(1) Blatant disregard for Medicaid experts in Louisville market:
The “partnership” between Evolent and Passport to create a national “Medicaid Center of Excellence” was a cruel joke on Passport. Evolent leadership rushed in, took over, and refused to acknowledge the ideas and recommendations of highly experienced clinical experts and leaders in the market. How on earth do you develop a “Medicaid Center of Excellence” without input from actual Medicaid experts? Well, apparently Evolent thinks that’s the way it’s done.
(2) Misaligned clinical business models:
There was NO flexibility or willingness to adapt Evolent’s clinical programs to the specific needs and challenges of the KY Medicaid population. Instead, Passport was forced to conform to the clinical model in place for commercial ACO populations. Staff were held accountable to KPIs, processes, and expectations that were inappropriate (and unrealistic!) for the KY Medicaid population.
(3) Micromanagement and power plays:
Evolent’s constant parade of consultants and business “experts” all had one mantra—“Listen to us and do what we say, because we know better”. This was deliberately intended to create and sustain a culture of control and power.
Overall, there was such an incredible lack of trust and respect for the local market’s business and clinical leadership. Any innovative or creative ideas voiced by market staff were always quickly stifled, along with a brusque admonition to embrace the “Evolent way”. (Translation: Resistance is futile; you will assimilate!)
(4) Rock-bottom morale:
Evolent sucked the living soul out of the clinical staff at Passport and left them highly frustrated, demoralized, and demotivated. Lots of lip service was given to aligning the cultural and organizational values between Passport and Evolent, but no actual progress was really ever made as evidenced by continued micromanagement and refusal to acknowledge (let alone act on) the expertise within the market.
