The Mandate

More than a Mission, a Mandate for Social and Public Good. High-Value Care benefits government payers, health plans, provider organizations, physicians, individuals and the population, ensuring there is enough care for those who need it, putting 30 cents of every dollar spent on care back into the delivery system, and back into the pockets of individuals for their food, clothing, and education. Leading providers, payers, government officials and special guests executing the mandate to deliver high-value care in their work as they align payment, delivery practice and organizational culture around population health and value-based care.

Public and Social Good, through Practical Application

Grow Population Health and Well-Being, by Solving the "Know-How" Problem

A Public and Social Mandate: Grow Population Health and Well-being

Public good and the population's well-being require High-Value Care. "Virtually every family in the country, the research indicates, has been subject to overtesting and overtreatment in one form or another. The costs appear to take thousands of dollars out of the paychecks of every household each year. Researchers have come to refer to financial as well as physical “toxicities” of inappropriate care—including reduced spending on food, clothing, education, and shelter. Millions of people are receiving drugs that aren’t helping them, operations that aren’t going to make them better, and scans and tests that do nothing beneficial for them, and often cause harm." THE NEW YORKER - Atul Gawande, MD [Practicing Surgeon, Brigham and Women’s Hospital, and Professor, Department of Health Policy and Management at the Harvard School of Public Health and the Department of Surgery at Harvard Medical School]

A Practical Mandate: Solve the "Know-How Problem"

Delivering High-Value Care requires practical business skills. "Health care has suffered from a simple know-how problem. In the absence of financial incentives to pursue value and without good data to guide leadership, the management skills necessary for transforming care delivery have not developed. Health care leaders have not learned how to achieve consensus quickly, overcome cultural resistance to change, or nurture high-performing teams. They have not mastered the principles of lean management or high-reliability cultures. And they have not gained experience in making tough, data-driven strategic choices in the face of powerful resistance, such as when and where to cut services in order to improve efficiency." - HARVARD BUSINESS REVIEW - Leemore Dafny [Professor, Harvard Business School and former Deputy Director for Healthcare and Antitrust, Federal Trade Commission] and Thomas Lee, MD [Practicing Physician, Brigham and Women’s Hospital, and Professor, Harvard Medical School and T.H. Chan School of Public Health]