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Critics of accountable care organizations (ACOs) have been quick to proclaim the demise of the aggressive healthcare delivery reform after the Center for Medicare & Medicaid Services (CMS) released some rather checkered results in mid-July for the first year of the Pioneer ACO program. Although 13 of the 32 Pioneers were successful, generating some shared savings, seven of the ACOs opted to step down to the less-risky Medicare Shared Savings Program (MSSP), and two decided to no longer be any kind of Medicare ACO (Pioneer or MSSP). The remaining 10 Pioneers chose to stay in the program even though they did not have a successful first year.
One should not be alarmed by the spotty results, as they are reminiscent of what happened with the Physician Group Practice (PGP) Demonstration Project, a precursor to the current Medicare ACO programs, in which only two of 10 participating ACOs succeeded in the first year. The encouraging news is that the participants in the PGP Demonstration Project improved their overall performance during the following years, so the 23 Pioneers still in the program have reason to expect their performance will improve in the years ahead.
There was good reason to believe the mixed marks would deter provider organizations from signing up as Medicare ACOs, but in the past three months, eight health systems have all entered into agreements to be involved in MSSP ACOs: Frederick Regional Health System, Meritus Health, Orlando Health, PinnacleHealth System, Robert Wood Johnson Health System, Rutgers University, Scottsdale Healthcare, Susquehanna Health, and Western Maryland Health System.
The momentum of commercial payer-led ACOs is even greater. According to a recent survey by HealthEdge, a technology provider for healthcare payers, 61 percent of commercial payers want to participate in the ACO model. From August through October, the following provider organizations joined commercial ACOs, which are largely led by Aetna, Cigna, and Blues plans: Alta Bates Medical Group, Barnabas Health, Brown & Toland Physicians, Facey Medical Foundation, Facey Medical Group, Humboldt-Del Norte Independent Practice Association, InterMed, Jefferson Health System, Maine General Health, MaineHealth, Martin’s Point Health Care, Medical College of Wisconsin, Memorial Hermann, Mercy Health System, Mount Carmel Health Partners, New Hanover Regional Medical Center, Prevea Health, Providence Health & Services, Quality Health Solutions, Saint Francis HealthCare Partners, Santa Clara County IPA, Scottsdale Healthcare Partners, UCLA Medical Group, WellSpan Health, and Wilmington Health.
As of this writing, the problems of HealthCare.gov and the sending of policy cancellation notices to small businesses and individuals who buy their own insurance are dominating the newspaper headlines and talk-radio airwaves. So quietly, yet relentlessly, the accountable care movement—despite the mixed results of the first year of the Pioneer program—continues its march to reform the delivery of health care in America.
Ken Perez, healthcare IT marketing and policy consultant, Menlo Park, Calif.
Publication Date: Monday, November 04, 2013
Brian Kueppers, founder and CEO, Apex, discusses the importance of a robust patient payment strategy in boosting organization revenue and enhancing patient satisfaction.
Brian Grazzini, CFO, HealthPort, describes the importance of efficient and compliant information exchange and audit management in helping HIM staff spend less time on paperwork and more on mission-critical projects.
Cindy Matthews, executive vice president, Community Hospital Corporation, discusses how rural and community hospitals can use collaborative partnering to position for success through tough market conditions.
Rick Heise, senior vice president, revenue cycle, at Cerner Corporation, discusses the importance of integrating clinical and financial data to excel in health care’s changing payment environment.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
Russ Graney, founder and CEO for Aidin, and John Laursen, head of business development for Aidin, share insights on how to improve care transitions between acute and post-acute care settings and incentivize high-quality patient outcomes.
Scott Elston, strategic accounts manager, GE Healthcare Services, describes how substantial cost reduction in health care requires rethinking business strategy and asset use.
Robert Williams, MD, director, Deloitte Consulting LLP, and Arielle Freiberger, product strategist, ConvergeHEALTH by Deloitte, explain how sophisticated retrospective, real-time, and predictive data analytics can inform decision making to reduce costs and improve care.
Stuart Hanson, director of business development (healthcare solutions) at Citi Retail Services, discusses how improving the payment experience can benefit consumers and healthcare providers.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
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