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n Designing appropriate incentives and initiatives — Establish reimbursement
models for both providers and patients that reinforce
positive behaviors and eliminate costly behaviors with no significant
clinical benefit.
n Use technology wisely — Provide the technology, tools and
training that ensure physicians can deliver the right care, in the
right setting at the right cost with clear accountability for clinical,
financial and quality outcomes. Make sure the technology delivers
data at the point of care and eliminates burdens in addressing
clinical quality metrics and gaps in care.
n Keeping patients satisfied — Transform your culture to prioritize the
human element of care. Pursue operational excellence to automate
administrative tasks where possible, giving providers more time to
focus on providing high-quality, coordinated and patient-centered
care. Happy patients are accountable patients.
Next Steps for Your Organization
We believe that a strong model helps project trends such as revenues-to-physicians,
total net revenue impact over time, shared
annual savings per patient, as well as the potential impact of fullor
partial-risk contracts. In working with health systems, payers
and providers on their journey to value-based care, we see potential
to address critical quality and cost metrics – including
utilization and readmission – and realize meaningful savings.
The right strategy begins with a financial risk model that defines
the population of patients, the payer (or whether you will be your
own payer), providers and hospitals. A trusted partner can help
you identify the right elements of the model.
The CFO’s Role in Value-based Care
In the emerging universe of accountable care, CFOs have the opportunity
to help create a new business model. Accountable care
represents an inflection point for your organization. To be sure,
this shift cannot be outsourced. This transformation requires your
hands-on guidance. Here are a few final tips to ensure your success.
n Bring a strategic, leadership perspective to the conversation. Be willing
to move beyond your traditional role – and your comfort zone.
n Build partnerships across the C-suite. Trusting relationships will
facilitate the decision-making that lies ahead.
n Identify the innovators. Primary care physicians are central to the effort.
n Layer the right systems and technology. Success depends on data
systems that enable integrated, efficient care.
n Collaborate. Identify the data you need to make the case for business
and care delivery transformation within your organization
and share it.
Reference
U.S. Health in International Perspective: Shorter Lives, Poorer Health. 2013 Study
sponsored by National Institutes of Health and U.S. Department of Health and
Human Services. Available at: http://www8.nationalacademies.org/onpinews/
newsitem.aspx?RecordID=13497 (last accessed July 10, 2013).
cIo perspective
An Enhanced IT Portfolio
for a New Model of Care
How Virtua is turning data into ‘intelligence.’ By Alfred Campanella
The executive leadership team at Virtua is
committed to creating an expanded healthcare
delivery model in southern New Jersey
to serve our patients, with emphasis on improving
the overall quality of care, access to healthcare
services, and controlling overall costs.
Our new mission statement, adopted in mid-
2012, says that Virtua will “help you be well, get
well and stay well.” And, our new vision statement
says that Virtua “will be the premiere
choice in health and wellness.”
Everything we do is filtered through that mission
and vision, and each year we develop dozens
of clinical, process and financial goals and objectives
that keep the entire organization focused
on the right things. It is with this backdrop
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