"It forces us to look at the care continuum differently," said Julie Taylor, CEO of Alaska Regional Hospital in Anchorage. "If you are going to get the best outcomes from a value-based purchasing perspective, it can't be done in a silo."
The shift to value isn't easy, though. Nearly two-thirds of the CEOs surveyed said they are still wary of the financial risk involved across all payment reform. Engaging physicians and staff (63%) and revamping clinical processes (57%) were the next biggest obstacles in implementing new models, executives said.
"The challenge in moving from volume to value is doing more with less," said Dr. Susan Turney, CEO of the Marshfield (Wis.) Clinic Health System. "It's not just the providers; physicians and patients have increased financial risk as well."
Nonetheless, executives are managing the growing pains.
"We reorganized, particularly with our population health division, so we can comprehensively look at how we are doing payment reform," said Dr. Rod Hochman, CEO of Renton, Wash.-based Providence St. Joseph Health, a 50-hospital system created by last year's merger of Providence Health & Services and St. Joseph Health. "It is a journey."