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129 Accountable Care Organization (ACO) Execs' Survey and Outlook Report

DALLAS, Oct. 29, 2014 (GLOBE NEWSWIRE) -- More than any other policy change in the ACA, nothing has more potential to influence the future of nearly every health care sector than Accountable Care Organizations (ACOs). Now past its infancy as a movement, some analysts predict that more than 200 million Americans will be covered by an ACO by 2016. More than 700 ACOs are operational today, more than double that in 2012.

ACOs have the potential to have a major influence on how we pay for health care in the U.S. and what we actually pay for. Roughly one-fifth of our economy is tied to the delivery of health care, and if ACOs succeed in reigning in costs and delivering higher quality care, other health care businesses will be affected in one way or another. Whether you're in the business of manufacturing pharmaceuticals or medical equipment, or treating patients in a hospital or at home, it's crucial that you understand the increasing influence of ACOs and how they can affect your bottom line.

ReportsnReports.com is pleased to announce addition of the latest report 2015 Accountable Care Organization Outlook: Implications for Providers and Suppliers ( http://www.reportsnreports.com/reports/300176-2015-accountable-care-organization-outlook-implications-for-suppliers-and-providers.html ) to its store. Anchoring this project is a research panel of 129 ACO executives, (96 percent senior management or C-level). While panelists helped inform the report overall, a chapter is dedicated to a recent study completed in June 2014. In it you'll find answers to the questions like How do ACOs view pharmaceuticals, home health and other suppliers and their ability to provide quality care? What tools are most important—and effective—at reducing hospital readmission rates? Which partners are most important and effective at helping ACOs keep costs in line? What kinds of discussions, relationships and contracts are ACOs involved in with various suppliers and providers? Which specific suppliers and providers do ACOs trust most to engage in a business relationship? and other questions on the accountable care organization industry.

Order a copy of this report at http://www.reportsnreports.com/Purchase.aspx?name=300176 . Alternatively, request a sample at http://www.reportsnreports.com/contacts/RequestSample.aspx?name=300176 to evaluate the content format and structure before making a purchase decision.

Table of Contents for 2015 Accountable Care Organization Outlook: Implications for Suppliers and Providers cover:

List of Figures and Tables 7

Executive Summary 9

Chapter 1: Introduction 33

Chapter 2: Models of Transformation 39

1. ACO Models
Pioneer Model
Advance Payment ACO Model
Medicare Shared Savings Program
Commercial ACO Model
2. Innovation Center Models: National
Bundled Payments for Care Improvement (BPCI) Initiative
BPCI Model 1: Retrospective Acute Care Hospital Stay Only
BPCI Model 2: Retrospective Acute and Post-Acute Care Episode
BPCI Model 3: Retrospective Post-Acute Care Only
BPCI Model 4: Acute Care Hospital Stay Only
Comprehensive Primary Care Initiative (CPC)
Community-based Care Transitions Program (CCTP)
FQHC Advanced Primary Care Practice Demonstration
Independence at Home Demonstration
3. Innovation Center Models: State
Incentives for the Prevention of Chronic Diseases in Medicaid Demonstration
Medicaid Emergency Psychiatric Demonstration
Multi-payer Advanced Primary Care Practice Demonstration
State Innovation Models Initiative
Model Design Award
Model Pre-Testing Awards
Model Testing Awards
4. Innovation Center Models: Local & Grassroots
Graduate Nurse Education Demonstration
Innovation Advisors Program
Strong Start for Mothers and Newborns Initiative
5. Health Care Innovation Awards
Beth Israel Deaconess
California Long-Term Care Education Center
CareFirst
Duke University
Finger Lakes Health System Agency
Fund for Public Health In New York
IHC Health Services
John Hopkins University
Mayo Clinic
North Carolina Community Networks
Pittsburgh Regional Health Initiative
SutterCare Corp.
Trustees of Dartmouth College
University of Southern California

Chapter 3: 2014 ACO Executive Panel Survey 55
Rationale
Methodology
ACO Characteristics
Results
Quality Metrics
Relationships and Contracts with Suppliers
Pharmaceutical Management
Compensation
Discussion
Limitations
Further Research

Chapter 4: Influential ACOs 81
1. Abington Health
2. Advocate Health
3. Arizona Care Network
4. Atrius Health
5. Baylor Quality Alliance
6. Beacon Health LLC
7. Beth Israel Deaconess Care Organization
8. Carolinas HealthCare System
9. Dartmouth-Hitchcock
10. HealthPartners / Allina Health
11. Kelsey-Seybold Clinic
12. Memorial Hermann
13. Ochsner Accountable Care Network LLC
14. Optimus Healthcare Partners
15. Partners HealthCare
16. Physician Organization of Michigan
17. UCLA Health ACO

Chapter 5: Early Results 118
1. Bundled Payments—Experiments and Home and Abroad
2. Pioneer ACO—Round One
3. Medicare Shared Savings Program
4. Advance Payment ACO Model
5. Medicaid ACOs
6. Commercial ACOs
7. Lessons Learned

Chapter 6: Implications for Suppliers 128
1. Pharmacy
2. Pharmaceuticals and Biotechnology
3. Medical Device Providers
4. Durable Medical Equipment
5. Home Health Care
6. Ambulatory Care
7. Long-term Care
8. Other Providers and Suppliers

Chapter 7: Market Outlook 141
1. Issues and Opportunities
2. Critical Success Factors
Conclusion 155
Appendices 157
A: ACO Panel Composition by State
B: ACO Sample Characteristics by Number of Lives Covered
C: Simple Contracting by ACO Model, Summary Tables
D: Risk-based Contracting by ACO Model, Summary Tables
E: Companies included in Question on Trust
F: Trade Associations
G: ACO Meetings, 2014-2015
ACO State Directory 167

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