A sign on the exterior of a tan building reads "Associates in Primary Care Medicine, Family Medicine." An awning hangs over the doorway. Inside, Dr. Gregory Steinmetz holds a stethoscope to a patient's back.
GREGORY: Good. And take some deep breaths. Your lungs are clear. Deep breaths again.
A man speaks in voiceover as the patient sits across from Gregory.
CHRISTOPHER: The system was designed as a sick care system.
GREGORY: Are you getting exercise?
Gregory examines her ear. Now, Christopher interviews against a bright wall.
ON SCREEN TEXT: Dr. Christopher Crow
Catalyst Health Network, President
CHRISTOPHER: Some people would call that broken or you might say it works perfectly the way it's designed, to deliver more care and for the price to go up and up and up. We actually designed it that way in this fee-for-service model.
Niyum interviews in a white room.
ON SCREEN TEXT: Niyum Gandhi
Mount Sinai Health System, Executive VP
NIYUM: Now, more so than ever before, we're--we're running out of money, and so it's--healthcare could quite literally bankrupt the country.
In a lab, a doctor injects a liquid into small vials. A patient slides through a scanning machine. Joe interviews in front of a diamond-patterned wall.
ON SCREEN TEXT: Dr. Joe Lambert
Catalyst Health Network, Medical Director
JOE: It's just been this great, wonderful epiphany and this heart-warming thing for us--for my practice. That was moving us to a new way of thinking, which is value-based care.
Andrea interviews at her desk.
ON SCREEN TEXT: Andrea Galgay
Rhode Island Primary Network, Accountable Care Director
ANDREA: Suddenly, you can start providing care in a way that isn't driven by "If I see this patient, I'll get paid." It's going to be, "If this patient needs this service, I'll provide it." And I think that's one of the biggest benefits of value-based care.
Jeremy interviews by a glass wall.
ON SCREEN TEXT: Dr. Jeremy Boal
Mount Sinai Health System, Chief Clinical Officer
JEREMY: There's more alignment between the payers interest and the health systems interests. Both parties are working really hard to deliver exceptional quality at the lowest possible cost.
A woman nods and smiles as she chats with a woman across a table. The image partially fades, and white text appears.
ON SCREEN TEXT: What's the secret to the strongest
value-based care programs?
Alyna interviews, then speaks in voiceover as she works at standing desk.
ON SCREEN TEXT: Dr. Alyna Chien
Harvard Medical School - Pediatrician
ALYNA: Traditionally, there was more of a arm's length relationship between plans and physicians. So the idea that the left hand doesn't know what the right hand is doing.
Columns line the marble façade of Harvard Medical School's Gordon Hall. The image partially fades, and white text appears.
ON SCREEN TEXT: Harvard Medical School authored
a first-of-its-kind study exploring
Blue text appears below the front cover of a research document. On it, an image of a doctor sits inside 3D shapes.
ON SCREEN TEXT: A 3D model for
The next frontier in
and relationship support
Harvard's research outlines
a 3D-model essential to the
success of VBC.
A three-axis bar graph grows, charting "Quality Incentive," "Spending Reduction Incentives," and "Infrastructure Supports" from low to high. Blue text appears underneath.
ON SCREEN TEXT: The key insight: The strongest VBC designs
include a 3rd dimension focused on
A machine dispenses packaged pills. In a large room, pill bottles shelves organize pill bottles of all kinds. Jeff speaks in voiceover.
JEFF: All these things that we're talking about are the bricks, and somebody's gotta be the mortar between all of those bricks.
Jeff interviews by a window.
ON SCREEN TEXT: Jeff Lawrence
Catalyst Health Network, Executive Director
JEFF: And so maybe this dimension that we're referencing, is the tethering together or the arterial connection that starts to happen between these things.
JOE: And then having a collaborative relationship with the payers where we look at data and we say, "Of our patients, which one of the ones are the most costly?"
ON SCREEN TEXT: Noah Benedict
Rhode Island Primary Care, Chief Operating Officer
NOAH: And this type of interaction, engagement with providers, doesn't happen overnight. It takes time, it takes trust, it takes successes, and it takes physician leadership.
Employees wearing headsets work at their computers.
JEREMY: I think we have the potential to enter sort of a golden age of medicine and healthcare. It's almost like elective surgery. You know, sometimes a patient needs elective surgery. It's hard to go get that elective surgery when you're still feeling okay, but being able to say, "You know what? We have to do this." It's going to be hard. It's gonna be painful. We're gonna make mistakes along the way. But at the end of the day, it's the right thing for the health system. It's the right thing for our community.
A doctor, Kimberly, moves a patient's arm. Three doctors converse in a hallway.
ALYNA: That's why I consider courage actually to be the most important thing here. Because it takes courage to take responsibility for someone else's health.
Gregory and his patient continue to talk. The screen fades to the UnitedHealthcare Logo against a white background, then fades to black.
ON SCREEN TEXT: UnitedHealthcare®