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Remember Myspace? It is a waning social networking site that succeeded Friendster and at one time grew to be dominant. Wikipedia recounts, “From 2005 until early 2008, Myspace was the most visited social networking site in the world, and in June 2006 surpassed Google as the most visited website in the United States. In April 2008, Myspace was overtaken by Facebook in the number of unique worldwide visitors, and was surpassed in the number of unique U.S. visitors in May 2009…Since then, the number of Myspace users has declined steadily in spite of several redesigns.”
I wonder if the Centers for Medicare & Medicaid Services (CMS)—which helped advance the accountable care organization (ACO) concept and the Medicare Shared Savings Program (MSSP; section 3022 of the Affordable Care Act) by issuing proposed and final rules for the program in March and October 2011, respectively—is at risk of becoming the Myspace of ACOs, overtaken by commercial payer-led ACOs, which are gaining momentum.
According to a National Association of ACOs survey, about two thirds of the MSSP ACO participants are not likely to adopt a two-sided risk model in the next round of contracting. Further, in an April letter to Patrick Conway, acting director of CMS’s Innovation Center, the American Hospital Association (AHA) warns that “very few—if any—additional health care organizations will apply to participate in the Pioneer ACO model as currently constructed.” The AHA recommends a handful of salient changes to the Pioneer ACO model and nine specific changes to the MSSP. Not surprisingly, all of these recommendations seek to ease the rules of the programs, making ACOs easier to operate and more financially attractive for provider organizations.
How will CMS respond to these requests? Based on history and political realities, I would contend that CMS will agree with many of the recommendations and modify the programs accordingly.
After receiving severe criticism of its proposed rule for the MSSP, CMS incorporated several of the requested changes in the MSSP’s final rule, to the applause of several provider associations. Thus, CMS has demonstrated an ability to be flexible with its ACO programs.
Politically, because ACOs are the lead dog in the ACA’s pack of fee-for-value healthcare delivery reforms, the Obama administration cannot afford to have mass departures of ACOs or negligible sign-ups for the next classes of the MSSP and Pioneer programs. Given the National Association of ACOs survey results and the AHA letter to CMS, it is likely that a hard-line stance by CMS would result in a significant decrease in the number of Medicare ACOs, which could signal the beginning of the end for the Medicare ACO experiment. If that were to occur, healthcare providers might accelerate their participation in less-risky and more financially attractive commercial ACO programs.
This year is a defining moment in the evolution of Medicare ACOs. I’m betting that CMS will help healthcare providers walk before it asks them to run.
Ken Perez is vice president of healthcare policy for Omnicell, Inc., Mountain View, Calif., and a member of HFMA’s Northern California Chapter.
Publication Date: Thursday, June 05, 2014
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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