Goal #1 - Healthy Alaskans

The percentage of Alaskan residents with a usual source of primary care will increase by 15% within five years

Goal #2 - Healthy Economy

Reduce overall per capita healthcare growth rate to the greater of 2.25% or CPI
within five years 

Goal #3 - Everybody's Business

Align all payers, public and private, towards value-based alternative payment models with streamlined administrative requirements within five years



Increase primary care utilization.

A primary care system is made up of a team of health care professionals that together offer comprehensive whole patient care.  Best practices show that ideally primary care should look like a community of engaged practitioners actively involved in the well-being of their patients.  The patient also plays a role in the management of their care.

  • Fully integrate behavioral health services and primary care.
  • Encourage Alaskans to have a primary care provider.
  • Increase the number of primary care providers in the state.
    • Ensure health care workforce is practicing at the top of their licensure.
  • Strengthen primary care initiatives already underway.
  • Review regulations around behavioral health to identify barriers to integration.

Coordinate patient care.

  • Position primary care providers to act as a patient’s care navigator through a system wide approach to patient centered whole person care
    • Strong primary care system that coordinates patient care across specialists, facilities, and provider groups.
  • Align payment incentives to support care coordination.
  • Continue to focus on emergency care coordination.
    • Behavioral health in the Emergency Departments (ED)

Change the way health care is paid for in Alaska.

Diverse provider network that includes physical, behavioral and supportive services, contracting with multiple payers for a shared savings/risk model to serve a large group of members with a goal of improved value for payers, providers and members.

  • Conduct a comprehensive analysis of payment reforms, with a specific focus across payer groups.
  • Integrate value-based payments and benefit design into existing structure.
  • Promote and expand the use of pilot projects to identify successful strategies.
  • Reinvest a portion of savings back into the system.
  • Analyze the utility of a healthcare prioritization list
  • Integrate the use of evidence-based medicine into health benefits.
  • Develop standards for specific categories of service (e.g. technology, pharmaceuticals, etc.)
  • Identify the leverage points in the payment structure to incentivize the players to want to change
  • Shared cost savings should incentivize participation
  • Narrow the delta between payers of healthcare services

Increase data analytics capacity.

Data analytic system will support and be accessible to providers, hospitals, insurers, government payers, policymakers and consumers to decrease health care cost, improve quality, ensure access and improve the patient experience.

  • Procure/build data warehouse that can compile claims data across state payers.
  • Expand to other payers as appropriate.
  • Employ professional staff with appropriate quantitative and qualitative data analysis background to analyze data.
  • Increase access to and use of data in coverage decisions.
  • Improve public perception of healthcare accomplishments/outcomes/cost.

Address social determinants of health.

Infrastructure support for social determinants of health: identification and coordination of resources.

  • Identify and quantify the impacts of social determinants of health.
  • Develop strategies for addressing social determinants of health.
    • Focus on adverse childhood experiences.

Build a Plan

Stakeholders met in 2018 to forge a plan that would guide the transformation project from conceptual to completion.

2019 – 2024
Implementation of the plan

This is where stakeholders work on identified issues with various solutions in cooperation with partners to measure success in target areas over a 5 year period.

Target for Results

During the 5-year implementation period, the various areas of improvement in healthcare will be evaluated to ensure alignment between goals and objectives, expectations and achievement.  The annual review ensures the plan continues as a living document which guides the coordinated direction of the effort towards transformation.