Value-based care (VBC), which pays a fixed rate per patient, deviates from healthcare’s traditional fee-for-service (FFS) model in which practitioners are paid per service (doctor visit, surgery, vaccine, etc.) they do. Given the growing prevalence of this system, this brief aims to analyze the efficacy of VBC to improve patient outcomes. 

Overview

The structure of healthcare payment models plays a crucial role in shaping the efficiency, accessibility, and effectiveness of medical services. In the United States, the debate between Fee-for-Service (FFS) and Value-Based Care (VBC) continues to influence healthcare policy and patient outcomes. Fee-for-Service (FFS) reimburses healthcare providers based on the number of services performed, whereas Value-Based Care (VBC) prioritizes the quality and effectiveness of treatments.In the FFS model, the payer reimburses the provider for each request they submit for each service delivered to a patient. This model incentivizes healthcare providers to maximize the number of procedures performed to increase compensation. However, this is worrying as it can motivate providers to perform unnecessary services to increase their compensation and lead to saturation of healthcare services. The FFS model has been the main healthcare model in the United States for a long time. However, it is criticized for its focus on reimbursing healthcare providers for the quantity of services, rather than the quality of services delivered and the positive outcomes for patients and their well-being. The FFS model could be positive for patients in need of numerous healthcare services since it allows them to access as many services and procedures as they might need without the concerns about costs  as long as they have insurance coverage. In addition, higher revenue may result from providers being paid for each service they provide. This may encourage medical professionals to provide patients with additional treatment choices. Although fee-for-service has been the standard for many years, several experts contend that value-based care is the way of the future since it can lower overall healthcare costs and enhance patient outcomes. Recognizing these challenges, healthcare policymakers and industry leaders have pushed for a shift toward Value-Based Care (VBC), a model designed to counteract the inefficiencies of FFS by emphasizing quality over quantity. The VBC model prioritizes delivering high-quality services to patients while improving their outcomes. Under this system, medical professionals are paid based on treatment effectiveness rather than the number of procedures performed. Better patient outcomes and reduced healthcare costs may result from this model's incentives for physicians to concentrate on population health management, care coordination, and patient outcomes. With Medicare and Medicaid adopting value-based payment methods, value-based care is gaining traction in the healthcare sector. By 2030, the Centers for Medicare and Medicaid Services (CMS) wants all Medicare beneficiaries to be linked to quality or value. However, as of 2020, 40% of Medicare payments are still based on Fee-for-Service. Additionally, value-based care highlights the significance of population health and care management. This implies that rather than only treating individual patients, healthcare providers are also in charge of monitoring the health of their patient group. The treatment of chronic illnesses and preventive care are the main goals of the VBC model. In the long term, improved health outcomes and reduced healthcare expenditures may result from this model's emphasis on patient outcomes and care quality.

Fee-for-Service vs Value-Based Care: The Differences You Should Know.

To fully grasp the implications of these two models, it is essential to examine their key differences, particularly in terms of cost, accountability, and patient outcomes. A significant challenge with the fee-for-service model is its limited accountability, which has been linked to rising healthcare costs and disparities in patient care. 

It causes two main issues: 

1) some patients receive too much treatment, others receive insufficient care, and some receive incorrect care, and 

2) it raises costs because no one is responsible for the results of the treatment that patients receive. 

The Case Against Fee-for-Service Health Care.

20% of medical care, including 22% of prescribed drugs, 25% of testing, and 11% of surgeries, is deemed unnecessary by doctors. Given the prevailing incentives, it should come as no surprise that a hospital or physician is more likely to employ a medical resource when it is accessible and profitable.

Overtreatment in the United States. 

At its core, the fee-for-service model prioritizes the volume of services and high costs, often at the expense of quality care. Even while the great majority of doctors strive to improve the lives of their patients, the incentives in the system are still fundamentally broken. The system penalizes the hospital or office where a doctor or nurse works if they attempt to reduce overuse and become more efficient because their compensations decrease. Additionally, fee-for-service increases expenses, which leads individuals with low incomes to disregard essential medical care and prescription drugs.

Physicians are less likely to provide preventive care when they are neither compensated for nor held accountable for their patients' long-term health. . 

The fee-for-service model also leads to underuse. The doctor will concentrate on treating patients when the payment system exclusively covers medical care. This underutilization increases expenses and harms patients. An estimated 45% of patients are not getting the care that is advised. 

The Quality of Health Care Delivered to Adults in the United States.  

Lastly, some patients receive incorrect treatment. These situations occur when a patient receives incorrect treatment, does not fully benefit from a treatment, or encounters mistakes in their treatment. A fruitless test or treatment will be administered to 25%–42% of Medicare patients in a single year. Overkill.This implies that millions of individuals are getting unnecessary medications, unnecessary surgeries, and scans and tests that don't address their issues. At best, misuse of care is a financial waste, at worst, it could endanger a patient's life. 

According to an analysis released by ATI Advisory. Medicare Advantage beneficiaries spend an average of $2,500 per year on out-of-pocket costs compared to those registered in fee-for-service Medicare. According to the data, spending is reduced for beneficiaries who are clinically complex and for all racial and ethnic groups. Medicare Advantage users with three or more chronic diseases pay $3,165 less annually on average than those enrolled in Fee-For-Service, according to the report. 

Medicare Advantage Beneficiaries Spend Over $2,500 Less Per Year Than Fee-For-Service Beneficiaries on Out-of-Pocket Costs.

The healthcare industry is shifting from fee-for-service (FFS) to value-based care (VBC) models to improve patient outcomes and reduce costs. However, this transition is not without significant challenges. With the Affordable Care Act (ACA) and later laws supporting value-based payment models, the Centers for Medicare and Medicaid Services (CMS) have played a significant role in this shift. This shift has also been driven in large part by the Triple Aim of lowering costs, enhancing population health, and improving patients’ experience. Reconciling VBC payments in an FFS context is one of the transition's primary issues. This means that instead of treating individual patients, doctors must now concentrate on managing a community’s health. 

The Medicare Access and Children's Health Insurance Program Reauthorization Act was passed by Congress in 2015 in response to growing Medicare expenses. The bill introduced a ‘pay-for-performance’ system, where providers are financially rewarded based on the quality of care they deliver, rather than the volume of services. This encourages healthcare professionals to focus on outcomes and efficiency, ultimately benefiting both patients and the healthcare system. Beginning in 2017, providers will be assessed based on their quality, and in later years, their cost. Low-quality, costly providers will face financial penalties, while high-quality, cost-effective providers will receive bonuses in payment. The Centers for Medicare and Medicaid Services will use alternative payment models and are currently developing episodes of care to assess provider costs. If effective, initiatives like these will contribute to Medicare's continued financial stability in the years to come. 

The Medicare Access and CHIP Reauthorization Act: Implications for Nephrology. 

The Medicare Access and CHIP Reauthorization Act of 2015 (MACRA) has allowed VBC to emerge as a leading healthcare system. The Quality Payment Program, established by MACRA, replaces the Sustainable Growth Rate model, modifies Medicare's payment policy to providers based on value rather than volume, simplifies several high-quality initiatives under the recently implemented Merit-Based Incentive Payments System (MIPS), and rewards participation in qualified alternative payment models (APMs) with bonuses. 

MACRA: MIPS & APMs – CMS. 

The CMS has worked to change the U.S. healthcare system from one that promotes volume to one that rewards value since the Affordable Care Act (ACA) was passed in 2010. Moving away from FFS payment and toward systems that tie provider compensation to lower costs and better quality has been a crucial component of this approach. CMS officially committed to linking at least 90% of traditional Medicare fee-for-service payments to quality by 2018, as stated by Health and Human Services (HHS) Secretary Sylvia Burwell in 2015. To hold providers financially responsible for the quality and expense of patient care, CMS has also created advanced alternative payment models (APMs). Accountable care organizations (ACOs), episode-based payment schemes, Comprehensive Primary Care models, and other agreements are examples of these APMs.

The Future of Value-Based Payment: A Road Map to 2030.

The Affordable Care Act (ACA) includes various provisions aimed at reforming the way the country organizes, structures, and pays for health care. The statute established the Center for Medicare and Medicaid Innovation (CMMI) and implemented several mandated national payment modifications through the Medicare program. Overall, these programs have changed how healthcare is delivered and paid for in the US, and many of them have lowered costs while raising standards of care. However, the outcomes were often mixed, and the overall impact was relatively modest. Six of the 50 models that CMMI introduced over these first ten years produced statistically significant savings. Aside from this, the evaluations seldom  investigated how models affected beneficiaries across demographics, and many models were not specifically created to address health disparities. An emphasis on tackling affordability, promoting equity, establishing value and accountability in health care, and using data to track and assist care transformation are all part of CMMI's vision of innovation for the next ten years, which was released in 2021. 

The Impact of the Payment and Delivery System Reforms of the Affordable Care Act.

Aside from these acts, the Advancing Telehealth Beyond COVID-19 Act is a key example of legislation that promotes the shift toward value-based care supporting telehealth as an important aspect of healthcare delivery. It allows increased access to care, enabling patients to access healthcare remotely, improving outcomes, and ensuring timely care and follow-up meetings. By enabling easier access to healthcare providers, telehealth encourages patients to seek preventive care rather than waiting for a personal appointment, reinforcing the purpose of value-based care, which is to reduce costs by preventing illnesses, giving patients the right services, and promoting early intervention. Telehealth services reduce the costs associated with traditional in-person visits, such as transportation, facility fees, and overhead costs. Telehealth facilitates better management of chronic diseases through regular virtual monitoring and consultations, allowing providers to make real-time adjustments to treatment plans. This continuous care model is essential in value-based systems, as it focuses on improving patient outcomes and reducing hospital readmissions or emergency room visits, which are expensive for both patients and the healthcare system. The extension of telehealth services supports healthcare providers in integrating virtual care into value-based payment models. With telehealth, providers can manage populations more effectively, track outcomes, and meet the performance metrics required for value-based contracts. Also, the Act's provisions allow for the continuation of telehealth services for Medicare beneficiaries, ensuring that vulnerable populations can receive care that meets their needs. 

H.R.4040 - Advancing Telehealth Beyond COVID–19 Act of 2021. 

The Advancing Telehealth Beyond COVID-19 Act is an excellent example of how laws can facilitate the shift to value-based care by making telehealth innovations more accessible, patient-centered, economical, and outcome-driven.

Methodology

Value-Based Care (VBC) is a forward-thinking healthcare model that prioritizes the quality of patient care rather than the quantity of services provided. The fundamental goal of VBC is to improve patient health outcomes while managing healthcare costs effectively. This approach fosters an environment focused on proactive care and comprehensive management strategies. VBC organizations derive their revenue from mechanisms that incentivize maintaining patient health rather than merely providing services. This contrasts with the traditional fee-for-service model, which can lead to unnecessary treatments. Instead, VBC structures focus on shared accountability among healthcare providers, emphasizing prevention and efficient care. There are three primary models: Accountable Care Organizations, Bundled Payments, and Patient-Centered Medical Homes.

Accountable Care Organizations (ACOs) are formed by groups of healthcare providers who work together to provide coordinated and high-quality care for specific patient populations. Their primary goal is to enhance patient health outcomes while simultaneously lowering costs by managing chronic conditions and promoting preventive care. ACOs function within a shared savings framework, which means that if they can reduce overall care costs while meeting established quality standards, they can receive a portion of the savings generated. This model incentivizes ACOs to prioritize long-term health outcomes over the quantity of services provided.

Bundled payment models provide a single payment that covers all services related to a specific treatment or condition over a defined period. This approach promotes collaboration among healthcare providers to deliver efficient care, as all parties involved share the financial responsibility for patient outcomes. By concentrating on the total cost of care associated with a treatment episode, bundled payments motivate providers to reduce unnecessary procedures and enhance care coordination, ultimately improving patient satisfaction and health outcomes.

Patient-Centered Medical Homes are designed to deliver comprehensive and coordinated care to patients. These medical homes emphasize the importance of preventive care, chronic disease management, and patient engagement. Providers in PCMHs receive enhanced reimbursement for effectively managing patient care, which includes coordinating across various specialties and services. By focusing on the patient as a whole, PCMHs can reduce emergency room visits and hospitalizations, contributing to improved health outcomes and lower healthcare costs.

Case Studies

Value-based care (VBC) models have witnessed success. In 2019, Anthem, an insurance company that adopts a VBC model, grew its membership by 1.3 million and expanded its operating revenues by almost 11%. UnitedHealth Group is another VBC model-based insurance company that is expecting continual growth: CEO David Wichmann projected that by 2025, 150 million U.S. consumers will be in value-based coordinated care programs. Beyond wide adoption, VBC models may be comparatively more effective than FFS models. By 2018, UnitedHealth had reduced hospitalizations by 17% through value-based care programs and cut healthcare costs by 8%.

Current research suggests that VBC models may be more economically efficient and fruitful than the traditional FFS approach. The Journal of the American Medical Association published that VBC could substantially decrease the $265.6 billion wasted within the administrative complexity of the nation’s healthcare system. Agreeing with these projections, Humana published a report in 2018 demonstrating how its MA plan provided members with lower costs. To start, MA members under the care of physicians through VBC agreements would have paid an additional $3.5 billion in total in plan-covered medical expenses if they were under Original Medicare’s FFS model. Unlike the FFS plan, the VBC system reduced costs by providing patients with prevention screenings, improved medical adherence, and effective management of patient treatment plans. Consequently, MA members may enjoy reduced out-of-pocket costs and long-term benefits, such as lower member premiums. 

VBC models may also yield better patient care than FFS models. Notably, MA members who received care from physicians with VBC agreements also received screenings as much as 21% more in health areas such as colorectal cancer, osteoporosis, and blood sugar control than members under Original Medicare. Cohen et al. conducted a comparative study evaluating the care quality of VBC and FFS Medicare programs and found that VBC programs provide better quality and efficient care, leading to better outcomes. They found that MA patients under a VBC model witnessed a 44% reduction in their chances for hospital admission for COPD, a 14% lower risk of avoidable Emergency Department (ED) visits, an 18% lower risk of inpatient admission, a 10% lower risk of stroke and myocardial infarction, and a 9% lower rate of 30-day readmission. Ultimately, these findings suggest that the VBC model yields comparatively better patient outcomes. Indeed, Humana’s MA members had a 27% lower rate of hospital admission and visited emergency hospital rooms 14.6% less frequently (131,200 fewer admissions and 110,700 fewer visits respectively) than those subscribed to Original Medicare. 

As a result, physicians participating in VBC agreements are more likely to achieve higher patient satisfaction rates. . From 2016 to 2018, physicians with VBC agreements in Humana had an average Healthcare Effectiveness Data and Information Set (HEDIS) Star score, which evaluates health plans’ performance on care and service, of 4.4 compared to the 3.1 HEDIS Star score of physicians without VBC agreements in Humana.

However, when investigating the effects of more specific treatments, namely obesity treatment, research remains ambiguous as to whether certain VBC models are comparatively more effective than FFS models. Researchers ran a case study of Humana, a leading VBC company, Medicare Advantage (MA) plan enrollees aged 50-89 with medical record body mass index observations between 2015 and 2020. The study identified the BMI of 93,531 patients and found that among the 7,891 patients with obesity intervention actions, 1,564 (or 19.8% of such patients) experienced weight loss. The VBC model therefore may help yield weight loss outcomes for patients, but the effectiveness of this program appears limited; further, it is unknown whether this outcome is comparatively more effective than what a FFS model could produce, as the researchers did not execute a comparative study.

Current Challenges

Numerous reasons, both in state legislatures and the corporate community, contribute to the absence of widespread support for paid parental leave in the United States. One of the main arguments against paid parental leave is the financial strain it places on employers. Payroll costs might go up when paid leave is offered, which is a major worry for small and medium-sized enterprises. Employer and employee contributions are often used to fund paid leave programs, which can feel like an additional tax on businesses.   

The implementation of paid parental leave presents significant operational obstacles, particularly for small enterprises. When workers take long absences, they could struggle to keep up productivity and manage tasks. 

Further, research indicates that paid leave programs may lead to hiring biases, especially for younger women, as they are statistically most likely to take leave. This is because profit-oriented businesses would rather avoid the costs PPL brings, a form of hiring discrimination difficult to legislate against. That is why Dutch researchers conclude that “women suffer wage penalties of 0.4 percent per month of parental leave and 1.3 percent per year beyond the initial year of parental leave…each year of parental leave decreases wages by 18 percent.”

Attitudes regarding government action and the political climate both have a big impact. Policies that are seen as assistance programs are frequently met with resistance in states that place a high priority on individuality and minimal government. Minimal government intervention in private and economic affairs is a top priority in these states.

When there is no federal mandate, state policies are disjointed. While some states rely on voluntary measures or have no provisions, others have comprehensive paid leave schemes. The efforts to develop a national standard are complicated and this inconsistency creates a competitive imbalance.

In conclusion, political beliefs, operational difficulties, financial implications, and operational concerns are the main reasons for the opposition to paid parental leave in the United States. The approach is nevertheless fragmented and uneven nationwide, despite the fact that some states have passed their own laws to fill the void left by the absence of a federal mandate.

Policies limiting paid parental leave have had a big impact. Due to the lack of a legislative mandate, paid leave is not universally available, which frequently disadvantages low-income and part-time employees who are less likely to have their employers provide this benefit. This adds to the larger problems of gender inequality in the workforce and economic inequality.​

At the state level, attempts to resolve these problems have yielded differing degrees of success. Some states have passed paid family leave legislation, such as California, New York, and Washington; these laws have been warmly accepted and have produced benefits for both companies and employees. The federal debate over a national paid parental leave policy has continued as a result of these state-level achievements.

Future Policy

Companies are transitioning to VBC by  developing innovative technologies leveraging data analytics and prioritizing patient engagement. Emerging companies utilizing VBC improve healthcare programs, increase outcomes and achieve cost savings. The transition to VBC can take several months or years to complete depending on the environment, the available funds and the willingness of physicians and patients to make it work. 

Challenges of a fee for service (FFS) to value based care (VBC) transition are:

• Difficulty measuring quality metrics e.g. patient satisfaction, clinical outcomes and cost-effectiveness.
• Significant investment in health information technology is required
• Unfortunate, unintended consequences e.g., providers avoiding high-risk patients to improve their performance metrics
• The transition to VBC can be costly for providers who are used to the traditional FFS payment model. There is more financial risk with VBC payment models because they often involve shared savings or risk-based contracts. 
• More clinical oversight is required as VBC incorporates population health management instead of just focusing on individual patients. Collaboration between healthcare providers is vital to ensure health gains for the entire population and not just individual patients.
• VBC can be more administratively difficult, requiring more money, time, and resources to adequately train staff. This burden can fall heavily on healthcare providers. 
• Patients may pay  higher out-of-pocket costs under VBC, especially if they receive care from providers who are not part of their healthcare network.

An example of a company that has successfully transitioned to VBC is Hattiesburg Clinic in South Mississippi, which began this process in 2007. Since 2016, over $53M in value-based payments have been made across all plans. The Clinic has saved Medicare over $66M, proving the long-term efficacy of Value- Based Care and helping it achieve its Quadruple Aim of: 

• enhancing patient experience, 
• improving population health, 
• reducing cost, 
• improving the work life of health care providers.

Addressing the shortcomings of VBC, healthcare companies aim to mitigate the following challenges: Addressing shortcomings 

Healthcare companies aim to address the drawbacks of VBC through the following:

• Providing appropriate healthcare provider compensation and incentives
• Investing in an Electronic Health Record (EHR) purpose-built for VBC: This allows physicians to be more proactive in managing population health initiatives and compiling clinical quality measure data. 
• Practicing remote patient monitoring: This is especially essential for patients with chronic conditions.This monitoring can be done via telehealth software, remote heart monitors, blood pressure monitors, and other medical devices..
• Ensuring seamless interoperability and data integration  in the EHR and Health Information Exchange (HIE) systems. This allows healthcare providers to access and share patient information with labs, hospitals, and other practices seamlessly, effectively enhancing care coordination and improving patient outcomes.
• Advanced filters: Technology that can find patients according to diagnosis, procedure, or health metrics such as BMI can help providers with early healthcare implementations, personalized treatment plans, and better awareness of social determinants of health factors, all key to achieving value-based care goals.
•  Streamlined administrative workflows: Automating administrative tasks such as patient scheduling, billing, coding, and patient intake can save significant time and reduce human errors.  This leads to enhanced efficiency, staff productivity and more positive patient experiences. Thus, more resources are available for patient care,
• Patient engagement tools: Patient portals, digitized patient intake, automated surveys that capture, analyze, and act upon PROs (Patient Reported Outcomes), and secure messaging help patients engage in their care. These tools provide access to health records, appointment scheduling, prescription refills, and educational resources. This promotes the patient self-management, which leads to better patient outcomes and is a hallmark of VBC. 

Demand for VBC

Research has shown that most patients and physicians approve of VBC, but do not use it due to various obstacles including the ones discussed above. For the past 14 years, the Centers for Medicare and Medicaid Services (CMS), as well as several states, have introduced VBC models for primary care. However, a 2022 survey revealed that only 46% of primary care physicians receive value-based payments. Smaller practices with fewer resources especially those in rural areas are less likely to have VBC.  Rural practitioners struggle with fewer resources, less healthcare access and a smaller patient population size compared to urban areas. It is easier to be in VBC models if the population is a certain size and there are no workforce shortages.

Current Innovations

The innovations that are being currently integrated into VBC include:

• Telehealth
• Data Analytics
• Remote Patient Monitoring
• EHRs (Electronic Health Records) and HIEs (Health Information Exchange) systems purpose built for VBC
• PRO (Patient- Reported Outcomes) platforms                 

  Improvements in current models

Healthcare payment models like bundled payments and Accountable Care Organizations (ACOs) are being refined to better serve providers and patients, emphasizing value over volume to reduce costs and improve care quality. Key improvements in these models involve refining provider incentives, enhancing data usage, and adapting to evolving care settings.

Bundled Payments: Bundled payments encourage coordinated care across treatment episodes by providing a single payment for multiple services within a care period, incentivizing providers to avoid unnecessary treatments. The model's recent iterations aim to enhance cost savings and care quality by integrating performance metrics and data analysis. To address the complexity of managing multiple patient conditions, CMS's Bundled Payments for Care Improvement Advanced (BPCI-A) model continues to evolve, focusing on improved coordination and extending to post-acute care​.​

Accountable Care Organizations (ACOs): ACOs align providers to manage population health by sharing in savings from reduced healthcare costs. To optimize patient outcomes, ACOs are increasingly leveraging health data analytics to address social determinants of health, as well as applying predictive modeling through AI to preemptively manage patient care needs. Regulatory adaptations to ACOs support shifts to outpatient and home-based care, a move prompted by patient preferences and advances in remote monitoring technologies​.

These models highlight an industry shift towards value-based care, where ongoing adjustments focus on greater provider accountability, enhanced patient engagement, and improved data interoperability. CMS aims to have all Medicare beneficiaries and most Medicaid beneficiaries enrolled in accountable care programs by 2030, and the agency is committed to promoting health equity through its value-based initiatives. One example of a value-based care program focused on health equity is the ACO Realizing Equity, Access, and Community Health (ACO REACH) Model. In this new voluntary program, providers are required to develop a plan to improve care for underserved communities and are rewarded for providing high-quality, well-coordinated care to Medicare beneficiaries. Interest and participation in value-based care in the commercial sector also appears to be increasing.

Recent legislative and regulatory reforms

The Centers for Medicare and Medicaid Services (CMS) has been a major driver of the VBC  transition, with the Affordable Care Act (ACA) and subsequent legislation promoting value-based payment models. The goal with these reforms and legislation is to achieve the Triple Aim of improving patient experience, improving population health, and reducing costs. 

• The Value in Health Care Act of 2023 is proposed legislation endorsed by physicians and medical groups. It aims to modify Medicare's Alternative Payment Models (APMs) to encourage broader participation in value-based health programs. The Act proposes changes to enhance the involvement of accountable care organizations (ACOs), aligning with improved care quality, outcomes, and cost reduction goals. The Value in Health Care Act introduces several modifications to APM and ACO parameters:

• Increasing shared savings for early Medicare ACO program participants to attract more engagement.
• Adjusting risk assessment to consider community-specific health risks for more accurate participant representation.
• Eliminating arbitrary distinctions within ACO programs to ensure equal participation opportunities.
• Adjusting performance metrics to establish fair benchmarks that prevent participants from competing against their past achievements.
• Providing enhanced technical support for ACO participants to offset initial setup costs.
• Extending participation incentives for Advanced APMs by two years.
• Adjusting arbitrary thresholds for Advanced APM qualification to align with the evolving value-based care movement.

In 2017, LUGPA (Large Urology Group Practice Association) submitted an APM application to the Physician-Focused Payment Model Technical Advisory Committee (PTAC) titled "Initial Therapy of Newly Diagnosed Patients with Organ-Confined Prostate Cancer." This APM incentivized patient-physician shared decision-making by compensating physicians for responsible active surveillance (AS) management of low-risk localized prostate cancer patients. Despite PTAC's recognition of its appropriateness and benefits, it was not recommended to CMS, raising concerns about CMS's approach to value-based models LUPGA emphasizes the pivotal role of independent healthcare providers in advancing value-based care but points out their exclusion from alternative payment models (APMs). 

In their October 2022 testimony to Congress, LUGPA proposed five key recommendations for improvement:

• Revamp payment updates by preventing Medicare fee cuts, repealing sequester and PAYGO cuts, and adopting a reliable cost-based payment system.
• Foster Physician-Focused Payment Models (PFPMs) by enhancing input from independent physicians in APM development, mandating testing of approved APMs, and encouraging CMMI to adopt PFPMs independently.
• Reform the MIPS program to reward quality and value, abolish the winner/loser approach, expand exceptional performance bonuses, and establish relevant metrics.
• Establish equitable Medicare payments for physician-administered drugs and outpatient surgical procedures.
• Institutionalize recent Stark and Anti-Kickback law reforms, promoting innovative integrated value-based care models with eventual risk-sharing arrangements for outcome-aligned payments.
• One recent development in CMS’s efforts to promote value-based care is a planned effort to promote episode-based care. In July, CMS initiated a request for information (RFI) to develop a prospective episode-based payment model aimed at comprehensive patient care across clinical episodes. The model seeks insights from stakeholders on care alignment, clinical episode selection, participant eligibility, health equity considerations, quality metrics, payment structure, and methodology

The model aims to improve care quality while reducing federal healthcare expenditures, building upon initiatives like Bundled Payments for Care Improvement (BPCI) and BPCI Advanced. Two specific goals of the new model are to improve care transitions for the beneficiary and increase the engagement of specialists within value-based, accountable care. The model is projected for rollout in 2026, allowing time for refinement and alignment.

• MACRA (The Medicare Access and CHIP Reauthorization Act);  2015 legislation that rewards clinicians for value over volume 
• Stark Law Reform: 2019 proposed legislative reform designed for greater flexibility for providers engaging in value based purchasing arrangements (deloitte)

The following diagram shows legislative progress in value-based care over the years. 

Incentives for VB

These are divided into financial and nonfinancial incentives: 

Financial incentives. Also known as value-based payments, financial incentives are a key component of value-based care. These payments may link clinician, hospital, or health system compensation to performance on specific cost, quality, and equity metrics. The structure of these payments varies widely, but some factors that may motivate providers include the following:

• Upside and downside risk. Some models have upside-only risk — providers stand to gain revenue if they exceed expectations on quality, cost, or equity targets. Other programs also include downside risk — providers lose revenue if they fail to meet these goals. Some evidence suggests that models that include both upside and downside risk, also known as two-sided risk, may generate better outcomes, such as fewer hospitalizations. Although risk of revenue loss can be a strong motivator, two-sided risk may prevent risk-averse providers from joining a value-based program in the first place.
• Prospective versus retrospective payments. In the U.S., most health care is paid for on a retrospective, fee-for-service basis, with providers reimbursed for services they’ve already delivered. Prospective payments, on the other hand, are given upfront to providers to manage care for a defined set of patients and procedures — and, in some cases, for a defined period. This type of payment is commonly referred to as “capitation.” Prospective payments may create a stronger financial incentive for providers to lower the cost of care so they can retain more revenue.
• Percentage of providers’ revenue tied to value-based payments. Evidence suggests providers are more motivated to change how they deliver care when more of their revenue comes from value-based payments, since more is at stake. When more revenue is tied to value-based payment, there’s also less administrative burden for providers that often receive payment from a variety of sources.
• Timing, size, and delivery of incentives. Providers are more likely to be motivated by financial incentives that are offered to them directly and given without delay. Incentives should be clearly linked to specific outcomes and large enough to be meaningful.

Nonfinancial incentives. Nonfinancial incentives also can encourage clinicians, health systems, and payers to improve quality, safety, and cost outcomes. For example, participation in value-based care models that offer greater flexibility to deliver the right care at the right time can contribute to providers’ sense of purpose, mission, and professionalism. When healthcare entities perform well in value-based care, it can elevate their reputation as providers of high-quality, affordable care. 

• Measurement. How health and hospital systems and individual clinicians are paid can depend on how well they perform on measures of quality and safety, such as death rates or patients’ ability to access timely care, as well as measures of equity and cost. To gauge providers’ performance at one moment or over time, public and private sector health care entities and regulators collect and analyze data on specific measures.
• Accreditation. CMS can require health care entities to adhere to the quality and safety standards set by certain third parties to participate in the Medicare or Medicaid programs. For example, Joint Commission accreditation is required for hospitals and health systems to receive Medicare or Medicaid reimbursement.
• Regulation. Government agencies can create rules that encourage providers to meet specific standards of quality, equity, and cost-effective care. For example, CMS sets rules requiring managed care plans to include a certain number of providers in their network so Medicaid beneficiaries can access services.
• Public reporting. Publicizing how well health care providers and health plans perform on certain measures can drive them to improve performance. For example, people can search Medicare.gov to find out the rate of complications for hip and knee replacement surgeries at a hospital. Alternatively, individuals enrolling in a Medicare Advantage plan can use the site to see how members rate the plan. Options on the table include altering the duration of leave, means testing eligibility based on income levels, or imposing time limits to mitigate costs.

However, some critics do argue that such compromises will undermining  diluting the impact of paid leave policies, potentially undermining their effectiveness in supporting families and promoting workforce participation, particularly among women. The intersection of economic security, gender equality, and healthcare access underscores the stakes involved in shaping a comprehensive paid leave framework in the U.S. While strides have been made, particularly through recent legislative victories such as the Pregnant Workers Fairness Act and the PUMP for Nursing Mothers Act, the road to universal paid parental leave remains uncertain.