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ACO Lunch & LearnJanuary 11, 2016
AgendaIntroductions
About Darwin
ACOs & Value-based contracting
Arizona Market
ACO Executive Survey
Trending from our IDN and ACO research
Project Background and GoalsMulti-client, ongoing study of ACOs
Personal interviews
Inform clients’ organized customer strategy
Identify partnering opportunities
Understandning consequential market trends
Discover ACOs’ current strategic priorities
About DarwinFounded in 2009, we are a research-based management consulting firm with a focus on health care delivery models—physician groups, health systems, and home health—and emerging payer models, like accountable care organizations and bundled payments.
Our clients include pharmaceutical and medical device manufacturers, home health care companies, health systems, venture capital firms, and private equity managers.
http://www.darwinhealth.net17470 N. Pacesetter Way, Scottsdale, AZ 85255 480.305.2059
ACOs Defined
In general, comprised of physician groups, health systems, hospitals, insurers—and any combination of these providers
In most cases, they form a separate LLC
Contract states some form of baseline for quality and budget, set annually
Bonus for beating budget, penalty for exceeding budget
ACOs are NOT managed care, like an HMO
Mission-driven to achieve the Triple Aim
Patient Experience Lower Costs
Population Health
Achieving all Three
Improve the health of populations of people
Improve the patient experience with healthcare
Reduce per-capita healthcare costs
The Triple Aim
ACO Models
Medicare: Pioneer, Shared Savings Program, Advance Payment, Investment, Next Generation
Commercial
Medicaid
Employer
Specialty
Local Government
25 or more
10-24
5-9
1-4
No ACO
D.C.
HI
AK
MSSP ACO Distribution
BCBS Affiliates/Anthem UnitedHealthcare Cigna Aetna
Number of ACOs ~ 500 750+ 150 ~ 60
Reach 36 states 48 states 29 states 20 states
Covered Lives 25 million 13 million 1.7 million 4 million
Brand BCBS ACO, Alternative Quality Contract (AQC) Accountable Care Answers Collaborative Accountable
CareAccountable Care Solutions under Aetna Whole Health
Performance
• CALPERS/Hill Physicians/Dignity ACO saved $95 million in 4 years1
• 3.6% reduction in admissions, 9% reduction in inpatient stay (performance-based contracts)
• 1%-6% reduction in costs (ACO)
• Case studies with WestMed and Monarch2
• 82% of mature ACOs (more than 2 years) beat the market in medical cost performance; 75% outperformed the market for quality• 2:1 ROI3
2013: $5M in shared savings with Banner (5% reduction in costs), improved cancer screening, fewer poorly controlled diabetics, 9% reduction in radiology services, 9% reductions in avoidable admissions4
Notes
• Eli Lilly has a major agreement with Anthem HealthCare to share data and improve health outcomes• Anthem has 19 ACOs in
California, rich performance data
• $36B of revenue tied to ACOs, bundled payments and performance-based initiatives; projects $65B by 2018
• Parent owns Optum Health
Pays for care managers to be hired and installed onsite for each of its ACO agreements that coordinate patient care and manage to the ACO contract
• Launched Healthagen, a diversified care management and analytics company
• Humana reported more than 900 agreements in more than 43 states prior to merger announcement5
3 http://www.cigna.com/assets/docs/newsroom/887033-collaborative-care-proofpoints-2014.pdf4 https://news.aetna.com/2014/08/quality-costs-aetna-banner-health-network/
1 https://www.pcpcc.org/initiative/hill-physicians-medical-group-and-bcbs-california-aco2 https://www.uhc.com/valuebasedcare/about-value-based-care/results
5 https://www.humana.com/about/public-policy/humana-improves-healthcare/strengthening-system/accountable-care-incentives
Commercial ACO Activity
MSSP ACO Performance, 2013-20152013 2014 2015
Target $42,499,376,827 $52,885,283,825 $73,297,675,699Actual $42,265,781,094 $52,593,805,999 $72,868,421,009Difference $233,595,733 $291,477,826 $429,254,690Percent Difference 0.553% 0.554% 0.589%Total Earned Savings by ACOs $311,922,221 $341,246,303 $645,543,866Savings/Loss to Medicare -$78,326,488 -$49,768,477 -$216,289,176
2013 2014 2015
Beneficiaries 3,675,263 5,329,831 7,270,2332015 Target PB $11,564 $9,923 $10,0822015 Actual PB $11,500 $9,868 $10,023Difference PB $64 $55 $59Earned Savings PB $85 $64 $89Savings/Loss to Medicare PB -$21 -$9 -$30
Performance per Beneficiary
Source: CMS, Darwin Health
Extrapolating further, from 2013 to 2014, Medicare
expenditures increased 5.5 percent, from $586.3
billion to $618.7 billion. Had the overall Medicare
program performed like the MSSP ACOs, we
would have saved $129.1 billion during that time
period, rather than spending $32.4 billion more.
MSSP Service Area
Accountable Care Coalition of Greater Augusta & Statesboro GA, SC Coastal Medical MA, RI Rio Grande Valley Health Alliance TX Southern Kentucky Health Care Alliance KY Triad HealthCare Network NC Alexian Brothers Accountable Care Organization IL Collaborative Health ACO MA Tidewater Accountable Care Organization VA Reliance ACO MI Billings Clinic MT, WY ProHealth Physicians ACO CT Central Maine ACO ME RGV ACO Health Providers TX Primary Partners FL Integrated Care Alliance FL Physicians Accountable Care of Utah UT Bayview Physicians Group NC, VA
Source: CMS, Darwin Health
2015 Top Performing MSSPs, Quality
MSSP Service Area
Shared Savings
Memorial Hermann Accountable Care Organization TX $89,128,773Palm Beach Accountable Care Organization FL $76,642,477Advocate Physician Partners Accountable Care IL $72,667,885Millennium Accountable Care Organization FL $37,105,241Atlantic ACO NJ, PA $35,513,990Cleveland Clinic Medicare ACO OH $33,906,226Hackensack Alliance ACO NJ, NY $33,353,310UT Southwestern Accountable Care Network TX $29,958,600Orange Accountable Care of South Florida FL, TX $28,502,501RGV ACO Health Providers TX $21,613,110West Florida ACO FL $21,388,840Northern Maryland Collaborative Care MD $20,814,181Methodist Alliance for Patients and Physicians TX $18,718,445KentuckyOne Health Partners KY $18,123,932POM ACO MI $17,678,098MyHealth First Network SC $17,295,364Accountable Care Coalition of Southeast Wisconsin WI $17,161,508
Integral Healthcare FL $16,529,392
Source: CMS, Darwin Health
2015 Top Performing MSSPs, Savings
Key Takeaways, latest MSSP performance data
204 of 393 (51.9%) had shared savings
120 of 393 (30.5%) earned shared savings
Year-over-year quality improvements
Core-Based Statistical Area Est. 2015 Population Hospitals Beds
Phoenix-Mesa-Scottsdale 4,574,531 74 10,509
Tucson 1,010,025 19 3,054
Lake Havasu City-Kingman 204,737 4 597
Prescott 222,255 6 370
Flagstaff 139,097 5 359
Yuma 204,275 2 447
Show Low 108,277 5 176
Sierra Vista-Douglas 126,427 4 160
Payson 53,159 3 72
Safford 37,666 1 49
Nogales 46,461 1 25
Total 6,726,910 124 15,818
Arizona Market
Phoenix (68%)
Tucson (15%)
POPULATION
Organization HQ Service Area
Medicare Beneficiaries
Shared Savings (Losses)
Shared Savings
(Losses) PMB
Abacus Health Tucson AZ 8,559
Arizona Care Network Phoenix AZ 29,380 ($6,125,069) -$208.48
Arizona Connected Care Tucson AZ 6,956 $4,858,147 $698.41
ASPA Connected Community Phoenix AZ, NM 4,676 $409,156 $87.50
Banner Health Phoenix AZ 59,298 $35,113,328 $592.15
Commonwealth Primary Care ACO Tempe AZ 46,120 $15,553,674 $337.24
John C. Lincoln Accountable Care Organization Phoenix AZ 15,544 ($17,482,058) -$1,124.68
North Central Arizona Accountable Care Prescott AZ 11,592 ($1,263,357) -$108.99
Optum ACO Phoenix AZ 37,000
Premier Care Network Las Vegas, NV
AZ, CA, NV 8,835 ($6,277,168) -$710.49
Revere Health (Previously Central Utah Clinic) Provo, UT AZ, NV, UT 15,909 $13,911,028 $874.41
Scottsdale Health Partners Scottsdale AZ 19,021 $9,943,847 $522.78
Arizona Medicare ACOs
Organization Primary Market Estimated Lives
Aetna - Arizona Care Network ACO Phoenix
Aetna - Banner Health ACO Gilbert 50,000
Banner Health Network - Health Net of Arizona ACO Phoenix 24,000BlueCross BlueShield of Arizona - Banner Health ACO Phoenix 23,000Cigna - Arizona Community Physicians ACO Tucson 6,000Cigna - Arizona Connected Care ACO Tucson 6,000
Cigna - Banner Health Network ACO Phoenix 20,000
Cigna - Cigna Medical Group Phoenix 15,000
Cigna - Commonwealth ACO Phoenix 7,500
Cigna - Scottsdale Health Partners ACO Scottsdale 4,000Health Choice - Abrazo Community Health Network - Phoenix Childrens Care Network CIO Phoenix 15,000
UnitedHealthcare - Arizona Care Network LLC ACO Phoenix 15,000UnitedHealthcare - Arizona Connected Care ACO Tucson 180,000
UnitedHealthcare - Banner Health Network ACO Phoenix 50,000
UnitedHealthcare - Commonwealth Primary Care ACO Tempe <10,000
Arizona Commercial ACOs
John C. Lincoln
North Centra
l AZ
Premier Care Netw
ork
Commonwealth
ASPA-Connected
Arizona Coordinated Care
ACN
Patient/Caregiver ExperienceACO-1 Timely care, appointments and information 172.26%-26.22%-97.37%-528.03%-503.06%-1099.74%-515.54%-475.60%-435.65%ACO-2 Provider communication -46.10%37.23%-132.68%-55.84%-1.73%-431.36%-248.47%-145.66%-124.02%ACO-3 Patients’ rating of provider -21.90%-38.26%-101.51%-217.12%98.07%-501.77%-324.00%-225.84%-235.66%ACO-4 Access to specialists -267.73%-361.15%-219.83%-393.49%-110.84%-476.13%-332.41%256.85%-224.62%ACO-5 Health promotion and education 567.06%-372.31%-316.35%-545.26%438.20%-574.08%-514.74%-1286.24%-541.87%ACO-6 Shared decision making 567.63%535.55%504.80%75.68%313.64%-118.16%-8.54%340.37%-222.43%ACO-7 Health status/functional status 28.16%214.48%75.43%-56.66%69.87%598.26%-70.57%-401.50%60.14%ACO-34 Stewardship of patient resources -3071.15%-632.34%398.76%-222.82%1225.10%-2120.49%-226.48%1455.46%354.88%Care Coordination / Patient SafetyACO-8^ Risk standardized, all-condition readmissions -86.63%135.46%-591.39%-584.66%209.49%-941.35%741.16%-1049.03%88.35%ACO-35^ Skilled Nursing Facility 30-day all-cause readmission measure -446.48%389.80%-413.25%-346.79%567.02%-474.17%1901.75%-956.00%-36.65%ACO-36^ All-cause unplanned admissions for patients with diabetes -6219.67%-2260.17%794.34%-1842.40%-2174.05%-48.53%-2939.97%1138.83%-2271.17%471.85%ACO-37^ All-cause unplanned admissions for patients with heart failure -6219.67%-1409.68%-561.17%-1668.26%-2832.52%198.98%-2822.12%1050.08%-3458.83%484.84%ACO-38^ All-cause unplanned admissions for patients with multiple chronic conditions -6219.67%-2161.35%-206.46%-1624.15%-2736.69%-686.44%-3369.25%863.17%-2665.17%743.97%ACO-9^ COPD or asthma in older adults admissions -4947.76%-4947.76%-1068.35%-4496.66%-5128.19%-3414.04%-6391.25%555.58%-5398.85%-2602.07%ACO-10^ Heart failure admissions -602.51%-410.72%-2040.90%-2232.69%68.74%-4534.11%-27.15%-4630.01%2370.17%ACO-11 % physicians on EHR (Meaningful Use) -6219.67%-277.72%-6219.67%-270.27%591.89%-134.86%1259.01%72.61%2423.05%-1010.68%ACO-39 Documentation of current medications in the medical record 550.25%-114.64%-667.73%1717.08%1577.91%1365.01%216.02%-1420.64%1292.45%ACO-13 Falls: screening for fall risk -4947.76%4413.21%-2873.79%-504.28%-2486.82%-14.83%2183.29%327.97%-2550.44%-679.21%Preventive HealthACO-14 Influenza immunization 1169.06%-3192.47%1834.98%196.78%1444.78%1289.99%77.47%-2304.04%-43.46%ACO-15 Pneumonia vaccination status for older adults -4947.76%1727.61%-5457.90%995.42%1094.20%256.96%-1052.21%-3261.33%-213.40%-1981.95%ACO-16 Body mass index screening and follow-up -1169.05%844.44%1285.63%2323.99%-770.00%1124.05%1435.98%115.20%1820.97%ACO-17 Tobacco use: screening and cessation intervention -1063.95%262.34%354.30%498.34%216.91%647.92%-164.25%-616.31%492.80%ACO-18 Screening for clinical depression and follow-up plan -4947.76%8007.14%-3074.69%2193.76%-643.44%3824.15%130.94%194.92%-3800.53%2107.71%ACO-19 Colorectal cancer screening -4947.76%220.37%-2771.12%1734.44%356.95%85.45%438.57%-1553.54%233.69%-2041.57%ACO-20 Breast cancer screening -4947.76%1830.94%-2880.42%1494.31%712.89%-626.03%1727.36%-1210.95%-376.22%-1105.85%ACO-21 Screening for high blood pressure & follow-up 611.73%1955.33%2152.37%3411.73%180.52%1391.33%1906.78%-2860.78%1040.08%At-Risk PopulationACO-40 Depression remission at 12 months -10000.00%-10000.00%-2574.59%-10000.00%50447.72% -10000.00%-10000.00%3594.21%DM Composi
Diabetes management composite (based on ACO-27 and ACO-41) -1172.32%-3274.15%-670.14%3079.29%5474.53%-983.30%-2013.05%3784.61%-709.64%ACO-27^ Diabetes: hemoglobin A1c poor control -4947.76%-1651.80%2093.87%-1220.93%-3776.80%-40.92%-2092.47%213.69%-2719.20%576.01%ACO-41 Diabetes: eye exam -1346.20%-3577.71%-1282.99%2222.28%5010.46%-1479.89%-2124.07%2749.78%-979.14%ACO-28 Percent with hypertension whose BP < 140/90 435.85%-905.98%-46.87%-212.08%392.75%1237.50%-171.85%-253.74%213.17%ACO-30 Percent with IVD who use of aspirin or another antithrombotic -623.24%134.39%198.82%-359.56%77.12%1550.63%714.25%-814.14%853.84%ACO-31 Heart failure: beta-blocker therapy for LVSD 119.64%-366.62%-381.53%961.41%-40.92%1412.11%936.18%703.37%-146.43%ACO-33 ACE inhibitor or ARB therapy for patients with diabetes or LVSD -593.22%1825.04%-492.89%181.13%-155.88%1890.64%1780.01%-2211.40%467.98%
Revere Health
SHPBanner H
ealth Netw
ork
Comparative Performance
Year TA/Disease Drug Pharma Company Payer Contract details Results
2009 Diabetes Januvia (sitagliptin) and Janumet (sitagliptin/ metformin)
Merck Cigna Merck agreed to peg what insurer Cigna paid for Januvia and Janumet to how well individuals with Type 2 diabetes were able to control blood sugar.
• Better placement on formulary secured due to improved outcomes after a year.
• Merck gave additional discounts for achieving better outcomes.
• Increased volume of Merck and competitor products.
2009 Osteoporosis Actonel (risedronate)
Procter & Gamble, Sanofi-Aventis
Health Alliance
P&G and Sanofi-Aventis agreed to reimburse Health Alliance for medical costs of treating covered non-spinal, osteoporosis-related fractures in post-menopausal members correctly taking Actonel prior to the fracture by proportionally reducing Health Alliance’s cost of purchasing Actonel. Health Alliance would be reimbursed if Actonel did not achieve health benefit.
• Able to reach more patients by addressing the payer’s concerns about efficacy.
• Improved adherence• Incidence of non-spinal,
osteoporosis-related fractures was consistent with Actonel clinical trial data.
2011 Multiple Sclerosis
Rebif (interferon beta-1a)
EMD Serono
Cigna/Prime Therapeutics
Amount of rebate based on % of hospitalizations and ER visits avoided by use of Rebif. The deal also stipulates minimum levels of adherence; Serono pays higher rebates for better adherence.
Not yet publicly available
Pharma value-based contracts
Year TA/Disease Drug Pharma Company Payer Contract details Results
2014 Cholesterol Crestor AstraZeneca Cigna The two companies entered into a ‘first-of-its-kind contract’ to use predictive risk modeling to assess a patient’s overall health condition to administer the appropriate cholesterol-lowering medication. Cigna states that this will help reduce out-of-pocket costs.
Not yet available
2015 Cholesterol Repatha (evolocumab)
Amgen Harvard-Pilgrim
Gained preferential positioning on the insurer’s formulary in exchange for discounts and potential rebates based on how well the drug performs. Harvard-Pilgrim gets additional discounts if the reduction in LDLs is less than how it performed in clinical trials. Harvard-Pilgrim also gets additional discounts if utilization of the drug exceeds certain predetermined levels.
Locked out Sanofi and Regeneron’s Praluent as Repatha is the only PCSK-9 covered on the formulary.
Not yet available
2016 Heart failure Entresto (sacubitril/valsartan)
Novartis Cigna Pay-for-performance tied to hospitalizations and re-hospitalizations for Cigna’s heart failure population.
Not yet available
Pharma value-based contracts
1 Deloitte. “Value-based pricing for pharmaceuticals: Implications of the shift from volume to value.” Issue Brief, 2012.2 http://www.businesswire.com/news/home/20151109006090/en/Harvard-Pilgrim-Negotiates-First-In-The-Nation-Innovative-Contract3 http://www.streetinsider.com/Corporate+News/Cigna+(CI)+Enters+into+First-of-Its-Kind+Contract+with+AstraZeneca+(AZN)/9543493.html4 http://www.cigna.com/newsroom/news-releases/2016/cigna-implements-value-based-contract-with-novartis-for-heart-drug-entrestotm5 Fierce Health Payer http://www.fiercehealthpayer.com/story/wellpoint-astrazeneca-research-cost-effective-drug-treatments/2011-02-04 6 http://healthaffairs.org/blog/2016/01/29/discovering-new-medicines-and-new-ways-to-pay-for-them/
November 2016 executive survey
N=91
Mean covered lives: 42,027
Total lives represented: 2.6 million
1%7%
57.1%
14.3%
4.8%
10.7%
4.8%
PioneerAdvance PaymentAIMNextGenMSSPCommercialMedicaid
ACO Panel Distribution
N = 91
ACO Panel Distribution
N = 91
10.6%
11%
18% 61%
President/CEOOther C-SuiteVice PresidentDirector
Strategic Priorities: Top responses
Behavioral health
Medication management
Post-acute care
Care management, esp. care transitions
Network management
COPD, CHF, Diabetes, etc.
Behavioral Health Focus
N = 91
31%
37%
32%YesNot yet, but it is an area of focus for 2017No
“Does your ACO have a specific initiative for patients with behavioral health issues?”
Alzheimer’s Focus
N = 91
71%
24%4%
YesNot yet, but it is an area of focus for 2017No
“Does your ACO have a specific initiative for patients with dementia or Alzheimer's Disease?”
ACO Leadership Challenges
N = 91
EHR system interoperability
Patient engagement in their care
Lack of physician engagement
Access to timely data from insurers
Physician engagement
Buy-in from the hospital
Communication with physicians
Physicians referring outside network
0 15 30 45 60
36.9
20.6
16.4
40.2
50.6
49.3
52.1
56.2
“Which of the following problems, or concerns, are you experiencing within the ACO?”
ACO Leadership Challenges
N = 91
Physician engagement
Patient engagement in their care
Access to timely data from payers
EHR system interoperability
Communication among physicians & staff
Other
0 10 20 30 40
10.7
6.9
13.7
17.8
19.2
31.5
“Which issue has the greatest effect on your ability to provide the HIGHEST QUALITY patient care?”
ACO Leadership Challenges
N = 91
Keeping referrals w/i network
Physician engagement
Patient engagement in their care
Access to timely data from payers
EHR system interoperability
Buy-in from the hospital
Other
0 7.5 15 22.5 30
12.2
6.9
6.9
16.7
11
17.8
28.8
“Which issue has the greatest effect on your ability to CONTROL COSTS?”
EHR Interoperability
N = 91
Yes, ALL physicians are on the same system as the hospital
Yes, SOME physicians are on the same system as the hospital
No, physician and hospital EHRs are mostly on separate systems
Does not apply to our ACO arrangement
0 17.5 35 52.5 70
7.8
66.2
18.2
7.8
“Do the hospital and community-based physicians within the ACO use the same electronic health record (EHR) system?”
Factors affecting admission or readmission rates
N = 91
Percent with a 6 or 7 response
Electronic Health Records
Telemedicine
Home Health Care
Private Duty home care
Pharmaceuticals
Care managers
Pop Health Mgmt Software
Remote monitoring
0 20 40 60 80
23.6
56.3
77.7
20.2
15.4
53.5
16.6
59.7
“On a 7-point scale where 1 = Not at all Important and 7 = Extremely Important, how IMPORTANT are the following in reducing unnecessary hospital admissions or readmission rates?
n=91
% Y
ES R
ESPO
NSE
0.0 50.0 100.0
36.6
36.1
50.0
71.2
28.4
79.2
72.6
26.4
Home Health or Home Infusion providerMedical Device or DMEPharmaceutical companySkilled Nursing or RehabilitationNonmedical private duty home care companyAmbulatory Care centersNursing Home providerHospice
Partnering—No Business Relationship
n=91
% Y
ES R
ESPO
NSE
0.0 25.0 50.0
26.8
26.4
19.4
17.8
27.0
11.1
9.6
30.6
Home Health or Home Infusion providerMedical Device or DMEPharmaceutical companySkilled Nursing or RehabilitationNonmedical private duty home care companyAmbulatory Care centersNursing Home providerHospice
Partnering—Explored a Potential Business Relationship
n=91
% Y
ES R
ESPO
NSE
0.0 25.0 50.0
31.3
30.6
26.4
10.9
32.4
9.7
16.4
34.7
Home Health or Home Infusion providerMedical Device or DMEPharmaceutical companySkilled Nursing or RehabilitationNonmedical private duty home care companyAmbulatory Care centersNursing Home providerHospice
Partnering—Simple Contract in Place
n=91
% Y
ES R
ESPO
NSE
0.0 25.0 50.0
5.6
6.9
4.2
0.0
12.2
0.0
1.4
8.3
Home Health or Home Infusion providerMedical Device or DMEPharmaceutical companySkilled Nursing or RehabilitationNonmedical private duty home care companyAmbulatory Care centersNursing Home providerHospice
Partnering—Risk-Based Contract
Pharma Partnering
Percent that created education, disease or health management program with the financial support of a pharmaceutical company: 5.4
Percent that have undergone a population health initiative with a pharmaceutical company using data from their patient population: 8.1
TRENDING Competitor IDNs are forming unorthodox regional partnerships.
Surge in new health system collaborative arrangements in 2015 and 2016
We trace this phenomena to the formation of Vivity
Some of the other recently formed partnerships include OMNIA Health Alliance, Integrated Health Network of Wisconsin, and MemorialCare Health Alliance ACO
The goals of each alliance differ, but all offer an alternative to a merger or acquisition
TRENDING The cultural shift to embracing value-based care is (mostly) here.
Cultural: the shift from volume to value is a mindset
It has taken more than a decade for this transformation to take hold with physicians, and some remain resistant
CMS’ relentless focus on alternative payment methodologies has left most providers without a choice
TRENDING The volume-to-value transition mirrors a shift from inpatient to outpatient services.
A favorite mantra: “right care, right place, right time.”
Avoiding unnecessary hospital utilization and providing the means for care in the most cost-effective and efficient way
More ways to deliver care—telehealth, urgent care and home-based services
TRENDING Payer-provider IDNs are resurging.
Means to earn back lost revenue, as payers shift from volume to value
Pressure from large payers to “partner” with them and are concerned about payers’ growing market power
TRENDING Mergers and acquisitions continue, but regulators are fighting back.
2015 was a record year for mergers in the hospital sector
Hospital transactions increased by roughly 70 percent from 2010 to 2015
While the merger trend continues, the FTC is becoming more aggressive in responding to them
TRENDING Hospital drug prices are rising, and IDNs are noticing.
Between 2013 and 2015, hospital drug prices climbed an average 38.7 percent per admission
In our IDN study, about half of IDN executives mentioned (unprompted) rising drug costs as a major concern
TRENDING Patient-centered care has arrived.
All IDNs pay close attention to HCAHPS scores
About a third of IDN executives specifically cited increasing patient satisfaction as a 2016 strategic priority.
Most of the ACO executives responses had to do with patient-centered care
TRENDING Physicians are burning out, and the problem is getting worse.
Medscape’s 2016 Physician Lifestyle Report depicts some troubling trends
At the top of the list, 55% of critical care, urology and emergency medicine physicians reported being burned out, followed closely by family practice, internal medicine and pediatricians
In our study, some leaders recognized the burnout problem among physicians and nurses
Having satisfied employees is as important as having satisfied patients
What We’ve Covered
National ACO Performance
Arizona ACOs
Pharma Value-based Contracting
ACO Executive Survey
Trending in 2017
About UsDarwin Health provides strategic advisory services for health care executives. Through research, publications and consulting services, we help our clients create meaningful connections within the evolving health care marketplace.
Darwin Health is a division of Darwin Advisory Partners, LLC.http://www.darwinhealth.net17470 N. Pacesetter Way, Scottsdale, AZ 85255 480.305.2059