At annual retreat, LHP board focuses on managing risk-based lives
Each spring, the Legacy Health Partners board of managers meets up on a Saturday to have a strategic retreat. Previous years’ retreats have resulted in the development of a new strategic plan, the addition of a new organizational value, and prioritization of key initiatives. The retreat format provides more time to hone in on a key topic. On Saturday, March 2, the board held its annual retreat and focused on the topic of how to manage risk-based lives.
Last year, we shared with you LHP’s new strategic plan. As you may recall, the first strategy is to grow the number of covered lives being managed by LHP. Over the past six months, we have spent significant time on this topic as we prepare for 2020 contracts. While it is crucial to grow the number of covered lives, we also recognize that the real work happens once they are within our network of care. Two of our strategies get to the heart of successfully managing these covered lives – Maximizing Financial Performance and Demonstrating Improved Health.
At the retreat, the board utilized lean strategy deployment tools to tackle these two areas. Using the “Playing to Win” canvas, the board brainstormed what our winning aspiration would look like, who would need to be involved and what would help differentiate us and provide superior value to our customers – both providers and patients.
At the end of the retreat, the board developed strategic tests that would allow us to quickly try our ideas in the real world. Both strategic tests focus on how providers within the network can partner and communicate more effectively. The first test case is focused on patient navigation when primary care refers a patient to a specialist and the communication back to the primary care physicians (PCP). The second test case is regarding communication between a PCP and multiple specialists regarding a complex patient. Over the course of the next couple months, we will work with identified providers and practices to better understand the problem and trial solutions.
While it is important to continue to innovate and experiment with new tests, it’s also good to reflect on the strengths that we already have within the network to manage lives. Here are a few highlights:
- Care Support Resources (CSR) program to address rising risk members
- Primary care practices with experience managing risk in Medicare Advantage, some commercial
- Field operations adviser (FOA) team to keep the network up to date with information
- Extensive physician committee structure to address network needs
- Strong engagement by providers for evidence-based practices
- Regular communication with health plans for bidirectional information exchange
- Quality data reporting through dashboards
- Utilization data reporting through reports
- Analytics team to “deep dive” into data
In future newsletters, we will share more about the outcomes of these strategic tests. If you have ideas about ways to improve how we manage risk, please feel free to email us or speak with your field operations adviser.
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