventions.

Measurement Track: Data and Infrastructure

Capability: Implement hierarchical condition category/risk stratification

Definition:
Ability to utilize claims and clinical data to analyze conditions as well as apply risk and rating for basic identification of high and rising-risk members/patients.

Resources:

Measurement Track: Data and Infrastructure

Capability: Leverage analytics rules engine

Definition:
Consumes raw data to apply and execute a defined logical rule set to create meaningful output that can be further analyzed to develop actionable next steps.

Measurement Track: Data and Infrastructure

Capability: Implement performance reporting by individual alternative payment model contract

Definition:
Ability to utilize data captured to see performance measures and metrics of a specific provider contract.

Resources:

Is Data Driving Your ACO Network Composition? – Premier

Measurement Track: Data and Infrastructure

Capability: Leverage quality, financial, and utilization reporting

Definition:
Ability to utilize singular source of data captured for quality, financial, and utilization reporting individually and across contracts.

Resources:

How to Calculate the Elusive ROI for Care Management – Healthcare Innovation

Measurement Track: Data and Infrastructure

Capability: Implement singular source of data capture

Definition:
Relevant source systems used to capture important data elements have been identified and are under the purview of the data management structure. Instances where the same data is being captured in multiple locations (e.g., different fields within the EHR) are being identified and a process exists to standardize the inputs received for use in reporting.

Measurement Track: Data and Infrastructure

Capability: Develop data strategy structure and governance

Definition:
Relevant data sets across financial, clinical, and operational domains have been identified and are in the process of being ingested into a single enterprise data warehouse or similar solution to enable data from disparate sources to be aggregated and used in analytics. A governance model has been established to drive standardized data definitions as part of a formal data management process and a formal intake process for analytics requests is established.

Resources:

Data Capture and Analytics Subcomponent

Supports the collection and analysis of comprehensive population data for prescriptive analytics, predictive modeling, business intelligence, and risk stratification. Advancement in this area is a foundational dependency to successful progression in other Measurement Tracks.

Measurement Track: Data and Infrastructure

Aligning stage supports participation in broader data-sharing activities and patient/consumer engagement in their own care.

Measurement Track: Data and Infrastructure

Investing stage supports investment in improved data collection, analytics, and measurement outcomes.

Measurement Track: Data and Infrastructure

Learning stage supports development of data management and governance necessary for infrastructure to support analytics and insights development.

Measurement Track: Quality

Capability: Medical policy transparency

Definition:
Make all medical policies available to the provider community online and in other formats as needed. A member/patient-focused version of the medical policies is available for their review as well.

Measurement Track: Quality

Capability: Transformed utilization management with AI-assisted clinical reviews with provider/payer interoperability

Definition:
Using the latest AI capabilities to pre-populate authorization submissions with the mandated data elements. Includes implementation of FHIR API standards.

Resources:

Developing Interoperability Contract Language – Healthcare Leadership Council

Measurement Track: Quality

Capability: Improve outcomes through sharing and discussing quality metrics

Definition:
Application of quality performance results with provider groups to drive process and outcomes improvements across clinical, cost, and utilization metrics, and drive improvements with contracted metrics between providers and plans or CMS.

Measurement Track: Quality

Capability: Ongoing monitoring of low-value care

Definition:
Incorporating low-value care monitoring and analysis into ongoing quality performance reviews and comparisons of volumes of low-value services by provider/practice.

Measurement Track: Quality

Capability: Develop inclusive medical policies

Definition:
All policies include rationale for the mandate based on industry standards and evidence-based promising practices.

Measurement Track: Quality

Capability: Leverage quality standards and benchmarks for top performance

Definition:
Using top performance benchmarks and quality standards to show gaps in performance and to align quality improvement plan targets.

Measurement Track: Quality

Capability: Utilizes insights from reporting to support provider specific and system improvements

Definition:
Application of blinded quality performance results comparisons between individual providers to drive provider-specific process improvements.

Measurement Track: Quality

Capability: Leverage gold carding in utilization management

Definition:
Develop artificial intelligence (AI)-assisted utilization management programs and gold carding standards of performance and allow top performing practices a reprieve from authorization submission to increase clinical review efficiency and accuracy, as well as reduce administrative burden.

Measurement Track: Quality

Capability: Clinician leadership receives quality outcomes and participates in results’ interpretation and improvement efforts

Definition:
Ensuring clinical stakeholders participate in outcomes discussions to determine interventions and next steps.

Measurement Track: Quality

Capability: Develop approach to address low-value care

Definition:
Approach may include focus on appropriateness of care that is anchored in improving outcomes (evidence-based promising practices).

Measurement Track: Quality

Capability: Develop standardized medical policies across population

Definition:
Configuration of medical policies’ guidelines to be applicable for entire population instead of specific sub-populations. Eases burden on providers to determine applicability of medical policies for specific patient types.

Measurement Track: Quality

Capability: Enhancements to utilization management to reduce barriers to care

Definition:
Includes continual re-evaluation of prior authorization list to eliminate low-value/non-standard sub-categories and electronic submissions.

Measurement Track: Quality

Capability: Identify low-value care

Definition:
Services that provide little or no benefit to patients, have potential to cause harm, incur unnecessary costs to patients, or waste limited health care resources. The identification of these types of services/care should be a data-driven process.

Resources:

Behavioral Health Practice Assessment Tool – National Council for Mental Wellbeing

Measurement Track: Quality

Capability: Develop medical policy review approach

Definition:
Collection and clinical review of medical records and related information for specific conditions/procedures against predefined guidelines and requirements.

Measurement Track: Quality

Capability: Develop utilization management approach

Definition:
Framework to evaluate medical necessity, appropriateness and efficiency of health care services, procedures, and facilities.

Resources:

Payment Reform Readiness Assessment Tool – National Association of Community Health Centers

Measurement Track: Quality

Capability: Promote evidence-based decisions and support

Definition:
Understanding the value and purpose of effective decision-making by leveraging data analysis and information. Putting support systems in place to support compliance and inter-rater reliability.

Resources:

Measurement Track: Quality

Capability: Develop organizational quality management program

Sub-capability: Measurement framework

Definition:
Awareness of the organizational approach/framework on quality measurement that will be used for consistent monitoring and comparison year over year.

Measurement Track: Quality

Capability: Develop organizational quality management program

Sub-capability: Quality improvement assessments

Definition:
Processes that include testing acceptance/adherence to new/revised practices, determining how the new practices are affecting the delivery of patient-centered care, and assessment of how much patient care is improving.

Measurement Track: Quality

Capability: Develop organizational quality management program

Definition:
Standardize processes and structure to reduce variation, achieve predictable results, and improve outcomes for patients, health care systems, and organizations. Structures may include technology, culture, and leadership.

Resources:

Alice Chen, MD, MPH

Alice Hm Chen, MD, MPH, serves as Chief Health Officer (CHO) for Centene Corporation. Dr. Chen is responsible for Centene’s strategies, policies, and programs in support of improving population health for Centene’s more than 26 million members.

Prior to joining Centene, Dr. Chen was Chief Medical Officer at Covered California, the state’s health insurance marketplace, where she was responsible for healthcare strategy focused on quality, equity and delivery system transformation. She previously served as Deputy Secretary for Policy and Planning and Chief of Clinical Affairs for the California Health and Human Services Agency, where she led signature health policy initiatives on affordability and access, and played a leadership role in the state’s response to the COVID-19 pandemic. Dr. Chen was also a professor of medicine at the University of California San Francisco School of Medicine, based at the Zuckerberg San Francisco General Hospital, where she served as its Chief Integration Officer and founding director of the eConsult program.

Dr. Chen received a Bachelor of Science in Environmental Biology from Yale University and has a Doctor of Medicine from the Stanford University School of Medicine. She also has a Master of Public Health in Health Care Management and Policy from Harvard School of Public Health. A primary care internist by training, she provides clinical care at Zuckerberg San Francisco General Hospital.

Quality Performance Subcomponent

Emphasize ongoing quality monitoring and governance to drive support and a culture of evidence-based, quality-driven decision-making.

Measurement Track: Quality

Capability: Coordinate clinical quality and performance metrics across governmental and commercial health plans enabling synergistic improvements in health outcomes

Definition:
Develop comparisons of quality results from different organizations and/or populations to look for promising practices that can be applied to other organizations/populations.

Measurement Track: Quality

Capability: Enhanced utilization, financial, quality, and outcomes reporting across sub-populations

Definition:
Aggregated from multiple populations/sub-populations to identify multi-dimensional ties between quality, financial, and utilization results.

Measurement Track: Quality

Capability: Incorporation of patient-reported outcomes into performance reporting

Definition:
Measures developed to include outcome data collected directly from patients (e.g., patient-reported blood pressure or A1c through monitoring devices and programs).

Measurement Track: Quality

Capability: Provide transparent quality benchmarking methodology

Definition:
Methodology is shared with regulators and providers, and must be adjusted for population mix, risk (including social determinants of health), and market (e.g., mammogram rates may be lower in certain communities with low access to preventative care). Also includes participation in chronic condition clinical registries identifying and tracking care and outcomes.

Resources:

Managed Care Data Checklist – Health Information Technology Evaluation and Quality Center

Measurement Track: Quality

Capability: Develop key performance indicator management and alignment

Definition:
Aligning on what key performance indicators the organization will focus on as well as tools to monitor results with actionable interventions.

Measurement Track: Quality

Capability: Engage and collaborate with provider leadership in reconciling perceived conflicts between clinical quality and governmental and health plan performance quality metrics

Definition:
Ensuring that provider/clinical stakeholders are included in quality measure definition/specification development, analysis, reporting, and resolving potential conflicts early in the performance review period in order to positively impact outcomes (e.g., different definitions and targets for diabetes management across HEDIS, provider, and health plan).

Measurement Track: Quality

Capability: Encourage provider-specific reporting incorporating quality, utilization, financial outcomes, and benchmark comparisons

Definition:
Ensuring that quality reporting includes multiple sources of measurement and comprehensive assessment within a defined provider network/group with comparisons across providers to identify promising practices and successful intervention methods.

Measurement Track: Quality

Capability: Aggregate quality reporting incorporating utilization, sites of service, and patient outcomes

Definition:
Inclusion of multiple sources and types of quality data for well-rounded measurement that captures the impact that quality initiative(s) had on all aspects of care.

Resources:

Building Stronger Business Practices for Value-Based Payment Readiness: Examples from the Field – National Council for Mental Wellbeing

Measurement Track: Quality

Capability: Reporting of patient-reported outcomes (PROs)

Definition:
Effective collection and analysis of patient-reported outcomes by the provider or health plan, including measurement of health disparities; timely collection and use of alternative collection methods (e.g., mobile devices).

Resources:

Quality Measurement in Crisis Services – National Council for Mental Wellbeing

Measurement Track: Quality

Capability: Collection of patient-reported outcomes (PROs)

Definition:
Report of the status of a patient’s health conditions that comes directly from the patient to a provider or the health plan, without interpretation of the patient’s response by a clinician or anyone else. Examples of patient self-reported data collection tools include Patient-Reported Outcomes Measurement Information System (PROMIS), Medicare Health Outcomes Survey, and FOTO Patient Outcomes.

Measurement Track: Quality

Capability: Encourage adoption of pay-for-performance

Definition:
Developing an incentive structure to demonstrate successful achievement of defined process and clinical/preventative measures, as well as earn shared savings and/or reward/bonus payments.

Resources:

Managed Care Data Checklist – Health Information Technology Evaluation and Quality Center

Measurement Track: Quality

Capability: Encourage adoption of pay-for-reporting

Definition:
Track and encourage participation in pay-for-reporting programs which provide incentives for providers to report quality, cost, or other data to a commercial or government health plan, regardless of performance. Utilize these programs to familiarize providers with the types of measures which ultimately will be tied to payment rates or bonuses in the future and begin to take actions to remediate poor performance. Review performance data received from the Quality Payment Program and other CMS models which have elements of pay-for-reporting.

Resources:

Accelerating and Aligning Population-Based Payment Models: Performance Measurement – Health Care Payment Learning & Action Network

Quality Reporting Subcomponent

Supports capturing and benchmarking quality reporting metrics across populations to monitor the progress and success of quality improvement initiatives or the need for additional quality intervention efforts.

Measurement Track: Quality

Transforming stage supports using standardized system-wide processes and tools to predict populations with gaps in care needs to drive interventions and improve patient experience as well as drive high-quality care and improved outcomes for all.

Measurement Track: Quality

Aligning stage supports benchmarking quality performance results and executing on strategic initiatives to improve outcomes toward person-centered care. Supports aligning to core measure sets across industry/stakeholder groups.

Measurement Track: Quality

Investing stage supports establishing evidence-based quality goals with ongoing data collection for measuring improvement and progress toward goals.

Measurement Track: Quality

Learning stage supports recognition of standard quality metrics and current state of quality performance.

Measurement Track: Payment Reform

Capability: Continuous improvement outputs based on insights and target performance

Definition:
Improvement initiatives are generated from understanding the actual performance to defined metrics and associated targets.

Resources:

Accelerating and Aligning Population-Based Payment Models: Financial Benchmarking – Health Care Payment Learning & Action Network

Measurement Track: Payment Reform

Capability: Financial incentive alignment across organizational leadership and providers focused on accountable care

Definition:
Compensation and/or incentive opportunities align organizational goals to the level of individual provider/practitioner across clinical delivery and leadership teams to optimize improvement capture.

Resources:

Accelerating and Aligning Population-Based Payment Models: Financial Benchmarking – Health Care Payment Learning & Action Network

Measurement Track: Payment Reform

Capability: Integrated financial and clinical team actively engaged to incorporate clinical perspectives with data outputs to identify insights and target performance improvement opportunities

Definition:
Clinical and financial data are reviewed together to capture understanding of cost, utilization, quality, and outcomes relative to metric targets.

Resources:

Building Stronger Business Practices for Value-Based Payment Readiness: Examples from the Field – National Council for Mental Wellbeing

Measurement Track: Payment Reform

Capability: Leveraging multiple reports (integrated clinical, claims, quality, and financial data)

Definition:
Reporting includes information captured from electronic health records, claims-based records, quality analysis, and financial sources.

Measurement Track: Payment Reform

Capability: Manage financial reconciliation

Definition:
Process of making financial payments consistent with payment methodology, typically at the end of a defined period, e.g., annually.

Measurement Track: Payment Reform

Capability: Development of contract management platform

Definition:
System to organize, track, and monitor contracting terms, performance metrics, and payment methodology across contracts with payers and providers.

Measurement Track: Payment Reform

Capability: Network performance and reporting management

Definition:
Demonstration of a defined provider network’s performance to a set of pre-defined metrics with targets.

Measurement Track: Payment Reform

Capability: Collaboration across organizational leadership (e.g., financial, contracting, and operations) to align metrics and performance management

Definition:
Review the existing bundled alternative payment model portfolio and develop performance metrics which take into consideration requirements for quality, cost, and other factors. Performance metrics should be included in organization-wide scorecards or other performance management programs to align incentives and goals. A selection of these measures may also be considered for use in provider compensation models.

Resources:

Measurement Track: Payment Reform

Capability: Leverage reports to identify opportunities to capture shared savings

Definition:
Document detailing focus areas for meeting defined target metrics to achieve shared savings’ potential.

Resources:

Accelerating and Aligning Population-Based Payment Models: Performance Measurement – Health Care Payment Learning & Action Network

Measurement Track: Payment Reform

Capability: Develop financial risk management platform

Definition:
System to organize, track, and monitor organizational financial capture of bonuses to target opportunity for defined performance metrics.

Resources:

Accelerating and Aligning Population-Based Payment Models: Financial Benchmarking – Health Care Payment Learning & Action Network

Measurement Track: Payment Reform

Capability: Reporting of monitor targets and performance

Definition:
Includes stratified and risk adjusted performance measures.

Measurement Track: Payment Reform

Capability: Enhanced physician education and coaching (including provider network collaboration)

Definition:
Intersects with Multi-Stakeholder Alignment and Design Measurement Track. An important component of contract performance is first understanding the value proposition of accountable care, and educating physicians in the tenets of accountable care (e.g., emphasis on team-based care, strong physician/patient relationships, primacy of prevention, focus on outcomes, understanding and addressing social determinants of health).

Measurement Track: Payment Reform

Capability: Develop provider dashboards and portals

Definition:
Reporting tools displaying defined provider specific metrics and key performance indicators often accessed through a secure website.

Measurement Track: Payment Reform

Capability: Provide administrative and financial support

Definition:
Support resources available to capture and track alternative payment methodologies across commercial and governmental businesses.

Performance to Contracts Subcomponent

Emphasize transparent monitoring of payment contract performance.

Measurement Track: Payment Reform

Capability: Use/application of risk adjustment

Definition:
Adjusts payment incentives and quality performance through risk methodologies. Incorporates social and clinical risk inclusive of goal measurement while monitoring for adverse outcomes.

Resources:

Accelerating and Aligning Population-Based Payment Models: Financial Benchmarking – Health Care Payment Learning & Action Network

Measurement Track: Payment Reform

Capability: Management of population-based payment models

Definition:
All or much of a person’s overall care or care for related conditions is encompassed within a single payment. Encourages providers to deliver well-coordinated, high-quality, person-centered care within either a defined scope of practice, a comprehensive collection of care, or a highly integrated finance and delivery system.

Resources:

Accelerating and Aligning Population-Based Payment Models: Patient Attribution – Health Care Payment Learning & Action Network

Measurement Track: Payment Reform

Capability: Management of performance risk sharing

Definition:
Share bonuses or upside/downside payments across a group of providers, health systems and/or care delivery services.

Resources:

Accelerating and Aligning Population-Based Payment Models: Financial Benchmarking – Health Care Payment Learning & Action Network

Measurement Track: Payment Reform

Capability: Create risk adjustment methodologies (risk methodology, benchmarking, etc.)

Definition:
Incorporate social and clinical risk adjustment, including risk methodologies and benchmarking, with clear goals and ability to track desired outcomes.

Resources:

Accelerating and Aligning Population-Based Payment Models: Financial Benchmarking – Health Care Payment Learning & Action Network

Measurement Track: Payment Reform

Capability: Enhance product and price transparency (episode-level pricing)

Definition:
Share pricing for episode level products and services per governmental standards and in a manner that enables informed decision-making between patient and provider.

Measurement Track: Payment Reform

Capability: Develop shared savings/losses payment model

Definition:
Participate in alternative payment models which set a benchmark target for cost within a defined population, and provide shared savings or losses based on whether the provider achieves the benchmark (subject to quality, minimum savings/losses rates, or other factors).

Measurement Track: Payment Reform

Capability: Implement bundled payments

Definition:
Begin participation in episodic payment arrangements that set payment for managing the care for a defined diagnosis or procedure across a preset time period. Develop processes to analyze claims data to evaluate opportunities to reduce clinical variation within episodes. Develop clinical programs that are aligned to alternative payment models.

Resources:

Measurement Track: Payment Reform

Capability: Enhance provider contracting (generating transparent model, payment model design)

Definition:
Enable data sharing between payers and providers. May include one-time infrastructure payments for care delivery transformation.

Resources:

Accelerating and Aligning Population-Based Payment Models: Financial Benchmarking – Health Care Payment Learning & Action Network

Measurement Track: Payment Reform

Capability: Implement shared savings payment model

Definition:
Participate in payment models which set a benchmark target for cost within a defined population, and evaluate performance based on whether the provider achieves the benchmark (subject to quality, minimum savings rates, or other factors). In this model, providers are not subject to any losses for failing to achieve the target, which allows for a lower-financial risk environment to gain experience in these types of arrangements.

Resources:

Measurement Track: Payment Reform

Capability: Implement pay-for-reporting

Definition: Gaining experience in alternative payment models through payments for reporting data or penalties for not reporting data.

Resources:

Certified Community Behavioral Health Clinics Receive a Prospective Payment – National Council for Mental Wellbeing

Measurement Track: Payment Reform

Capability: Implement pay-for-performance payment model

Definition:
Participate in alternative payment models that provide incentives based on performance in quality, cost, access and other measures. To the extent possible, work across health plans to standardize the measures used in these alternative payment models, and work with operational stakeholders to establish processes for tracking and monitoring performance on these measures. Include these measures in administrator and clinician goals.

Resources:

Understanding Value-Based Payment: A Primer for Staff – National Council for Mental Wellbeing

Contracting Methodologies Subcomponent

Supports the progression of advancing patient-centric financial arrangements to achieve accountable care.

Measurement Track: Payment Reform

Transforming stage supports understanding of the impact population-based payment methodologies have on organizational financial performance and health.

Measurement Track: Payment Reform

Aligning stage supports increasingly advanced payment models which better align incentives of providers to address cost and quality outcomes to improve affordability.

Measurement Track: Payment Reform

Investing stage supports alternative payment model framework for outcome reimbursement.

Measurement Track: Payment Reform

Learning stage supports baseline performance and commitment to develop an understanding of alternative payment models and movement toward accountable care.

Measurement Track: Payment Reform

Capability: Analysis to identify alternative payment model opportunities

Definition:
Establish process to evaluate readiness to enter into alternative payment models. This process should include a financial analysis and business readiness assessment to evaluate likelihood of success and identify gaps for remediation. Identify the stakeholders across the organization who will need to be engaged in this process, such as payer contracting, clinical operations, care management and information technology.

Resources:

Jeff Micklos

Jeff Micklos, J.D., is the executive director of the Health Care Transformation Task Force. An attorney by training, Jeff is the former executive vice president of Management, Compliance & General Counsel for the Federation of American Hospitals, a national trade association representing investor-owned hospitals. He is also a former partner in the Health Law department of the international law firm Foley & Lardner LLP. Jeff began his career as a litigator and regulatory counsel for the Health Care Financing Administration of the U.S. Department of Health and Human Services. Additionally, Jeff served in the Office of General Counsel of the Social Security Administration.

Jeff is a graduate of the Catholic University of America’s Columbus School of Law. He received a Bachelor of Arts from Villanova University. He resides in Washington, D.C., with his wife, Monica, and their four children.

Leah Binder

Since 2008, Leah Binder, M.A., M.G.A., has served as president and CEO of The Leapfrog Group, an award-winning national nonprofit based in Washington, D.C. Leapfrog represents employers and other purchasers of health care calling for improved safety and quality in hospitals. She is a regular contributor to Forbes.com, Harvard Business Review, and other publications and is consistently cited among the most influential people and top women in health care.

Through annual surveys, The Leapfrog Group collects data from hospitals and ambulatory surgery centers on the quality of care. Leapfrog also grades hospitals on how safe they are, a bold initiative that experts estimate has saved over 40,000 lives a year since 2017. Before joining Leapfrog, Leah was vice president for a nationally noted rural health system in Farmington, Maine. Prior to that, she served as a senior policy advisor in the New York City Office of the Mayor. She started her career at the National League for Nursing. Leah has a bachelor’s degree from Brandeis University and two master’s degrees from the University of Pennsylvania. She lives in the Washington, D.C., area with her husband and two sons.

Enter Event Information

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Purva Rawal, Ph.D.

Purva Rawal, Ph.D., is the chief strategy officer at the CMS Innovation Center at the Centers for Medicare and Medicaid Services. As part of the Senior Leadership team, she provides guidance and leadership on the execution of the Innovation Center’s strategy.

Previously, she was a principal at CapView Strategies, where she developed evidence-based public policy and business strategies for providers, health systems, life sciences companies, and coalitions. She also conducted policy research on health system transformation and sustainability issues. She is also an adjunct assistant professor at Georgetown University. In 2016, she published a book, The Affordable Care Act: Examining the Facts. Previously, Dr. Rawal served as professional staff on the Senate Budget Committee during the passage of the Affordable Care Act and as the health and social policy advisor to Sen. Joseph Lieberman (I-CT). She was also a director in the Health Insurance and Reform Practice at Avalere Health. She began her health policy career as a Christine Mirzayan Science and Technology Fellow at the National Academy of Sciences and as a Congressional Fellow for the Society for Research on Child Development and the American Association for the Advancement of Science. Dr. Rawal received her B.A. and Ph.D. from Northwestern University.

Emily Brower

Emily DuHamel Brower, M.B.A., is senior vice president of clinical integration and physician services for Trinity Health. Emphasizing clinical integration and payment model transformation, Ms. Brower provides strategic direction related to the evolving accountable healthcare environment with strong results. Her team is currently accountable for $10.4B of medical expense for 1.6M lives in Medicare Accountable Care Organizations (ACOs), Medicare Advantage, and Medicaid and Commercial Alternative Payment Models.

Ms. Brower joined Trinity Health from Atrius Health in Massachusetts, where she last served as vice president of Population Health. There, she built and executed the essential capabilities required to achieve strong financial and clinical outcomes within integrated care models under value-based reimbursement, particularly for publicly insured populations.

Prior to her career at Atrius Health, Ms. Brower spent 15 years in leadership roles at Urban Medical Group, a Massachusetts nonprofit healthcare organization specializing in the care of medically complex, chronically ill populations across a community-based, long-term care continuum. During that time, Ms. Brower launched a Program of All-inclusive Care for the Elderly (PACE) program and other innovative, capitated contracts for medically complex populations and served as Principal Investigator for a multi-year research project analyzing cost and quality outcomes to support payment reform.

Ms. Brower received her B.A. from Smith College and her M.B.A. from the New York University Stern School of Business.

Dr. Victor Yung-Tao Wu

Victor is the Chief Medical Officer for TennCare, Tennessee’s Medicaid Agency. At TennCare, Victor leads the medical office to ensure quality and effective delivery of medical, pharmacy, and dental services to its members. He also leads TennCare’s opioid epidemic strategy, social determinants of health, and practice transformation initiatives across the agency. Prior to joining TennCare, Victor worked at Evolent Health supporting value-based population health care delivery. In 2013, Victor served as a White House Fellow to the Secretary of Health and Human Services. Victor completed his Internal Medicine Residency at Emory University still practices clinically as an internist in the Veteran’s Affairs Health System.

Tamara Ward

Tamara Ward is the SVP of Insurance Business Operations at Oscar Health, where she leads the National Network Contracting Strategy and Market Expansion & Readiness. Prior to Oscar she served as VP of Managed Care & Network Operations at TriHealth in Southwest Ohio. With over 15 years of progressive health care experience, she has been instrumental driving collaborative payer provider strategies, improving insurance operations, and building high value networks through her various roles with UHC and other large provider health systems. Her breadth and depth of experience and interest-based approach has allowed her to have success solving some of the most complex issues our industry faces today. Tam is passionate about driving change for marginalized communities, developing Oscar’s Culturally Competent Care Program- reducing healthcare disparities and improving access for the underserved population. Tamara holds a B.A. from the University of Cincinnati’s and M.B.A from Miami University.

2022 LAN Spring Event Welcome

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Dr. Peter T. Walsh

Dr. Peter Walsh joined the Colorado Department of Health Care Policy and Financing as the Chief Medical Officer on December 1, 2020. Prior to joining HCPF, Dr. Walsh served as a Hospital Field Representative/Surveyor at the Joint Commission, headquartered in Oakbrook Terrace, Illinois.

Dr. Walsh is an Aerospace Medicine Specialist, who provided primary care to aircrew and special operational personnel and their families during much of his 21-year active-duty career in the U.S. Air Force. Upon retirement in 2006 he served as an Urgent Care Physician at the previous Memorial Health System in Colorado Springs between 2006 and 2008 and practiced at the Centura Center for Occupational Medicine in Colorado Springs, CO and Pueblo, CO between 2006 and 2009.

His prior positions include serving as the Chief Medical Officer, South State Operating Group of Centura Health, Corporate Chief Medical Executive for Centura Health in Denver, Colorado, and the VP of Medical Affairs at St. Francis Medical Center in Colorado Springs, Colorado.

Dr. Walsh received his B.A. at the University of Southern California, his M.D. from the Medical College of Ohio in Toledo, Ohio, and a M.P.H. from Harvard School of Public Health. He completed his residency in Aerospace Medicine at the USAF School of Aerospace Medicine at Brooks AFB, Texas.

Dr. Brian Powers

Brian Powers

Brian W. Powers, MD, MBA is Deputy Chief Medical Officer at Humana. In this role, he works across the organization to support rapid learning and evaluation of Humana’s integrated care delivery strategy; to lead research in payment and delivery innovation; and to drive physician engagement, alignment, advocacy, and education across the company. Prior to Humana, he led population health strategy and analytics for CareMore and Aspire Health, both care delivery subsidiaries of Anthem. In prior roles, he was responsible for initiatives to improve health care quality and value at Mass General Brigham, the National Academy of Medicine, and the Massachusetts Health Policy Commission. An accomplished researcher, Dr. Powers is an Assistant Professor of Medicine at the Tufts University School of Medicine, has published peer-reviewed studies in venues such as JAMA, Science, and the New England Journal of Medicine, and serves as Deputy Editor of Healthcare: The Journal of Delivery Science and Innovation. He holds an MD from Harvard Medical School, an MBA from Harvard Business School, and an AB from Bowdoin College. He completed his clinical training in internal medicine and primary care at Brigham and Women’s Hospital and is a practicing internist.

Elizabeth Fowler

Liz Fowler is a nationally recognized expert in federal health policy and Distinguished Scholar on the faculty of the Johns Hopkins Bloomberg School of Public Health and the Carey Business School. Most recently, Liz was Deputy Administrator and Director of the Innovation Center at the Centers for Medicare & Medicaid Services (CMS). In that role, she was responsible for advancing innovative payment and care delivery models in Medicare and Medicaid to promote value-based care on a national scale. These value-based payment models have provided an important testing ground and scaling opportunity for innovative start-ups and health care disrupters.

Prior to leading the Innovation Center, she was Executive Vice President of programs at The Commonwealth Fund and Vice President for Global Health Policy at Johnson & Johnson. In 2011-2012, she served as special assistant to President Obama on health care and economic policy at the National Economic Council to implement the Affordable Care Act (ACA). As Chief Health Counsel at the Senate Finance Committee, she played a major role in the drafting and passage of the ACA in 2010, and she also played a key role drafting the 2003 Medicare Prescription Drug, Improvement and Modernization Act (MMA). Liz has over 25 years of experience in health policy and health services research. She earned a bachelor’s degree from the University of Pennsylvania, a PhD from the Johns Hopkins Bloomberg School of Public Health, and a law degree (JD) from the University of Minnesota. She is admitted to the bar in Maryland, the District of Columbia, and the U.S. Supreme Court. Liz is a Fellow of the inaugural class of the Aspen Health Innovators Fellowship and was elected to the National Academy of Medicine in 2022.

Chiquita Brooks-LaSure

Chiquita Brooks-LaSure is the Administrator for the Centers for Medicare and Medicaid Services (CMS), where she oversees programs including Medicare, Medicaid, the Children’s Health Insurance Program (CHIP), and the HealthCare.gov health insurance marketplace.

A former policy official who played a key role in guiding the Affordable Care Act (ACA) through passage and implementation, Brooks-LaSure has decades of experience in the federal government, on Capitol Hill, and in the private sector.

As deputy director for policy at the Center for Consumer Information and Insurance Oversight within the Centers for Medicare & Medicaid Services, and earlier at the Department of Health & Human Services as director of coverage policy, Brooks-LaSure led the agency’s implementation of ACA coverage and insurance reform policy provisions.

Earlier in her career, Brooks-LaSure assisted House leaders in passing several healthcare laws, including the Medicare Improvements for Patients and Providers Act of 2008 and the ACA, as part of the Democratic staff for the U.S. House of Representatives’ Ways and Means Committee.

Brooks-LaSure began her career as a program examiner and lead Medicaid analyst for the Office of Management and Budget, coordinating Medicaid policy development for the health financing branch. Her role included evaluating policy options and briefing White House and federal agency officials on policy recommendations regarding the uninsured, Medicaid, and the Children’s Health Insurance Program.

Dr. Palav Babaria

Palav Babaria

Dr. Palav Babaria was appointed Chief Quality Officer and Deputy Director of Quality and Population Health Management of the California Department of Health Care Services beginning in March 2021. Prior to joining DHCS, she served as Chief Administrative Officer for Ambulatory Services at the Alameda Health System (AHS) where she was responsible for all outpatient clinical operations, quality of care, and strategy for primary care, specialty care, dental services, and integrated and specialty behavioral health, as well as executive sponsor for value-based programs including the Medi-Cal 1115 Waiver. She also previously served as Medical Director of K6 Adult Medicine Clinic, where she managed a large urban hospital-based clinic, overseeing all practitioners, improving quality of care, and patient safety programs. In addition, she served on the Clinical Advisory Committee with the California Association of Public Hospitals/Safety Net Institute. She also has over a decade of global health experience and her work has been published in the New England Journal of Medicine, Academic Medicine, Social Science & Medicine, L.A. Times, and New York Times. Dr. Babaria received her bachelor’s degree from Harvard College, as well as her MD and Master’s in health science from Yale University. She completed her residency training in internal medicine and global health fellowship at the University of California, San Francisco.

Elizabeth Kasper

Elizabeth Kasper is the Special Policy Advisor for Alternative Payment Models at North Carolina Medicaid. In this role, she works with external and internal stakeholders to support the design and implementation of value-based payment models and policies that advance NC Medicaid’s priorities. Liz’s 20-year career in health policy and health services research has also included work on health quality and public health measures, federally qualified health centers, Medicaid clinical policy, and pharmaceutical regulation and reimbursement. Liz holds a Master of Science in Public Health from the University of North Carolina at Chapel Hill and a BA from Oberlin College.

Mat Spaan

Mat Spaan, MPA, has worked with the state of Minnesota since 2008 in implementing and developing health policy and payment reform initiatives, with his most recent work managing care delivery and payment activities within the state’s Medicaid program. Since 2013, one of his primary roles is as lead on Minnesota’s Medicaid ACO demonstration, known as the Integrated Health Partnerships (IHP) program, and the development of value-based purchasing in Medicaid.

Mat’s previous state projects have included the development of the state’s All-Payer Claims Database and planning director overseeing the creation of a hospital and physician clinic cost and quality comparison tool. Prior to joining the state, he’s held several interesting positions in the private and nonprofit sectors, including as a manager with a national health advocacy organization, organizer for a neighborhood arts and economic development nonprofit in New Orleans, and as a boat captain on Lake Michigan. Mat earned his Master of Public Administration degree from the University of New Orleans.

Christina Severin

Christine Severin

Christina Severin is a leading health care executive with more than 20 years of experience and numerous accomplishments in managed care, delivery systems, health insurance, Accountable Care Organizations, quality, public policy, and public health. She has led Community Care Cooperative (C3) since the organization’s launch in 2016, leveraging the proven best practices of ACOs throughout the country, building the organization on the collective strengths of its health centers, and growing the organization to better serve MassHealth members throughout the commonwealth. Christina’s prior leadership experience includes serving as President and Chief Executive Officer of Beth Israel Deaconess Care Organization and as President of Network Health, a nonprofit Massachusetts health plan.

Mark McClellan, MD, PhD

Mark McClellan, MD, PhD, is Director and Robert J. Margolis, M.D., Professor of Business, Medicine, and Health Policy at Duke-Margolis Institute for Health Policy. He is a physician-economist who focuses on quality and value in healthcare, including payment reform, real-world evidence, and more effective drug and device innovation.

He is former administrator of the Centers for Medicare & Medicaid Services and former commissioner of the U.S. Food and Drug Administration, where he developed and implemented major reforms in health policy.

He is an independent director on the boards of Johnson & Johnson, Cigna, and Alignment Healthcare and is co-chair of the Health Care Payment Learning and Action Network Executive Forum.

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Dr. Marc Harrison

Marc Harrison, M.D., President and CEO of Intermountain Healthcare, is a pediatric critical care physician with a proven track record as a top operation executive on a global scale. He is a national and international thought leader on transformation and innovation—ranking in Fortune’s Top 50 World’s Greatest Leaders in 2019. He also ranked third on Modern Healthcare’s 100 Most Influential People in Healthcare in 2020.

Dr. Harrison is leading Intermountain’s 41,000 employees—who are all called caregivers—to embrace bold new approaches to improve health, re-define value-based care, and serve people in new ways. For example, Intermountain launched Civica Rx, a not-for-profit generic drug manufacturer and distributor, to make generic medications more available and affordable in hospitals across the nation. Intermountain is also a founding member of the Utah Alliance for the Determinants of Health, which is a collaboration of community partners designed to proactively address forces that affect people’s health well before they come to a clinic or a hospital.

Dr. Harrison also served as CEO of Cleveland Clinic Abu Dhabi, Chief of International Business Development at Cleveland Clinic, and Chief Medical Operations Officer at Cleveland Clinic.

He received his undergraduate degree from Haverford College and his medical degree from Dartmouth Medical School, completed a pediatric residency and pediatric care fellowship at Intermountain’s Primary Children’s Hospital, and completed a Master of Medical Management at Carnegie Mellon University.

Dr. Harrison is an all-American triathlete and represented the U.S. at the 2014 World Championships. He is also a two-time cancer survivor with his sights currently on completing an Ironman.

Chris Chen, MD

Dr. Chris Chen is Chief Executive Officer of ChenMed, a premier physician-led, technology-enabled healthcare organization. A champion for equitable health outcomes, ChenMed is transforming the care of underserved, overlooked seniors.

Dr. Chen is a bold innovator leading a revolution in healthcare through a global full-risk model; custom-designed physician training programs; and a proprietary technology platform, purpose-built for value-based care. He has led ChenMed to remarkable outcomes – equalized health inequities, 30-50% fewer hospitalizations, and high net promoter scores.

Since becoming ChenMed’s CEO in 2009, Dr. Chen has built the decades-old, highly successful ChenMed model into a scalable organization now spanning dozens of cities across many states.

ChenMed’s unique approach, proprietary technological capabilities, and results have led it to be named to Newsweek’s “Most Loved Workplaces” list, Fortune Magazine’s “Change the World” list, as well as earning recognition by the White House, the Department of Health and Human Services, and the U.K. National Health System. ChenMed has also been featured in publications such as Modern Healthcare, Health Affairs, Forbes, The Economist, Wall Street Journal, New England Journal of Medicine, The Guardian, and Medical Economics – which named ChenMed, “Best Primary Care System in the U.S.”

Under Dr. Chen’s leadership, ChenMed has also won multiple best places to work awards, including being certified a “Great Place to Work®” by the Great Place to Work Institute in 2021 and honored as the only primary care medical practice on the IDG Insider Pro and Computerworld “Best Place to Work in IT” list.

Brought up in South Florida, Dr. Chen graduated from the University of Miami’s Honors Program in Medicine. He went on to complete his medical training at Beth Israel Deaconess, a Harvard University teaching hospital, after which he completed a fellowship in cardiology at Cornell University Medical College in Manhattan, New York. A board-certified cardiologist, Dr. Chen sees patients at the company’s Miami Gardens, Florida medical center.

Judy Zerzan-Thul, MD, MPH

Dr. Judy Zerzan-Thul is the Chief Medical Officer at Washington State Health Care Authority, Co-Chair of the LAN Executive Forum, and a general internal medicine physician. She leads the state of Washington’s Medicaid Transformation Project, where she collaborates with stakeholders to advance health equity and the innovative use of data. As Chief Medical Officer of the Washington State Health Care Authority, she administers the state’s Medicaid program. She also works to advance the LAN’s strategic objectives to drive equitable health outcomes and lower the total cost of care.

Dr. Zerzan-Thul specializes in value-based payment models and healthcare financing. Prior to her role as the Chief Medical Officer for Washington State, Dr. Zerzan-Thul was the Chief Medical Officer at the Colorado Department of Health Care Policy and Financing. She led the implementation of the Affordable Care Act (ACA) in Colorado. She has extensive experience designing and implementing health plans and benefits for Medicaid programs. Dr. Zerzan-Thul’s background also includes leadership positions in the Medicaid Medical Director’s Network. She has also served as a committee member and advisor for national organizations, including the Agency for Healthcare Research and Quality, the National Quality Forum, the National Committee for Quality Assurance, the National Academy for State Health Policy, the Patient-Centered Outcomes Research Institute, and the Centers for Medicare & Medicaid Services.

Dr. Zerzan-Thul holds a Doctor of Medicine from Oregon Health and Science University and received a Master of Public Health in Health Policy and Administration from the University of North Carolina. She completed the Robert Wood Johnson Clinical Scholars Program at the University of Washington/VA Puget Sound Health Care System in 2007. From 2008 to 2010, she was a non-residential Health and Aging Policy Fellow for the office of Senator John D. Rockefeller IV of West Virginia, where she supported public policy for the Affordable Care Act.

Marc Harrison, MD

Marc Harrison, M.D., president and CEO of Intermountain Healthcare, is a pediatric critical care physician and recognized national and international leader in healthcare transformation. His leadership has placed him on Fortune’s Top 50 World’s Greatest Leaders in 2019 and regularly on Modern Healthcare’s Most Influential People in Healthcare.

Dr. Harrison leads Intermountain’s 59,000 employees—called caregivers—to reimagine operations and ways to keep people and communities healthier. Together, their mission-driven approach fuels their vision to build a model health system that delivers the best and most equitable outcomes by providing high-quality, more affordable care that is accessible to everyone.

To support this, Dr. Harrison has embraced unconventional, public-private partnerships to confront some of the most pressing systemic challenges facing the communities and industry. Under his leadership, Intermountain partnered with 1,400 hospitals nationwide to launch Civica Rx, a nonprofit generic drug manufacturer and distributor, to make generic medications—to include insulin in 2024—more accessible and far more affordable. Intermountain is also a founding member of the Utah Alliance for the Determinants of Health, which is a collaboration of community partners proactively addressing forces that affect people’s health often before they get sick. Also, Intermountain is partnering with an international genomics leader and more than 100,000 volunteers to advance medical breakthroughs that will help prevent and treat genetic diseases for people around the globe.

In Dr. Harrison’s first five years leading Intermountain, the company’s primary service area grew from focusing mainly on Utah communities to serving people throughout the Mountain West through a disciplined growth strategy and significant investments in telehealth and rural health. His leadership style has helped make Intermountain a magnet for healthcare innovation. This includes spurring new partnerships leading the national movement toward value-based care, advancing clinical education, and establishing a new Digital Hippocratic Oath to improve hospital data interoperability and secure patient privacy rights.

On his popular podcast, A Healthier Future, Dr. Harrison interviews leaders from an array of industries and backgrounds to explore how we can work together to improve health. He is among the most influential healthcare leaders on LinkedIn (320,000 followers)—regularly engaging in conversations about his team, health innovation, family, and leadership.

Before leading Intermountain, Dr. Harrison served as CEO of Cleveland Clinic Abu Dhabi, chief of international business development at Cleveland Clinic, and chief medical operations officer at Cleveland Clinic. He received his undergraduate degree from Haverford College, his medical degree from Dartmouth Medical School, completed a pediatric residency and pediatric critical care fellowship at Intermountain’s Primary Children’s Hospital, and a Master of Medical Management at Carnegie Mellon University.

Dr. Harrison is an all-American triathlete and represented the U.S. at the 2014 World Championships. He is also a two-time cancer survivor, with his sights currently on completing an Ironman. He is also a loving husband and proud father of three adult children.

Mark McClellan, MD, PhD

Mark McClellan, MD, PhD, is Director and Robert J. Margolis, M.D., Professor of Business, Medicine and Policy at the Duke-Margolis Institute for Health Policy. He is a physician-economist who focuses on quality and value in health care, including payment reform, real-world evidence and more effective drug and device innovation. Dr. McClellan is at the center of the nation’s efforts to combat the pandemic, the author of COVID-19 response roadmap, and co-author of a comprehensive set of papers and commentaries that address health policy strategies for COVID vaccines, testing, and treatments, nationally and globally. He is former administrator of the Centers for Medicare & Medicaid Services and former commissioner of the U.S. Food and Drug Administration, where he developed and implemented major reforms in health policy. Dr. McClellan is an independent board member on the boards of Johnson & Johnson, Cigna, Alignment Healthcare, and PrognomIQ; co-chair of the Executive Forum for the Health Care Payment Learning and Action Network; and serves as an advisor for Arsenal Capital Group, Blackstone Life Sciences, and MITRE.

Dr. Marc Harrison, President and Chief Executive Officer at Intermountain Healthcare

Marc Harrison, M.D., president and CEO of Intermountain Healthcare, is a pediatric critical care physician with a proven track record as a top operations executive on a global scale. He is a national and international thought leader on transformation and innovation—ranking in Fortune’s Top 50 World’s Greatest Leaders in 2019. He also ranked third on Modern Healthcare’s 100 Most Influential People in Healthcare in 2020.

Dr. Harrison is leading Intermountain’s 41,000 employees —who are all called caregivers—to embrace bold new approaches to improve health, re-define value-based care, and serve people in new ways. For example, Intermountain launched Civica Rx, a not-for-profit generic drug manufacturer and distributor, to make generic medications more available and affordable in hospitals across the nation. Intermountain is also a founding member of the Utah Alliance for the Determinants of Health, which is a collaboration of community partners designed to proactively address forces that affect people’s health well before they come to a clinic or a hospital.

Dr. Harrison also served as CEO of Cleveland Clinic Abu Dhabi, chief of international business development at Cleveland Clinic, and chief medical operations officer at Cleveland Clinic.

He received his undergraduate degree from Haverford College, his medical degree from Dartmouth Medical School, completed a pediatric residency and pediatric care fellowship at Intermountain’s Primary Children’s Hospital, and a Master of Medical Management at Carnegie Mellon University.

Dr. Harrison is an all-American triathlete and represented the U.S. at the 2014 World Championships. He is also a two-time cancer survivor, with his sights currently on completing an Ironman.

Emily Brower, Senior Vice President of Clinical Integration and Physician Services, Trinity Health & LAN Care Transformation Forum Co-chair

Emily DuHamel Brower, M.B.A., is senior vice president of clinical integration and physician services for Trinity Health. Emphasizing clinical integration and payment model transformation, Ms. Brower provides strategic direction related to the evolving accountable healthcare environment with strong results. Her team is currently accountable for $10.4B of medical expense for 1.6M lives in Medicare Accountable Care Organizations (ACOs), Medicare Advantage, and Medicaid and Commercial Alternative Payment Models.

Ms. Brower joined Trinity Health from Atrius Health in Massachusetts, where she last served as vice president of Population Health. There, she built and executed the essential capabilities required to achieve strong financial and clinical outcomes within integrated care models under value-based reimbursement, particularly for publicly insured populations.

Prior to her career at Atrius Health, Ms. Brower spent 15 years in leadership roles at Urban Medical Group, a Massachusetts nonprofit healthcare organization specializing in the care of medically complex, chronically ill populations across a community-based, long-term care continuum. During that time, Ms. Brower launched a Program of All-inclusive Care for the Elderly (PACE) program and other innovative, capitated contracts for medically complex populations and served as Principal Investigator for a multi-year research project analyzing cost and quality outcomes to support payment reform.

Ms. Brower received her B.A. from Smith College and her M.B.A. from the New York University Stern School of Business.

Will Shrank, MD, MSHS, Chief Medical Officer at Humana & LAN Care Transformation Forum Co-chair

Dr. William Shrank is Humana’s Chief Medical Officer. His responsibilities include implementing Humana’s integrated care delivery strategy, with an emphasis on advancing the company’s clinical capabilities and core objective of improving the health outcomes of our members. He leads Humana’s Care Delivery Organization, clinical operations, and the Bold Goal population health strategy. Dr. Shrank most recently held the position of Chief Medical and Corporate Affairs Officer (July 2019-July 2021) during which time he reorganized and advanced our government affairs division. He is a member of the Management Team, which sets the firm’s strategic direction, and reports and to President and Chief Executive Officer, Bruce Broussard. Additionally, Dr. Shrank serves on the Board of National Committee for Quality Assurance and is co-chair of the Clinical Transformation Taskforce for the Health Care Payment Learning and Action Network. Dr. Shrank joined Humana in April 2019, having previously been employed by the University of Pittsburgh Medical Center (UPMC) where he served as Chief Medical Officer, Insurance Services Division from 2016 to 2019. At UPMC, Dr. Shrank was responsible for clinical operations, policy and quality for approximately 3.5 million members in Medicare, Medicaid, behavioral health, Managed Long Term Services & Supports and commercial lines of business. He also developed and evaluated population health programs to further advance the medical center’s mission as an integrated delivery and financing system. Previously, Dr. Shrank served as Senior Vice President, Chief Scientific Officer, and Chief Medical Officer of Provider Innovation at CVS Health from 2013 to 2016. Prior to joining CVS Health, Dr. Shrank served as Director, Research and Rapid-Cycle Evaluation Group, for the Center for Medicare and Medicaid Innovation, part of the Centers for Medicaid and Medicare Services from 2011 to 2013, where he led the evaluation of all payment and health system delivery reform programs and developed the rapid-cycle strategy to promote continuous quality improvement. Dr. Shrank began his career as a practicing physician with Brigham and Women’s Hospital in Boston and as an Assistant Professor at Harvard Medical School. His research at Harvard focused on improving the quality of prescribing and the use of chronic medications. He has published more than 250 papers on these topics. Dr. Shrank received his medical degree from Cornell University Medical College, and completed his residency in internal medicine at Georgetown University and his fellowship in Health Policy Research at the University of California, Los Angeles. He also earned a Master of Science degree in Health Services from the University of California, Los Angeles and a Bachelor of Arts degree from Brown University.

Andrea Gelzer, Senior Vice President Medical Affairs & Corporate Chief Medical Officer, AmeriHealth Caritas

Andrea Gelzer, MD, MS, FACP has had the roles of senior vice president medical affairs and corporate chief medical officer at AmeriHealth Caritas for more than a decade. At AmeriHealth Caritas, she has been responsible for the development of the company’s integrated care management model, deployed new approaches to alternative/value-based provider payment, developed many innovative population health management strategies for vulnerable populations and built corporate infrastructure to sustain significant growth. She serves as the key clinical spokesperson and policy advocate for the company.

Dr. Gelzer currently serves on several influential industry committees Health and Human Service (HHS) Health Care Payment Learning and Action Network (LAN) Care Transformation Forum (CTF), the Core Quality Measures Collaborative (CQMC) Steering Committee, and the executive committee for the Gravity Project. She is a member of the Board of Directors for the American Telemedicine Association (ATA) and is the immediate past Chairman of the Board of Directors of HealthShare Exchange (HSX), Philadelphia’s regional health information exchange. Dr. Gelzer earned her undergraduate degree from Tufts University, her doctor of medicine from St. George’s University, and a master’s degree in preventive medicine/administrative medicine at the University of Wisconsin, Madison. She is certified by the American Board of Internal Medicine and by the American Board of Preventive Medicine in clinical informatics.

Supporting Organizations

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Improving predictability for providers through improved risk adjustment for complex patients, stronger incentive structures for Medicaid beneficiaries, and flexibility on waivers.

Providers who are successful in fee-for-service (FFS) may lack a compelling reason to transition to APMs but may be unable to compete with the person-centered care delivered by providers in APMs. Introducing APMs through multi-payer pilots in these markets (particularly for independent and smaller providers) may increase competition and reduce FFS entrenchment.

Ensuring providers adopt timely data and analytics capabilities, combining multiple data sources (e.g., electronic health record and claims data), to enable successful participation in value-based payment models.

Providing patients and caregivers with cost, quality, and appropriateness of care data in an actionable, easily understood, and accessible manner. Ensuring that electronic data can be easily shared meeting advanced technology standards (e.g., HL7 FHIR) to improve care delivery.

Focusing on appropriateness, care variation, and person-centered care for all patients through dissemination of best practices.

Upcoming Events

Empowering Patients, Advancing Value-Based Care: A Roundtable Discussion

Past Events

The 10th Anniversary of the HCPLAN: Celebrating a Decade of Advancing Value-Based Care

Summit 2024

Addressing Climate Change to Accelerate Value-Based Care

Accountable Health Care: Outcomes from the Field

Summit 2023

Primary Care’s Role in Advancing High-Quality Accountable Care

Culture Shifts for True Patient Partnership

Evaluate Through an Iterative Learning Loop

Map the End-to-End Journey to Ensure Follow-Through

Review Wellness-Specific Workflows

Distribute Work Appropriately

Establish Direct Referral Pathways Between Clinicians and Program Providers

Community-Based Organizations

Employers

Health Plans

Providers

Patients

Set Aside Funding and Define Clear Outcomes

Train Front Line for Consistent, Patient-Ready Support

Enable Interoperable, User-Friendly Systems

User Guide

User Guide