Employee Plan Performance Employee Plan Performance

Medicare Advantage Inpatient Admissions

Medicare Advantage Skilled Nursing

Facility Days

Health Plan Revenue Medical Loss Ratio

Year 1* Year 2* Year 1** Year 2**Year 1** Year 2**

The Five Principles of a High Performing Value-Based Care Enterprise

Access to scaled processes and

purchasing power

Ability to engage providers

A strategic roadmap

Proven clinical and administrative

capabilities

THE TASK IS VAST, BUT THERE IS A DEFINED PATH TO SUCCESS

WINNING THE HEARTS AND MINDS OF PHYSICIANS IS CRUCIAL

WE MUST PREPARE FOR INEVITABLE CHALLENGES ALONG THE WAY

WITH CHANGE IN MIND, WE KNOW THE DIRECTION WE MUST GO

C-level commitment to an independent

value-based business

Year 1* Year 2*

Compensation models that reward primary care physicians and

specialists for clinical efficiency

Tangible support in “one way of practicing medicine”

vs. payer-based silos

True workflow integration to drive efficiency and to support decisions at the point of care

“ It’s creating engagement in places we didn’t have engagement before. It’s exciting to see the network come together, the clinical model of care piloted in different plans, and the creation of value contracts with payers to help us financially make this a go.”

— Physician Leader

20% reduction in medical admissions

36% reduction in all-cause readmission rate

5% generic Rx dispensing rate

10% increase in in-system inpatient utilization

27% reduction in medical admissions

24% reduction in avoidable admissions

7% increase to generic dispensing rate

“ We have an opportunity to remove 30% of unnecessary spending and radically change quality of life.”

— Dr. Arnold Milstein, Stanford CERC

CHIEF EXECUTIVE OFFICERS

CHIEF MEDICAL OFFICERS

CHIEF FINANCIAL OFFICERS SENIOR INDUSTRY

LEADERS

FUNCTIONAL AREA VICE PRESIDENTS

ATTENDEES

The route taken is as important as the destination. Along the way there are essential ingredients to maximize value creation and capture.

“ Today the eyes of all people are truly upon us…as a city upon a hill, constructed and inhabited by people aware of their great trust and their great responsibilities.”

— John F. Kennedy

evolenthealth.com©2015 Evolent Health LLC

EH-1410039-0320

With thanks to our partners for joining our 2014 summit, and for leading the way in this new era.

TOTAL COMBINED EXPERIENCE:

1,200 YEARS

If you are interested in Evolent’s premier executive learning forums, let us know at partner@evolenthealth.com.

Setting a Bold and Balanced DirectionI N S I G H T S F R O M E V O L E N T H E A LT H ’ S 2 0 1 4 FA L L S U M M I T

Evolent Health gathered 50+ executives from 22 health systems to share insights from their transformation efforts in a dynamic health care era.

“ We face a big technology challenge—it’s a huge problem to connect lots of independent physicians who use different EHR systems. We need a solution that will operate in our closed network, and a revenue stream to make this investment.”

“ When Medicare beneficiaries are discharged from hospitals, 50% are readmitted within one year. The acute care hospital episode is not an episode at all. It’s a unique and seminal predictor of declining clinical condition and increasing cost.”

“ Our price is now given by the market. Our business is changing from cost-based pricing to price-based costing.”

— CFO, Health Plan

— COO, Large Physician Group

— Executive Chairman, Full-Service Health Care Organization

Financial Challenges

Clinical Challenges

Technological Challenges

PARTNER HEALTH SYSTEM A PARTNER HEALTH SYSTEM B

PARTNER HEALTH SYSTEM C

CA

PT

UR

E O

F R

EG

ION

AL

PR

EM

IUM

VALUE CREATIONLOW HIGH

HIGH

EFFICIENT COST STRUCTURE

BROAD NETWORK/ACCESS

HIGHLY ENGAGED PHYSICIANS

INTEGRATED POPULATION HEALTH INFRASTRUCTURE

RADICALLY DIFFERENT INCENTIVES

Year 1*pre-Evolent partnership

projected—without Evolent solution

actual

Year 2*

in PMPM

Year 1pre-Evolent partnership

Year 2

in PMPM

projected—without Evolent solution

actual

*January–September

13 20

*January-September 2013/2014 **As of 2014