Define your VBP objectives

Grants Pass Clinic has developed and implemented a variety of strategies internally and with external partners to achieve quality and cost VBP objectives.

  • A partnership with the local behavioral health provider has increased behavioral health visits through warm hand-offs. It has been very successful, but recent staffing challenges have limited the ability of the partner organization to have staff onsite.
  • A pharmacist group partnership for medication reviews, especially on patients who take over a certain threshold of medications, has reduced medication costs.
  • Through their ACO, the clinic is reaching out to patients at the end of their life for comprehensive advanced care planning, including engaging family members.
  • Clinic staff and clinicians are increasing the number of Advance Directives by asking patients about them at appointments.
  • The clinic community health and behavioral health coordinator partners with many local agencies as well as pharmaceutical companies to help patients get their needs met.

Seek a common understanding of how payers define value in their VBP models and how these definitions align with your VBP team’s expectations. VBP arrangements are more successful if there is alignment. A VBP arrangement is a partnership between you and your payer partners to mutually and collectively target and improve defined measures of value.


Prior to embarking on a VBP initiative, consider the business case for participating in a VBP model. Objectives might include:

  • Improving care coordination, including transitions of care;
  • Increasing clinic flexibility to provide team-based care, including integrating primary care with mental health care and care for persons with substance use disorders;
  • Reducing overutilization, underutilization, and misuse of service by measuring and reducing unwarranted practice variation;
  • Improving care for certain high-cost, high-need populations;
  • Improving quality by closing care gaps (difference between best practice and actual practice);
  • Improving patient experience and patient outcomes;
  • Advancing health equity and addressing patients’ health-related social needs;
  • Empowering patients;
  • Reducing health care cost growth;
  • Complying with OHA and other requirements;
  • Remaining competitive – or getting ahead – in the local health care market;
  • Increasing capacity to demonstrate quality improvement and ultimately take on more financial risk; and/or
  • Improving negotiation leverage with other payers with increasing experience and a track record of successfully implementing VBP.

Without an intentional focus on equity, transformation and payment reforms may perpetuate or increase health inequities. Consider:

  • To what extent are your payers focused on equity as part of their value objectives and the potential for inadvertently exacerbating health inequities?
  • How will you incorporate reducing disparities and advancing health equity as part of your VBP value objectives?