Meeting June 28, 2016 Chicago, Illinois WELCOME & OPENING - - PowerPoint PPT Presentation

NBCH All-Member Meeting

June 28, 2016 Chicago, Illinois

WELCOME & OPENING REMARKS

Agenda

8:30 Welcome and Opening Remarks Karen van Caulil Mike Thompson 9:00 NBCH Initiatives and Priorities Mike Thompson

• Highlights of Member Survey
• Innovator Hall and Showcase
• Well-being Institute
• Reengineering eValue8

10:15 Break 10:30 Member Round Robin (3 minute highlights!) Coalition Leaders/Staff

• Best practices managing data
• New efforts to manage utilization and cost
• Strategies to increase member engagement
• Employer communication/marketing strategies

12:00 Lunch 1:00 Future Potential Member Coalition Collaborations Open Discussion

• Improve value to Middle Market
• Serving national employers across markets
• Leveraging coalition initiatives (e.g. PVN)
• Engagement with national organizations
• Affinity groups

2:30 Summary and Close Mike Thompson

NBCH Mission & Objectives

Improve Health, Well-being and Value in our Companies and our Communities

• Develop and support core national infrastructure, communications and programs for

regional coalitions across the country

• Promote and facilitate collaboration, networking and sharing among member coalitions
• Execute strategies that allows our “regional infrastructure” to be more relevant to

“national stakeholders” – help us to be more than the sum of the parts

• Serve as national face of coalitions publicly and help to lead and coordinate our

collective interface with national stakeholders

• Engage with others to help to define “next generation” strategies for our coalitions,

companies and communities

NBCH Strategic Priorities

• Rebuild and extend relationships
• Navigate the current financial situation and develop

sustainable business model

• Consistently deliver value to diverse coalition members

and stakeholders

• Build flexible infrastructure to support mission
• Develop and promote distinctive national brand

NBCH INITIATIVES & PRIORITIES

• Highlights of Member Survey
• Innovator Hall & Showcase
• Well-being Institute
• Re-engineering eValue8

NBCH MEMBER SURVEY HIGHLIGHTS

NBCH Member Outreach Highlights

• We have a diversity of strong talent

across the country

• Environment and approach varies

significantly by geography

• Business models vary based on history

and nature of market

• Coalition leaders are generally optimistic

about the future

• Some concerns about direction over past

few years

• Concerns about recent impact on

stakeholder relationships and engagement

• General support for NBCH but want to

see more “value-add” to coalitions beyond networking

General Support for NBCH Coalitions are Seeking more value-add beyond networking

NBCH Membership Highlights

Size of Employer (Number of Employees) Estimated Number of Employers Estimated Number of Individuals Covered

<500 11,080 3,450,000 500-1000 480 860,000 1000-5000 360 2,950,000 5000-10,000 190 3,040,000 10,000+ 260 31,190,000 TOTAL 12,370 41,480,000 Our Estimated Aggregate Impact

• Small businesses arise primarily out
• f FLHCC retail association and

NEBGH small business PIX

• Middle market is where many of our

coalitions succeed with Value Based Purchasing models

• Large businesses come in many

forms:

• Federal (OPM – 8 Million)
• States (e.g. TN, CALPERS)
• Cities (e.g. NYC)
• Public Programs

(SC Medicaid, Covered CA)

• 90% Private Employers

(e.g. Walmart, Boeing, FedEx)

• Taft Hartleys

NBCH Coalition Revenue Breakdown

“Typical” Breakdown of Revenue

Membership Dues Affiliate Dues Conferences/Education Coalition Provided Services Network Access Fees Pharmacy Revenue Other Service Access Fees Rx Grants Non- Rx Grants Other

39%

9% 8%

4% 3% 7% 7% 7%

39% 11%

11% 9%

5%

8% 4% 3% 5% 7% 7% 7%

Coalition Business Models Vary Significantly

0% 5% 10% 15% 20% 25% 30% 35% 40%

Largest Coalitions Smallest Coalitions

Sources of Revenue – Largest vs Smallest Coalitions

Member Survey Highlights (cont.)

• Our coalition leaders have diverse backgrounds
• Multiple roles in health systems
• Medical societies and industry associations
• Population health management, managed care,
• Public health, public policy
• Benefits, consulting, sales & marketing
• The military
• Almost half of our coalition leaders have worked at

their coalition for 5 years or less while about a third have worked at the coalition for over 15 years.

• The coalitions were almost universally started by

groups of employers who were motivated to stem

the tide of health care costs and improve quality and health

Our coalition leaders have diverse backgrounds

Member Survey Highlights (cont.)

• The major turning points for our coalitions have been

when they have been able to demonstrate:

• Influence on their local marketplace,
• Value through joint purchasing,
• Improved focus on quality, safety and transparency,
• Leadership on local health initiatives, and
• Successful multi-stakeholder engagement.
• Geographic expansion and ACA have also been unifying

forces

• The biggest challenges faced by our coalitions have

been:

• Funding resources and sustainability,
• Market leverage, and
• Engaging their members to influence change and innovation.

Major Turning Points for Coalitions were Demonstrated Results

Member Survey Highlights (cont.)

• Most coalitions defined their service area “regionally” while others defined

their service area as “national”.

• Almost three out of four coalitions described a service area that covered over one

million people.

• About half felt their service area overlapped with other coalitions.
• Coalition legal structures vary

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%

501(c)(3) 501(c)(6) For profit (please specify)

Member Survey Highlights (cont.)

• One third of our coalitions have only
• ne FT person and two thirds have

three or fewer FT people on staff.

• Collectively, across the coalitions, we

represent about 170 full-time staff and another 40 part-time staff.

• Contractors are also often used on an

ad hoc basis or to support:

• special events,
• communications,
• grant projects or
• administrative or technical support.

Collectively we represent about 170 full time staff & 40 part time staff across the country!

Member Survey Highlights (cont.)

Coalitions offered that their resources could be leveraged by NBCH or other coalitions in the following areas:

• Educational webinars
• Benchmarking surveys
• User groups
• Web-sites
• Data management
• Administrative offerings
• Toolkits
• Publications
• Vendor contracts
• Claims repricing
• Health services research
• All-payer data
• Insights on working with journalists

and legislatures

Members Survey Highlights (cont.)

Educational programs

97.6%

Community health related collaboratives

85.4%

Annual conference

78.0%

Peer roundtable

65.9%

Employer based patient education

65.9%

Public reporting on health care services

56.1%

Hospital level quality programs

51.2%

Consulting for members

48.8%

Structured learning collaboratives

46.3%

Wellness, prevention or chronic disease management

43.9%

Pharmacy network

39.0%

Data warehousing

36.6%

Policy advocacy/Lobbying

34.1%

Physician level quality programs

26.8%

Carrier contracting or negotiations

22.0%

Provider network (independent from carrier)

19.5%

Vision or Dental programs

17.1%

Provider round table advisory group

14.6%

Health system access (independent from carrier)

14.6%

Behavioral health network or EAP

14.6%

Employer sponsored health clinics

9.8%

Stop loss coverage

7.3%

TPA services

4.9%

Utilization review or case management

2.4%

At least two out of three coalitions

• ffer:
• Educational programs
• Annual conference
• Peer round tables
• Employer-based patient

education

• Representation in community

health collaboratives Types of Services Offered

Areas of support that coalitions would value from NBCH and other coalitions included support related to.

• "what programs work”
• local data collaborative
• annual conference support
• direct purchasing
• centers of excellence
• education resources
• marketing and funding
• eValue8 and related spinoffs
• benchmarking surveys
• speaker bureaus and related

evaluations

• new ideas, concepts, best practices
• access to vendor contracts
• notice of grant opportunities
• "knit together for large companies"
• "grants that many coalitions can

participate in"

• coordination of activities for broader

influence

• education and networking
• joint peer round tables
• access to webinars
• access to key coalition leaders and

directors

• national position statements
• "genuine respect and collaboration

across all markets"

• ad hoc assistance

Member Survey Highlights (cont.)

Member Survey Highlights (cont.)

0% 10% 20% 30% 40% 50% 60% 70% 80%

Mental Health Care coordination (example: readmission) Innovator / Vendor Evaluation Provider contract modification (eg never events ) Medical provider contracting ACO readiness or operation Population health Specialty Pharmacy Management Leveraged / Group Purchasing Payment reform or alternative payment models Community based population health Community level education programs Value based benefit/insurance design Value based purchasing

Focus of Key Coalition Initiatives Today

Member Survey Highlights (cont.)

Special initiatives being considered in future related to:

• Specialty Rx & biologics (on medical and pharmacy side)
• Alternative payment/payment reform
• Cost driver analysis
• Advanced primary care
• Data analytics
• Transparency
• Employer surveys
• Advance care planning
• Medicare integration,
• Worksite clinics
• Contraceptives
• Pain management
• Maternity
• Centers of excellence/referral networks

Member Survey Highlights (cont.)

How NBCH & Other Coalitions can help on Special Initiatives

• Sharing experience from their own efforts including best practices,

challenges and solutions, resources & road maps

• Education and tools, action briefs
• Contracts and contracting strategies, performance measurement,

payment reform guidance, employee communication materials

• Data collaboratives
• Multi-coalition group purchasing
• Innovator/vendor evaluation
• Policy updates
• Funding sources
• Connections to national experts, networking
• Full coalition transparency across all markets
• National employer strategy (including local access to significant

membership)

• Leveraging eValue8
• National visibility, market influence

Collaborate To Accelerate & Optimize Success

Member Survey Highlights (cont.)

• Our coalitions believe that the benefits of being

an NBCH Member are to be part of a great network of talented peers with a shared mission and to learn from other coalitions.

• NBCH can inform, leverage and legitimize the

efforts of the local coalitions and support coalition efforts to evolve, align and guide purchasers.

• Key initiatives related to networking, eValue8 and

education are valued.

• Access to NBCH resources, connections, and

funding sources is also important.

• Most importantly to be part of a collective national

voice to create market change and participate in key national initiatives

NBCH Key Benefits

• Network
• Shared Mission
• Learning
• Resources
• Collective Voice

INNOVATOR SHOWCASE AND INNOVATOR HALL

Innovator Showcase and Innovator Hall

Innovator Showcase

• Qualified companies - those deemed "innovative" by NBCH staff
• Opportunity to participate as one of 8-10 companies highlighted at NBCH

conference as innovators in a relevant area

• Improving health, well-being and/or value in our companies or communities
• Each Innovator to be showcased will give a "speed presentation" on the main

stage (ie not a breakout).

• 20 slides in 6 minutes
• These presentations are a "win-win" with the vendor being pre-qualified, content

being highly condensed and audience being highly engaged.

• Cost for qualified companies to participate
• $10,000 sponsorship

Innovator Showcase and Innovator Hall

Innovator Hall

• Qualified companies - Those reviewed and approved by a board of coalition leaders
• Periodically we will establish a class of 4-6 vendors in Innovator Hall (first class to be

established in August)

• We will shoot videos of an interview between NBCH CEO and the designees of the vendor
• The video will be co-owned by NBCH and the vendors.
• There will not be direct competitors in any class.
• The vendor will also be featured in our Innovation Showcase (above),
• The videos of each the vendors will be maintained on NBCH web-site for two years and

shared with the NBCH coalitions across the country.

• In addition, a vignette of each class of innovators will also be shared to facilitate sharing most

broadly across the employer community.

• Any vendor that is a member of Innovator Hall will commit to independent validation of

its performance studies - NBCH will share those results with the coalitions.

• The cost to participate in Innovator Hall
• $25,000 for the first year and $15,000 for the second year.
• NBCH will pay costs of video production, distribution and independent validation.

EVALUE8

eValue8

What is it?

• Vendor management/ accountability resource
• Foundation for value-based purchasing
• Collection of plan self-reported data with validation on

accreditation and HEDIS/CAHPS performance on key measures

• Responses are scored with weight based on evidence-

based best practices, percentile ranking; subset are verified

• Web-based database of responses across the country that

provides ability to benchmark regionally and nationally

• Health Plan Performance Improvement Roadmap
• Supports continuous quality improvement
• Report of strengths and opportunities serves as catalyst for

performance improvement

• Supports efforts of national carriers to reduce service variability

across markets

72.2% 70.9% 55.9% 49.3% 18.2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 2012 2011 2010 2009 2008

BCBS HMO: Provider Management 2008-2012

eValue8

What it does?

• For more than 15 years, eValue8 has set

consistent, evidence-based, employer-verified priorities for health plan performance

• Measured the same way across vendors and

across geographic boundaries

• Assesses how health plans:
• Improve and maintain the health of members/employees
• Support health care providers to improve care
• Drive out waste and improve value
• Identifies strengths and opportunities for

improvement

Sets Consistent, Evidence-based Employer Priorities On Performance

What topics does it cover?

• Cancer
• Accreditation from a Third Party

(NCQA, URAC)

• Consumer tools (selecting

physician, hospitals) – eg cost and quality information

• Diabetes
• Care Co-ordination
• Treatment decision support –

eg cost and quality information

• Cardiovascular Disease

and Cardiac Care

• High Cost, Medically complex

patients

• Client support - data analysis

and reporting

• Asthma
• Patient Safety

(including Hospital Safety)

• Pharmaceutical adherence

monitoring

• COPD
• Payment Innovation/Reform
• Outcomes - Relative Resource

Use

• Weight Management/

Obesity

• Bariatric Surgery
• Clinical Performance Results -

HEDIS

• Smoking/Tobacco Use
• End of Life Care (member and

family support)

• Consumer Performance

Outcomes - CAHPS

• Depression
• Specialty Pharmaceuticals
• Plan-Plan Collaboration
• Substance Use

(incl. alcohol, opioids)

• Maternity care (including C-

sections)

eValue8

How has it been used?

• Coalition Education & Communications
• Action briefs
• Public Health/Community Activation
• Drive collaboration among plans in community in areas of interest
• Initiatives related to depression, substance use, data submission for reporting
• Collaboration/activity around tobacco cessation (CDC and Segue Consulting)
• Supply Chain Management
• Basis for discussion on performance improvement in key areas
• To assess value of contract/Accountability tool
• Scorecards on Payment Reform Progress (CPR)
• Health Plan Selection
• As quality score in RFP
• Endorsement of health plans in market/selection of Plan partners
• On-Line Plan Chooser Tool for employees
• Research
• e.g., AHRQ on content and functionality of Plan cost calculators

eValue8

Who has used it?

Coalitions and consultants

eValue8

eValue8 2016 eValue8 2015 Past Users

MABGH *HC21 *MBGH (Memphis) NEBGH PBGH (Pittsburgh) PBGH

• WA Health Alliance

*CBGH *LVBCH MABGH NEBGH PBGH (Pittsburgh) PBGH *VBCH Health Action Council Employers Health FLHCC MBGH (Midwest) Minnesota Heath Action Group Oregon Coalition of Purchasers RIBGH

• St. Louis Area Business Health

Coalition Watson Wyatt

*On a rotation schedule

Who has used it?

Others

• Covered California
• for certifying Qualified Health Plans

and for Contract Compliance

• relative to disparities reduction,

delivery system reform and payment reform efforts

• Maryland Health Commission
• 10 questions relating to

race/ethnicity/language

• Catalyst for Payment Reform
• national, CA and NY scorecards on

status of payment reform

eValue8

Additional Recent Opportunities

• New York State Health Foundation
• Joint NBCH/NEBGH grant proposal
• Consumer tool for plan selection
• Pharmacy Benefit Management Institute
• Integrate customer satisfaction data into

eValue8 pharmacy assessment

• OPM
• Use of patient safety data to reinforce CDC

priorities and drive plan performance

• Kennedy Forum
• Operationalize five pillars of mental health sy

Potential Future Directions

• Reframing/positioning to accelerate improvement in supply chain.
• Move to more modular approach
• Engage both health plans and speciality vendors (eg PBM assessment)
• Engage national plans nationally and streamline collection
• Seek participation in all markets
• Change business models to mitigate barriers to coalition participation
• Consider vendor financed
• Allow/encourage coalitions to use results throughout the year
• E.g., when topic is BH, diabetes, cancer, obesity, payment reform –

start by showing results from eValue8 or from Action Briefs

• Explore future NBCH grant opportunities leveraging eValue8 data
• Expanding channels of communication
• Target audiences for results

eValue8

WELL-BEING INSTITUTE

Well-being Institute

Background

• Science of “well-being” is very encouraging and relevant to our

companies and our communities

• However, most groups in the industry are continuously drawn back

into a “wellness mind set” by current constituents

• Developing a “Well-being Institute” supports a number of our

strategic objectives for NBCH and coalitions

• Thought leadership & relevance
• Financial Stability (2nd conference in the Spring)
• Widening sphere of NBCH stakeholders
• Early outreach and discovery is promising
• Capturing imagination of other thought leaders
• Finding multiple spheres of influence that are relevant to our

coalitions – employers, communities, healthcare delivery

• In May, hosted meeting of 30 leading individuals in the well-being

space to help scope path forward

• Participated in Samueli Institute initiative on “Community Based

Well-being”

Potential Benefits

• f Well-being
• 33% higher profitability
• 43% more productivity
• 37% higher sales
• 300% more innovation
• 51% lower turnover
• 66% decrease in sick leave
• 125% less burnout
• Addresses social

determinants of health

Well-being Institute

Our Mission

Be a recognized, leading voice advocating for and demonstrably improving the well-being of individuals and their families through and to the benefit of employers, communities and healthcare delivery.

Our Focus

Support and enable people to thrive in every facet of their lives and perform to their fullest potential, through a whole person focus

Our Objectives

• Explore, understand, validate and enhance the ideas and evidence related

to individual and societal well-being, both in the US and globally.

• Facilitate their dissemination and accelerate a general acceptance of their

validity.

• Collaborate with stakeholders to imbed well-being enhancement into our

cultures, programs and initiatives.

• Leverages our collective assets, continuously improve value

to stakeholders and sustains our collective success.

Well-being Institute

Our Approach

• We will work in a collaborative fashion, build upon what
• thers have done, and partner with like-minded

stakeholders to advance the well-being agenda.

• We will combine strong intellectual roots – almost

academic in nature – with practical and adaptable approaches to accelerate success.

• We will bring a rigor to connecting the dots across
• rganizational structures and functional ownership.
• We will support the meta-leadership skills needed to

engage and execute down, across and up in an

• rganization or community, recognizing the potential

diversity of entry points and sponsors.

• We will be adaptable to go global, go local and go

personal.

• Our approach will be inclusive, recognize the power of

the many and leverage the employer coalitions when and as appropriate.

Our Stakeholders

Employers – All stakeholders within the

employer will need to be considered, including: the CEO, the CHRO, other C-Suite leaders, functional owners of critical areas; operations, line management, unions, talent, benefits, learning and development, organizational development, diversity and inclusion, staffing, and

• thers. To capture the global opportunity in

well-being, non-US stakeholders will be sought and engaged in our activities.

Others – As part of their well-being focus,

employers and their employees will increasingly influence and engage with community sectors including civic leaders, non-profits, educators, healthcare providers and others.

Well-being Institute

Our Activities

• Validate, Substantiate and Explore
• Identify or create a simplified framework to organize, and make more intelligible the

conversation and activities of the Initiative.

• Collaborate with other stakeholders to develop a well-being “report card”, based

upon agreed upon key outcomes measures and their drivers

• Identify “world class” standards of performance for “report card” metrics and

determine value of achieving those standards

• Create and manage a clearing house for third party data and information, applying a

critical eye to all content

• Collaborate with researchers, academics and others to conduct and publish

research

• Collaborate with other stakeholders to develop a well-being “report card”, based

upon agreed upon key outcomes measures and their drivers

• Identify “world class” standards of performance for “report card” metrics and

determine value of achieving those standards

Well-being Institute

Our Activities

• Advocate, Educate and Create Awareness
• Develop conversation points and multi-version tool kits that reflect the orientation

and needs of each stakeholder group

• Conduct conferences and seminars
• Provide speakers and advocates
• Generate publications
• Leverage social media channels
• Host blogs

Well-being Institute

Our Activities

• Facilitate and Support Change
• Nurture, support and develop change agents and meta-leaders both inside and
• utside employers
• Create a repository for best practices and detailed “How to” guides
• Leverage learnings from parallel transformation initiatives to shape change

approach

• Synthesize cogent change approaches from diverse and sometimes unrelated

undertakings to make them more powerful and relevant in well-being change

BREAK

MEMBER ROUND ROBIN HIGHLIGHTS (3 MINUTES!)

• Best practices managing data
• New efforts to manage utilization and cost
• Strategies for increasing member engagement
• Employer communication/marketing strategis

FUTURE MEMBER COALITION COLLABORATIONS

• Improve Value to Middle Markets
• Serving National Employers Across Markets
• Leveraging Coalition Initiatives (e.g. PVN)
• Engagement with National Organizations
• Affinity Groups

Purchaser Value Network (and like initiatives)

• Two major activities
• Informing policy development
• Spreading value based purchasing through developing toolkits
• Initial priorities
• Getting the word out – especially, connecting to NBCH and regional business

coalitions.

• Providing technical input to LAN and HCTTF, getting purchaser input and

shaping the documents these groups are creating.

• Supporting broader adoption – curating tools for purchasers (toolkit, action

guide, webinars and roadshow).

• Future directions
• Have prepared a list the toolkit topics for consideration
• Looking to produce three additional toolkits over the next two year
• Developed criteria for evaluating topics
• Looking for suggestions from the Advisory Council:

Purchaser Value Network (and like initiatives)

• Response to the Maternity toolkit and

purchaser guide has been overwhelmingly positive.

• PBGH has limited budget for going out to meet

with purchaser and business coalitions

• May be able to provide some implementation

support if we could obtain additional resources.

• Initial suggestions from the Advisory

Council:

• Find intermediaries who can “train the trainer”
• Help coalitions obtain matching funds
• Connect with consultants to help with

dissemination and implementation support

• Identify high-quality intermediaries with “PVN

stamp of approval”

PVN Advisory Council

Alex Billioux, CMMI Eric Dahms and Hope Kragh, Anthem Laurel Pickering, NEBGH Dorothy Teeter and Rachel Quinn, Washington Health Care Authority Mike Thompson, NBCH Cristie Travis, MBGH (Memphis) Sally Wellborn, Walmart Jeff White, The Boeing Company

Purchaser Value Network (and like initiatives)

Goal:

• Develop a funding model that would provide resources for implementation,

while also providing support for best practices identification, toolkit development, dissemination and initial support.

A Potential Collaborative Funding Model (proposed by PBGH):

• Create a program that would provide matching grants from a national

source for regional business coalitions that can obtain funding from state or local sources.

• A portion of the matching grant would supplement the local funds, and another

portion would provide financial support to the PVN and NBCH for their roles in toolkit development and dissemination.

• For example, a large foundation such as the Arnold Foundation or RWJF

would provide a matching grant for the NEBGH for a maternity initiative funded by the New York State Health Foundation.

FUTURE MEMBER COALITION COLLABORATIONS

• Improve Value to Middle Markets
• Serving National Employers Across Markets
• Leveraging Coalition Initiatives (e.g. PVN)
• Engagement with National Organizations
• Affinity Groups

SUMMARY & WRAP UP

SAVE THE DATE

21st ANNUAL CONFERENCE High Value Health: Making the Dream a Reality

Hilton Orlando lake Buena Vista September 26-28, 2016

www.nbch.org

Annual Conference – Future Directions for the Next Decade

A Message from the President and CEO

We are revitalizing NBCH's mission to improve health, well-being and value in

• ur company's, our communities and our country. The 2016 conference promises

to be an exceptional spotlight on that commitment and will highlight the best of

• ur efforts across the country as well as give a glimpse into the future directions

that will influence the next decade of our journey. The sessions will present diverse perspectives and practical approaches that are delivering or show promise to achieve meaningful, measurable and value-based change in our collective health and well-being. Agenda Topics Include:

• National and Local Initiatives to Promote High Value Care
• The Employers Role in Promoting Community-based Population Health
• Accelerating the Performance of Health Plans and their Stakeholders
• Delivering on the Promise of Advanced Primary Care
• The Purchaser Value Network (PVN) and Direct Contracting Strategies
• The Mental Health System We Need
• Empowering Appropriate Obesity Treatment through Value-based Benefit

Designs

• Employer Initiatives on Managing Cancer in the Workplace
• Re-envisioning the Employer Role in Specialty Pharmacy Management
• Navigating and Leveraging the Political and Regulatory Landscape
• Launching Next Generation Opportunities in Well-being
• A Spotlight on the Innovators that are Making Tomorrow a Reality Today
• Future Directions of America's Business Coalitions on Health

And many more...To view the full agenda, click the link below

National Health Leadership Council (NHLC)

• What it is
• NHLC is a multi-stakeholder group established by NBCH as a vehicle for

high-level discussion of issues important to coalition members and to all major parties in health care — purchasers, providers, insurers, and suppliers (including advisors).

• What it will be
• NHLC forums will engage senior executives of NHLC organizations, NBCH

coalition members, and others (e.g. coalition employer members) on relevant topics of interest to multiple stakeholders at our two annual meetings and on an ongoing basis as appropriate.

• What we need from you
• Actively engage on issues with these stakeholders
• Serve as ambassadors for your coalition and NBCH

National Health Leadership Council (NHLC)

• Potential Issues to be Discussed
• The future of the specialty drug marketplace and how we can work

together to achieve the triple aim

• The evolution of eValue8 as an employer-led, evidence based supply

chain accelerator – what is key to make this work

• The mental health system we need and what it will take to put it in

place

• The future role of “well-being” in our collective roles as leaders in the

industry

• Others?

National Health Leadership Council

Enjoy the Break

See you back here at 3PM for the Joint Member/NHLC Meeting!