Despite the slow start, healthcare organizations’ transition from volume to value continues, and COVID-19 has accelerated the pace. Many organizations have decided to embrace this shift by negotiating alternative payment models; designing new models of care; and developing physician alignment strategies to ensure collaboration, coordination, and—ultimately—success.
This interactive panel discussion features Doylestown Health, a health system that evaluated its competencies in 2015 and evolved into a robust, value-based organization.
Senior executives from Doylestown Health share key considerations and lessons learned on the journey to value and how the system consistently reevaluates its clinical, operational, and analytic capabilities to continually evolve to better serve its patients and community. This discussion includes a Q&A with health system leaders about how to optimize an organization’s participation in value-based payment models and position themselves to take on increasing levels of risk.
Learning Objectives
- Understand the implications of value-based payment on an organization’s financial outlook in a post pandemic world.
- Learn how to evaluate core competencies across seven domains critical to success under value-based payment models.
- Discuss strategies to overcome implementation barriers and lessons learned.
- Explore strategies for organizational positioning, physician alignment, and payer contracting, as well as an analytic framework that Doylestown Health used to develop and expand its value-based payment capabilities.
Presenters from Doylestown Health
Jim Brexler, President/Chief Executive Officer
Scott S. Levy, MD, Vice President/Chief Medical Officer
Sheri Putnam, Vice President, Strategic Initiatives and Integration
