The word "value" is everywhere. I hear it in commercials, read it on fast-food restaurant menus and frequently put items labeled "best value" or "great value" in my shopping cart.

While the word is extremely common, it can have different meanings. For example, you can enjoy the value of good price; get value with a competitive strategy, such as stealing bases in baseball; a person can add value to a conversation.

It's a branded logic, if you will, that persuades me as a consumer to take action. If I see my favorite diet soda on sale, I usually buy several cases and stock up. I know I'll spend more up front (and have to suffer the crazy looks my husband gives me), but over the next month or two I will have enjoyed a significant savings vs. buying my soda on a weekly basis. I'm making an up-front investment to save.

Finding value in health plans, however, is more difficult to see in the eyes of stakeholders and upper leadership in most companies. Health care management has the brave challenge of changing our thinking to recognize that value-based design is not an expense, but rather an investment opportunity.

Let's take, for example, a 401(k) plan. The strategy for most people is to invest a small amount and enjoy gains in the long run. Although the market dropped recently, we accept that we won't see immediate returns on investment. We readily recognize the vision of gains three, five or ten years down the road. So why don't we view the same with our health plans? It's branding that logic to make sense.

To start the wheels of return, you have to create a plan that has low-cost (or even no-cost) copays and deductibles in areas that make an impact. Follow that up with a good medical management program, access to a great network and wellness incentives. Results pay off.

For example, a recent study by Milliman, "Value-Based Insurance Designs For Diabetes Drug Therapy: Actuarial and Implementation Considerations," proved clearly that plans providing diabetes medication for free enjoyed a higher return - some 89% of the diabetics on their plans were compliant in taking their medication versus the standard of only 60%. That equals savings.

When your members look at their health plan, do they perceive value? Do they view their plan as an expensive necessity, or an affordable vehicle moving them toward the maintenance of their well-being?

Take a hard look at your plan. Are there any barriers to prevent members from obtaining care? For example, it's recommended that those over age 50 have a colonoscopy. Although most plans have low-cost Pap smears, they have high copays for colonoscopies. This disparity means members not only must consider missing a day of work, but also wrestle with copays, coinsurance or deductibles. Get my drift?

Or how about those on your plan that already have chronic conditions? Do they have access to the care and medications they need? If not, those conditions will worsen and be a drastic drain on your plan.

Unfortunately, the necessity of economics has gotten in the way of one of the primary functions of a health plan: keeping people healthy. The Center for Health Value Innovation (www.vbhealth.org) is making great strides in communicating the evidence-based plan design changes you can make that result in long-term gains.

I had the recent pleasure of working with Cyndy Nayer, CEO. She explained that making the switch to this type of thinking is a mindset change - but the lightbulb goes off when people finally "get it." And that can mean a bright future for health care. Check out their Web site and read through the many case studies of other large employers, such as Johnson & Johnson, IBM, Caterpillar, and more who took action on creating value.

I wish health care went on sale. Wouldn't that be a fun world to live in? I've seen Starbucks offer free pastry and Wendy's offer free ice cream. I wonder how long the line would be at Wal-Mart if they offered free drugs one day? People probably would be lined up for miles.

But guess what? You can generate that kind of excitement and put your health plan on sale. Imagine the positive energy and goodwill your members will feel when you make those announcements, while grinning and knowing on the inside that it's actually an evidenced-based value strategy. Sneaky you!

I know that making positive plan changes that make a negative cost impact in the beginning can be difficult. Sometimes seeing results feels like you're on a slow boat to China. But results will start to trickle in a little at a time. Be sure to track and celebrate your success, but more importantly, communicate those milestones with your stakeholders. They need to be reminded that their investment has a bright future. Consider value-based design as healthy steps in the right direction. You'll be surprised what a little stocking-up can do.