How are vendors chosen for the bench?

By performance under risk, not by category coverage. Each vendor on the bench was selected because it addresses a problem that moves a measure or a cost line a value-based contract pays on. One Harbor holds the contract directly, so the vetting happens once, not at every member.

Do we have to use the whole bench?

No. Most members start with one or two programs matched to the measures they are furthest behind on. The rest of the bench stays available as the contract's needs change, and no program is a condition of membership.

Who runs a program once it starts?

The vendor delivers the program day to day, and One Harbor stays involved alongside the member until it is running inside the practice. Introduction is the beginning of the engagement, not the end of it.

How do we know which programs fit our contract?

Start from your measures and cost drivers, not from the bench. We review what your contracts pay on and where the panel is falling short, then match the programs to those gaps. You see the reasoning before anything starts.

One Harbor Performance

Performance out of the clinical bench.

One Harbor selected each vendor on the bench and holds the contract directly. Members reach them through the same membership agreement.

The bench

Contracted directly, not referred.

The clinical bench comes from One Harbor's own direct contracts. Vendors are selected for how they perform under risk, and the roster is organized by what they fix rather than by product category.

The bench is not a directory. A member does not evaluate vendors alone, negotiate terms alone, or manage rollout alone. One Harbor holds the contract, makes the introduction, and stays in the engagement after signature.

Programs are organized by what they fix because that is how contracts pay. A member starts from its own measures and cost drivers, and the bench is matched against those, not the other way around.

One Harbor stays involved after a program starts, working with the member and the vendor until the program is running inside the practice.

The clinical bench

What the bench covers.

Heart failure detection in primary care

Heart failure is usually found late, in the emergency department, at a cost a network under risk carries for months. This category moves detection into the primary care exam room, while the problem is still manageable. The engagement starts with a review of where heart failure is being found across the panel today. One Harbor then brings in the contracted vendor, works through rollout with the practice, and stays involved until detection is part of the visit routine.

Remote care and patient monitoring

The highest risk patients in a network are the ones nobody sees between visits, and that is where admissions come from. This category puts monitoring on the patients a network has already flagged, so deterioration shows up as an alert instead of a claim. The engagement starts with the risk list. One Harbor and the contracted vendor set enrollment criteria with the member, the vendor runs the monitoring day to day, and One Harbor stays in the reporting loop until the program is carrying its share of the panel.

Documentation and decision support at the visit

Value-based contracts pay on documentation: accurate codes, closed care gaps, and notes that reflect how sick the panel actually is. Most of that work happens after hours, or not at all. This category handles it at the visit, while the patient is still in the room. The engagement starts with a read on current coding accuracy and open gaps. The contracted vendor then works inside the existing visit flow, and One Harbor stays involved until the documentation holds up under review.

Data, analytics, and risk stratification

A network cannot manage risk it cannot see. Claims arrive late, sit across payers, and rarely agree with the medical record. This category assembles the whole panel in one place and ranks it, so the network knows who to call first and why. The engagement starts with the member's data feeds and payer reports. The contracted vendor builds the panel view, One Harbor helps the member read it against its contract measures, and the work continues as the rankings refresh.

Behavioral health

Depression screening and follow-up are scored measures in most value-based contracts, and they are among the measures most likely to slip in a busy primary care schedule. Untreated behavioral health also drives medical cost across the rest of the panel. The engagement starts with the current screening rate and the follow-up workflow. The contracted vendor supports screening, referral, and follow-up inside the practice's day, and One Harbor tracks the measure movement with the member.

Cognitive health and dementia support

Cognitive decline is common in an attributed population, rarely documented early, and expensive once a crisis forces it into the open. This category finds it earlier, documents it accurately, and supports the caregiver who carries most of the load. The engagement starts with the patients the panel already suspects. The contracted vendor runs assessment and care planning with the practice, and One Harbor stays involved until documentation and follow-up are routine.

Pharmacy and medication management

Adherence gaps are quiet cost drivers: the refill that stops, the interaction nobody caught, the readmission that follows. This category puts a medication review in front of the patients whose drug lists have outgrown any single prescriber's view. The engagement starts with the high-risk medication list from the panel. The contracted vendor reviews and reconciles with the practice, and One Harbor tracks the effect on the measures and admissions the contract pays on.

Wound care and biologics

Chronic wounds are managed badly almost everywhere: too late, in the wrong setting, at emergency department prices. This category treats them where the patient lives, with the biologics and protocols that close wounds instead of maintaining them. The engagement starts with the wound population already costing the network. The contracted vendor delivers treatment in the home or the clinic, and One Harbor stays involved until referral into the program is routine.

Orthopedics

Joint episodes are where bundled contracts are won or lost, and implant cost is the line that decides most of them. This category addresses implant and episode cost directly. The engagement starts with the member's current episode data and the surgeons who do the volume. One Harbor and the contracted vendor work with those surgeons on selection and pricing, and One Harbor tracks performance against the episode target.

Patient evidence platform

Every value-based contract asks for evidence: quality reporting, care gap closure, and documentation that supports the risk score. Most networks produce it from spreadsheets at reporting time. This category keeps the evidence in one place as the work happens. The engagement starts with the measures the member's contracts actually pay on. The contracted vendor organizes the evidence around those measures, and One Harbor stays involved through the first full reporting cycle.

Bench questions

Asked before most engagements.

How are vendors chosen for the bench?: By performance under risk, not by category coverage. Each vendor on the bench was selected because it addresses a problem that moves a measure or a cost line a value-based contract pays on. One Harbor holds the contract directly, so the vetting happens once, not at every member.
Do we have to use the whole bench?: No. Most members start with one or two programs matched to the measures they are furthest behind on. The rest of the bench stays available as the contract's needs change, and no program is a condition of membership.
Who runs a program once it starts?: The vendor delivers the program day to day, and One Harbor stays involved alongside the member until it is running inside the practice. Introduction is the beginning of the engagement, not the end of it.
How do we know which programs fit our contract?: Start from your measures and cost drivers, not from the bench. We review what your contracts pay on and where the panel is falling short, then match the programs to those gaps. You see the reasoning before anything starts.

See which programs fit the measures your contract pays on.

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