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This report includes:
• Operational area sta;ng and salary information
• P&L summaries by organizational class
• Financial summaries by specialty
• Accounts receivable analysis
Data is delineated in a variety of ways:
• Health systems vs. private physician practices
• Group size and region
• Level of capitation
• Per physician FTE, per work RVU and
per square foot
The latest operations
and finance data for
Get a clear and
complete picture of the
market with operational
and financial data from
The Right Mix
A large health system in the state of New York considers several
aspects to get to the right mix of VBC programs, including:
1 Favor VBC programs that reward high performance against regional peers rather than past performance. Measuring
against past performance may yield early high returns, but
returns diminish as the organization improves, causing bench-
marks to actually increase in difficulty.
2 Establish a level of trust and collaboration with commercial payers. For example, voluntarily submitting quarterly
clinical data to assist with the payer’s Medicare Advantage
3 Seek new VBC programs that align with requirements and performance measures of existing programs in your
portfolio. Not only is the added overhead of managing dissimilar
programs too high, but also the risk of clinician burnout increas-
First, recognize the need to manage a portfolio
of programs—and likely one with increasing
financial risk. This mindset provides the impetus
to spark a new way of thinking and managing
Second, create a portfolio grid that represents
your current programs and a process for utilizing
it to gain consensus on priorities and actions.
Although visually daunting, the grid effectively
conveys the true level of effort and focus required
to optimize overall portfolio performance.
Third, exercise portfolio thinking and execution.
Look for commonalities among programs—whether
they be performance improvement initiatives or
administrative processes—and explicitly define
how success in these endeavors will positively
impact more than one program. This helps to break
through program silos that naturally emerge
when programs are launched at different times
by different teams within an organization.
Last, embrace the fact that your portfolio
will and should change. Not all programs succeed, just as not every stock in an investment
portfolio is always worth keeping. The key is to
be intentional about VBC portfolio design and
management so that your organization drives the
portfolio, rather than the other way around.
Beth Houck is vice president, customer experience,
and Tom S. Lee, Ph.D., is CEO and founder, SA Ignite.