TY - JOUR
KW - Accountable Care Organizations/economics/statistics & numerical data
KW - Delivery of Health Care/economics/statistics & numerical data
KW - Humans
KW - Medicare/economics/statistics & numerical data
KW - Practice Guidelines as Topic
KW - Quality Improvement
KW - United States
KW - Medicare
KW - accountable care organization
KW - care delivery system
KW - coordinated care
AU - S. J. Conway
AU - S. Himmelrich
AU - S. A. Feeser
AU - J. A. Flynn
AU - S. J. Kravet
AU - J. Bailey
AU - L. C. Hebert
AU - S. H. Donovan
AU - S. G. Kachur
AU - P. M. C. Brown
AU - W. A. Baumgartner
AU - S. A. Berkowitz
A1 - 
AB - Accountable Care Organizations (ACOs), like other care entities, must be strategic about which initiatives they support in the quest for higher value. This article reviews the current strategic planning process for the Johns Hopkins Medicine Alliance for Patients (JMAP), a Medicare Shared Savings Program Track 1 ACO. It reviews the 3 focus areas for the 2017 strategic review process - (1) optimizing care coordination for complex, at-risk patients, (2) post-acute care, and (3) specialty care integration - reviewing cost savings and quality improvement opportunities, associated best practices from the literature, and opportunities to leverage and advance existing ACO and health system efforts in each area. It then reviews the ultimate selection of priorities for the coming year and early thoughts on implementation. After the robust review process, key stakeholders voted to select interventions targeted at care coordination, post-acute care, and specialty integration including Part B drug and imaging costs. The interventions selected incorporate a mixture of enhancing current ACO initiatives, working collaboratively and synergistically on other health system initiatives, and taking on new projects deemed targeted, cost-effective, and manageable in scope. The annual strategic review has been an essential and iterative process based on performance data and informed by the collective experience of other organizations. The process allows for an evidence-based strategic plan for the ACO in pursuit of the best care for patients.
AD - 1 Johns Hopkins School of Medicine , Baltimore, Maryland.; 1 Johns Hopkins School of Medicine , Baltimore, Maryland.; 2 Johns Hopkins Community Physicians , Baltimore, Maryland.; 1 Johns Hopkins School of Medicine , Baltimore, Maryland.; 2 Johns Hopkins Community Physicians , Baltimore, Maryland.; 2 Johns Hopkins Community Physicians , Baltimore, Maryland.; 3 Johns Hopkins HealthCare LLC , Glen Burnie, Maryland.; 4 Primary Care Coalition of Montgomery County Maryland , Silver Spring, Maryland.; 3 Johns Hopkins HealthCare LLC , Glen Burnie, Maryland.; 3 Johns Hopkins HealthCare LLC , Glen Burnie, Maryland.; 1 Johns Hopkins School of Medicine , Baltimore, Maryland.; 1 Johns Hopkins School of Medicine , Baltimore, Maryland.
BT - Population health management
C5 - Financing & Sustainability
CP - 5
CY - United States
DO - 10.1089/pop.2017.0149
IS - 5
JF - Population health management
M1 - Journal Article
N2 - Accountable Care Organizations (ACOs), like other care entities, must be strategic about which initiatives they support in the quest for higher value. This article reviews the current strategic planning process for the Johns Hopkins Medicine Alliance for Patients (JMAP), a Medicare Shared Savings Program Track 1 ACO. It reviews the 3 focus areas for the 2017 strategic review process - (1) optimizing care coordination for complex, at-risk patients, (2) post-acute care, and (3) specialty care integration - reviewing cost savings and quality improvement opportunities, associated best practices from the literature, and opportunities to leverage and advance existing ACO and health system efforts in each area. It then reviews the ultimate selection of priorities for the coming year and early thoughts on implementation. After the robust review process, key stakeholders voted to select interventions targeted at care coordination, post-acute care, and specialty integration including Part B drug and imaging costs. The interventions selected incorporate a mixture of enhancing current ACO initiatives, working collaboratively and synergistically on other health system initiatives, and taking on new projects deemed targeted, cost-effective, and manageable in scope. The annual strategic review has been an essential and iterative process based on performance data and informed by the collective experience of other organizations. The process allows for an evidence-based strategic plan for the ACO in pursuit of the best care for patients.
PP - United States
PY - 2018
SN - 1942-7905; 1942-7891
SP - 357
EP - 365
EP - 
T1 - Strategic Review Process for an Accountable Care Organization and Emerging Accountable Care Best Practices
T2 - Population health management
TI - Strategic Review Process for an Accountable Care Organization and Emerging Accountable Care Best Practices
U1 - Financing & Sustainability
U2 - 29393824
U3 - 10.1089/pop.2017.0149
VL - 21
VO - 1942-7905; 1942-7891
Y1 - 2018
Y2 - Oct
ER -