In recent years, the phrase value-based care has become one of the most talked-about ideas in behavioral health circles. As the healthcare industry shifts from volume to value, stakeholders are racing to align outcomes with reimbursements. Yet, for all the buzz, very few behavioral health or substance use disorder (SUD) providers have been able to build their entire care model around a true behavioral health value-based care model.
Eleanor Health stands out as a rare exception.
Founded in 2019, Eleanor Health was designed from the ground up to treat substance use disorder through a population-based, value-driven model. Backed by technology and a commitment to long-term recovery outcomes, Eleanor Health raised over $82 million to bring its vision to life. Now operating in seven states, the company continues to push boundaries in how SUD care can and should be delivered. This success is largely attributed to their behavioral health value-based care model.
But change is a constant in any innovative organization. One of the most significant shifts at Eleanor Health came recently when co-founder and CEO Corbin Petro announced she would be stepping down from her role. Though no longer at the helm, Petro has not stepped away entirely—she remains deeply involved as a board member and advisor, focused on ensuring the company’s model continues to evolve and scale.
Her journey offers valuable insights into not just the future of Eleanor Health, but the broader path forward for behavioral healthcare providers looking to adopt behavioral health value-based care models.
Redefining What Behavioral Health Value-Based Care Really Means
In an interview with Behavioral Health Business, Petro reflected on what it truly means to deliver behavioral health value-based care—and how that definition is often misunderstood.
“Many people come to me wanting to get into behavioral health value-based care models because they’re looking for higher reimbursement,” Petro explained. “But value-based care is not just a pricing model—it’s a mindset.”
At its core, behavioral health value-based care is about delivering better health outcomes and ensuring that the value created by those outcomes—whether cost savings, improved health, or both—is shared across stakeholders. That includes patients, providers, payers, and even health systems. Petro argues that to do this effectively, providers must deeply understand what kind of value they’re creating and for whom.
At Eleanor Health, this approach has translated into measurable reductions in the total cost of care for their patients, especially on the physical health side. Their data repeatedly shows that treating behavioral health conditions like SUD also reduces spending related to chronic physical conditions. This is where Eleanor’s behavioral health value-based care model shines: not just treating addiction in isolation, but addressing the whole person.
Still, Petro highlights a systemic challenge—behavioral and physical health are often billed, tracked, and reimbursed separately. “The brain and body are inextricably linked,” she said. “And yet, our healthcare system often treats them as unrelated entities.” Eleanor’s success in negotiating value-based contracts comes in part from its ability to break down these silos and present compelling data that shows integrated care leads to improved, sustainable outcomes.
A Purpose-Built Model, Not a Retrofit
One of the most important lessons Eleanor Health has learned is that you can’t retrofit value-based care onto a fee-for-service (FFS) model. Petro believes organizations that try to balance both systems often fall short.
“Fee-for-service incentivizes volume—more visits, more tests, more procedures. But more isn’t always better,” she noted. “We chose from day one to build Eleanor Health as a behavioral health value-based care model. That meant not chasing revenue through services that don’t actually drive better outcomes.”
In the substance use treatment space, Petro pointed out that urine drug screens and high levels of care are commonly reimbursed but don’t necessarily correlate with positive outcomes. Eleanor made a conscious decision not to rely on these services for revenue unless they provided real value to the patient. Instead, they built their business around services that drive long-term behavioral change and recovery.
This clarity of purpose has allowed Eleanor to focus on what matters most: improving people’s lives. As the organization continues to scale, this mission-driven model serves as a blueprint for others navigating the same shift from volume to value.
Rethinking Metrics: From Abstinence to Well-Being
As more behavioral health providers explore behavioral health value-based care models, many are grappling with one foundational question: How do you measure success?
In traditional SUD treatment programs, success is often narrowly defined by metrics like abstinence or retention. Petro believes this approach is not only outdated—it can actually be harmful.
“When we started Eleanor, the main metrics were negative drug screens and retention,” she explained. “But those kinds of measures can encourage cherry-picking patients who are more likely to comply and even discharging those who don’t meet strict expectations.”
Instead, Eleanor Health takes a population health approach. They measure improvements across a range of indicators—reduced cravings, decreased substance use, improved mental health symptoms, enhanced quality of life. Their philosophy is not to punish someone for using, but to support them in making progress toward wellness.
Petro’s advice to the industry is to move beyond binary outcomes like abstinence and begin to evaluate meaningful progress over time. “We should be benchmarking where people are when they come to us and helping them improve—wherever they’re starting from.”
This shift in perspective also has implications for payer relationships. Behavioral health value-based care models that rely on nuanced metrics allow for a broader, more inclusive definition of recovery, enabling providers to serve a more diverse range of patients with complex needs.
The Road Ahead: Scaling and Sustaining Innovation
As Petro transitions into her advisory role, Eleanor Health is well-positioned to scale. The company signed several new value-based contracts over the summer, expanding its reach and deepening its impact. Petro’s hope is that a new operational leader can take what’s been built and extend it to more communities.
But beyond Eleanor’s growth, Petro continues to be a passionate advocate for innovation in behavioral health. She believes the next wave of transformation will require bold experimentation, strong data, and a willingness to abandon legacy systems that no longer serve patients.
“Changing the reimbursement model is hard. But if we’re going to transform the way we treat substance use and mental health conditions in this country, we have to pick a lane—and commit to it,” Petro said.
The behavioral health sector is still in the early days of widespread behavioral health value-based care model adoption. But pioneers like Eleanor Health are proving that when providers focus on outcomes, align with payer incentives, and build purpose-driven systems, real transformation is possible.
Conclusion: Reimagining Behavioral Health Through Value
The story of Eleanor Health is not just about one organization—it’s about the future of behavioral healthcare. It’s a reminder that buzzwords like value-based care only matter when backed by action, commitment, and a clear vision. By focusing on outcomes over procedures, integration over silos, and progress over perfection, providers can reimagine what recovery truly looks like.
Corbin Petro’s journey highlights both the challenges and rewards of building something that goes against the grain of traditional healthcare. But as more providers, payers, and policymakers recognize the need for holistic, data-informed, and patient-centered models, the tide may finally be turning.
Behavioral health value-based care models aren’t just a reimbursement model—they’re a movement. And for those bold enough to lead it, the impact can be life-changing.
