Work Groups are chartered by Roundtables to go deep on a key issue over a three-year period, and to make recommendations to Roundtable Fellows for pronouncements or actions that should be taken by the Roundtable, the Forum or by all CEOs. Work Groups are focused on:

• Developing specific mechanisms that advance access to high-quality, affordable health care for all people
• Identifying best practices and developing strategies for wide dissemination so observable results can be realized within 3 years
• Addressing issues that CEOs and boards of payer, provider and life science companies would consider top priorities
• Driving changes where the voice of payer, provider and life science CEOs and their actions matter, where private sector leaders can make progress without regulatory change and which do not require endorsement of specific products or solutions

Chartered Work Groups

Leveraging VBP to Increase Health Care Value & Resilience

Health care systems implementing value-based payment (VBP) care models have demonstrated their potential for improving efficiency and patient outcomes by reducing hospitalizations, specialty care and emergency room visits.  However, despite years of public policy and private market efforts, VBP arrangements represent the minority of reimbursement to the industry, and most health care systems have numerous specific, often conflicting, VBP arrangements from health plans, Medicare and other contractors.  Beyond this, only a small share of VBP arrangements are two-sided, containing both incentives for better performance and downsides for worse performance.  Although the steady revenue stream from VBP arrangements has given some relief to at-risk providers during the COVID-19 pandemic, the future of VBP arrangements in a future of austerity and profound access-to-care issues is uncertain. The overarching goal of this Work Group is to increase the prevalence of VBP arrangements among providers and payers by identifying and reducing barriers to adoption in order to improve efficiency and patient outcomes.

Reinventing Primary Care and Preventative Care Models

Primary care has moved over time from solo practices and small groups to being vertically integrated into hospital systems or horizontally integrated into corporate groups, a trend that is being accelerated by the financial pressure from the impact of COVID-19 on primary care practices. At the same time, new primary care models are emerging such as at-risk primary care groups, concierge services, telemedicine and retail-based models. More will be demanded from primary care practices as the country emerges from the pandemic and as its citizens continue to age to provide better preventative care for patients. More than ever, payer, provider and life science organizations have the opportunity to provide more continuous health care through multi-channel platforms in order to optimally meet the needs of those they serve. The goal of this Work Group is to develop templates for operating primary care practices across sites based on the type of provider and patient population that optimizes use of new technologies and leverages the skills of the entire health care workforce.

Advancing Innovative Home-Based Chronic Care Models

Chronic conditions plague many Americans and are a significant driver of high health care costs, and COVID-19 has only exacerbated these conditions as homebound elderly and at-risk patients delay much-needed medical care. This has led to the propagation of new models for managing chronic care that rely on combinations of telemedicine, home visits from PCPs and specialists or advanced practitioners, remote patient monitoring, at-home treatments like IVs and nebulizers, and full-on “hospital in the home” models. Providers and payers need to understand how these models can most efficiently be combined to improve access and quality of care for patients with chronic conditions both during and after COVID-19. The goal of this Work Group is to develop best practices for innovative models of chronic care management that improve patient outcomes and to drive their adoption by payer, provider and life science CEOs.