Lead Solution Architect

Access as a value driver: connecting access to value-based care. Date posted August 17, 2026 Posted By: Elizabeth Woodcock in Podcast Ambulatory access has long been framed as an operational function. Answer the phones. Send appointment reminders. Fill the schedule. Reduce no-shows. But what if we have been underestimating its value? Across health systems, access leaders are performing work that directly improves outcomes, reduces unnecessary utilization, and strengthens performance under value-based arrangements. The challenge is not the work itself. It is how that work is positioned - and recognized. Too often, efforts to improve the performance of ambulatory access are internally focused. We work to improve workflows, redesign templates, and streamline intake. And in many cases, we encounter resistance along the way. Stakeholders question the changes - after all, there are decades of experience in the workstreams that exist. As these changes are occurring in reducing barriers to access for patients and families, value-based care conversations are happening in parallel. These discussions are often led by population health or contracting teams - and typically focused on specific payer populations. What is missing is the connection between these two worlds. Because the reality is this: access is not separate from value-based care. It is foundational to it. In a recent discussion with experienced leaders, this disconnect came into sharp focus. On one side, access leaders are working to close care gaps, improve timeliness to specialty care, manage post-discharge follow-up, and help patients navigate to the most appropriate setting. On the other, payers are designing programs to achieve those exact same outcomes. Yet the work is rarely translated into a shared language. Dr. Stephanie Mills, founder of consulting firm atelierHealth and former Executive Vice President of Health Service and CMO of Louisiana Blue, joined the conversation to elucidate the payer's perspective. Value-based programs are built around measurable impact. Not activity, but outcomes. Improved preventive care rates. Reduced emergency department utilization. Lower hospital readmission rates. Better chronic disease management. These are the metrics that matter, reveals Dr. Mills. As access leaders know, these elements are directly influenced by access. The challenge is that most health systems are reacting to payer-designed programs, rather than proactively bringing attention to the value they are already creating. As Dr. Michael Kraft, Emory Healthcare's Vice President of Clinical Performance & Operational Excellence, explained, we are often "responding to the program" instead of shaping it. What would it look like to flip that dynamic? At Emory Healthcare, one example offers a glimpse into what is possible. Faced with low completion rates for annual wellness visits (AWVs) among Medicare patients, Dr. Kraft and his team did not start by adding more capacity. Instead, they redesigned access to those visits. Leveraging his former role as Associate Chief Health Information Officer (CHIO), Dr. Kraft advocated for pushing questionnaires directly to patients, simplifying documentation for clinicians, and leveraging the electronic health record to highlight only what required attention, thereby removing friction from the process. Within 12 months, completion rates of AWVs astoundingly increased from 30 percent to 84 percent. But the real story is what followed. Higher completion rates led to improved identification of care gaps, increased preventive screenings, and better performance across quality measures. In parallel, more accurate documentation improved diagnostic accuracy and reflected better management of chronic conditions. The result was not just better patient care, but significant financial return tied to value-based performance. Emory Healthcare's CMS Star Rating skyrocketed - and, as stakeholders saw results, this single initiative led to dozens more. This is the intersection we have been missing. Access is not just about getting patients in the door. It is about ensuring they receive the right care, at the right time, in the right place. When designed effectively, it becomes a mechanism for managing populations, not just schedules. And yet, many access leaders are not at the table when value-based strategies are defined. Part of the challenge is structural. Health systems are typically organized around contracting efforts that are aligned to specific payers, while access teams are responsible for all patients. Academic health systems, in particular, have limited a primary care footprint, making it more difficult to see where they fit into traditional value-based models, which are largely rooted in primary care. But this is exactly where the opportunity lies. Specialty care access, care coordination, and transitions of care in the low-cost ambulatory setting are increasingly central to value. Timely access to specialty services prevents unnecessary emergency department visits. Efficient post-discharge follow-up reduces hospital readmissions. Virtual care expands capacity without adding physical resources. These are not theoretical concepts. They are operational realities already being executed across health systems. The next step is to make that work visible and valued. That begins with connecting access efforts to outcomes. Not just what is being done, but what it produces. Natalie McCall, MSHCT, a principal with atelierHealth explores: Where are care gaps being closed? Where is high-cost utilization being avoided? Where is timeliness improving patient outcomes? Where is health being managed? From there, the work must be translated into the language of value. Financial impact matters. Whether through shared savings, care gap closure, condition management, care coordination, or avoided cost, the ability to quantify contribution changes the conversation. And finally, access leaders have an opportunity to be more proactive. Rather than waiting for payer-defined programs, there is a path for access leaders to bring forward a clear value proposition at the negotiation table. In its simplest form, that could be a concise articulation of how access initiatives improve outcomes, supported by data and aligned to payer priorities. This is not about changing the work itself. It is about reframing it. When positioned correctly, access becomes a lever for improving quality and safety, reducing cost - and delivering on the promise of value-based care. The work is already happening. The opportunity now is to ensure it is recognized, measured, and brought to the forefront of the conversation. Join the conversation: atelierHealth's Dr. Mills (linkedin.com/in/stephanie-mills-mdmhcm) and Ms. McCall join Dr. Kraft of Emory Healthcare as our guests for the Patient Access Collaborative's All-Access Pass to Access podcast.

Louisiana Blue names Sabrina Hogan senior vice president, Government Programs. * Louisiana Blue * 5 hrs ago BATON ROUGE, LA - Blue Cross and Blue Shield of Louisiana (Louisiana Blue) named industry veteran Sabrina Hogan senior vice president (SVP), Government Programs. Hogan has served on the company's Senior Management Team since 2019, most recently as SVP, Care Delivery and president of Louisiana Blue's wholly owned subsidiary, eleHealth. In her new role, Hogan will set and execute the strategic direction for the company's Medicare Advantage business and Healthy Blue joint venture (Medicaid), with full accountability for performance across growth, operations, financial results, regulatory compliance and vendor partnerships. "Since expanding our Medicare Advantage offerings statewide almost a decade ago, we have made meaningful progress growing our membership and we believe that growth will only accelerate," said Brian Keller, Louisiana Blue's chief growth officer. "However, sustainable success in this space requires more than growth alone. It requires a deeper understanding of the complex needs of our members so we can deliver the right care, services and experiences. Sabrina's leadership, guided by her passion and experience, will drive our success in government programs." Sabrina's healthcare career spans more than three decades, grounded in advanced nursing degrees and a focus on health systems management. She has held senior roles at St. Francis Medical Center and St. Francis Medical Group in Monroe. Her community service includes past board roles with the YMCA and Wellspring and current positions on the University of Louisiana at Monroe Foundation Board and the Louisiana Community and Technical Colleges Board of Supervisors, appointed by Louisiana Gov. Jeff Landry. "Throughout my career as a nurse, caregiver and healthcare leader, I have been passionate about caring for those who once cared for us. As more Louisianians become eligible for Medicare each year, we have a tremendous opportunity - and responsibility - to help them navigate the healthcare system and access the care, support and services they need to live their healthiest lives," said Hogan. "I am honored to lead Louisiana Blue's Government Programs division and work alongside colleagues across our organization to deliver exceptional member experiences, improve health outcomes and ensure we remain a trusted partner for Louisianians, no matter their stage of life."