Value-Based Care Solutions

OMI’s VBC model helps specialty providers shift from fee‑for‑volume toward outcomes‑based care, rewarding quality, coordinating care, and reducing unnecessary costs.

Rather than paying simply for each service or procedure, OMI’s model emphasizes financial & operational supports, clinical oversight, and data tools so that patient outcomes matter more than sheer activity. This includes guaranteed payments, performance‑based incentives, real‑time decision support, and care coordination to ensure high quality, affordable specialty care—especially in high‑cost areas.

OMI focuses primarily on high‑cost, high‑variation specialties such as ophthalmology (including retina), oncology, rheumatology, and others, and is expanding into more.

Specialty care currently bears about 90% of outpatient physician spending, and many specialties have been underserved by value‑based models due to their complexity. OMI’s programs already include retina (wet AMD, diabetic retinopathy, macular edema) and oncology, among other specialties. They’re also developing VBC solutions in areas like neurology, endocrinology, cardiovascular disease, dermatology, pulmonology, gastroenterology, etc.

OMI offers operational support (financial risk mitigation, guaranteed payments, reduced admin burden) plus clinical tools (decision support, outcomes monitoring, data reporting).

Providers won’t be left to figure things out on their own. OMI supplies a full framework: upstream financial protection; predictable, timely shared savings; technology for real‑time decision assistance; performance dashboards; clinical best practices to reduce variation; and care coordination. These supports reduce the workload for providers and help them maintain both quality and profitability while transitioning to VBC.

Providers gain cost savings, financial certainty, and administrative relief; patients benefit through more coordinated, affordable, high‑quality care.

For providers, key advantages include “no cost or risk” participation, reduced administrative burdens (eliminating prior authorizations, etc.), transparency in cost and performance, and the opportunity to reduce costs while preserving—if not improving—clinical outcomes. For patients, this means fewer unnecessary procedures, more evidence‑based pathways, better coordination among caregivers, and greater access to high quality specialty care that is more affordable.

Through evidence‑based protocols, real‑time decision support, performance reporting, and identifying clinical risk and variance for continuous improvement.

OMI doesn’t just promise value; it operationalizes it. That includes using integrated data systems to monitor outcomes, applying clinical decision support tools at the point of care, tracking real‑time performance and cost transparency, and analyzing where care delivery varies (in costs or outcomes). They then use those insights to align treatment options, reduce waste, optimize treatment pathways, and mitigate clinical risks. This ensures both cost efficiency and high quality.

Providers get guaranteed payments or upfront financial protection, and OMI shares savings in a transparent, timely way while reducing other financial risks.

One of the major barriers for specialty providers entering VBC is fear of delayed payments, loss exposure, or unpredictable revenues. OMI addresses this by guaranteeing certain baseline payments, offering shared savings programs, minimizing administrative burdens (so providers don’t spend excess effort on paperwork), and eliminating common “pain points” like prior authorization requirements. This helps ensure that providers are not bearing excessive risk while delivering improved outcomes.

Yes — OMI is actively developing new VBC programs and is open to collaborating with specialties or providers not yet featured.

While OMI publishes existing specialty programs like retina and oncology, they explicitly note that if your specialty isn’t listed, you can reach out. They are keen to accelerate program development where there is demand and strong partnership potential. This allows for customization and co‑design of care models to fit unique clinical, financial, or operational circumstances.