The Engelberg Center for Health Care Reform at Brookings ... · Medical homes integrated into...
Transcript of The Engelberg Center for Health Care Reform at Brookings ... · Medical homes integrated into...
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The Engelberg Center for Health Care Reform at Brookings | The Dartmouth Institute
June 6–8, 2012
Third Annual National ACO Summit
Follow us on Twitter at @ACO_LN
and use #ACOsummit.
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Community Based Accountable Care
National ACO SummitL. Allen Dobson, Jr., MDPresident and CEOCommunity Care of NC
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Accountability, “Systemness”
& Incentives ( original ACO principles)
Establish robust HIT infrastructure
Implement cost-saving and quality-improving medical interventions
Evaluate performance at the system level
Restructure payment incentives to support accountability for overall quality and costs across care settings
Key Design Elements
Pay for better value – improved overall health while reducing costs for patients
Provide timely feedback to providers
Require providers to report on utilization and quality
New model: It’s the system - Establish organizations accountable for aims and capable of redesigning practice and managing capacity
Realign incentives – both financial and clinical – with aims
Core Principles
Clarify aims to emphasize better health, better quality care, lower costs – for patients and communities
Better information that engages physicians, supports improvement, and informs consumers
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Community ACO Considerations
Geography- how large?, all inclusive?,expansion plan Leadership – who convenes? Who are the required
participants?, open network vs other arrangement, how to engage physicians and broad provider group
Structure- what structure is best? Not for profit vs other- collaboration is key!
Population- public payer (Medicaid/care) vs commercial vs all payer) scale important, the entire population in geographic area
Data- who provides data services? Shared utility? Public?
Incentives- are risk arrangements needed to drive delivery system reform?, what incentives or payment methods are beneficial in an incremental approach?
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Key Elements
Network of medical homes ( Primary Care foundation)Additional local resources based on population
Care managers- embedded, transitional, high risk, specialty
Pharmacists
Mental Health
Palliative Care/other
Broad collaboration of providers ( specialists, home care, mental health, othersActionable dataDegree of transparency of performance metrics and outcomes ( shared accountability)
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New Models of Care = New Data Needs1.
Deliver to providers more complete picture of the individuals being cared for
2.
Deliver to providers/communities a more complete picture of the population
we are ‘accountable’
for
3.
Couple performance measurement with actionable information (Don’t just measure quality, enable quality improvement!)
4.
Identify high-risk/ high-opportunity patients for targeted services
5.
Equip the care team with tools for providing patient- centered care
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Patient-Centered Medical Home programs
More than 40 states have some aspect of Medical Homes
34 states have PCMH using National Academy for State Health Policy criteria
Central role now for NCQA criteria for defining and evaluating PCMH (Levels 1-3)
Most PCMH initiatives begun since 2008
Limited efforts: Pilots, short-timeframes, specific sites or regions.
Several recent PCMH efforts related to Health Homes for Chronically Ill (Sec. 2703).
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PCMH payment models vary
PMPM payments in many states: (AL, CO, CT, IL, IO, LA, MD, MA, MI, MN, NY, OK, PA, SC, WA)
PMPMs can be based on a number of factors:Population Served
Child and adolescent
Age group
ABD
Practice size
Level of NCQA PCMH recognition (level 1- 3)
Shared Savings (LA, MD, MA, OR, PA, SC, WA)8
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Community Accountable Care
Geographic Accountable Organizations (VT, OR, CO, RI, NC)
Aim to make populations they serve healthier to reduce rate of growth in costs.
Community-based focus to engage local leadership, stakeholders
Tailored to local needs and resources
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Vermont’s effort
Community health teams led by a registered nurses
Registered nurses work within physician practices to:Track patients overdue for appointments or tests, manage short-term care for high-needs patients
Check that patients are filling prescriptions/taking medications
Follow up with patients on personal health management goals.
Also in primary care practices: behavioral health counselors; community health workers, dietitians
Referrals in both directions between primary care offices and social services.
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Vermont’s effort
Medical homes integrated into Community Health Teams
Link primary care to community-based prevention of chronic disease. They offer
Individual care coordination, health and wellness coaching, and behavioral health counseling
Connect patients to social and economic support services
Perform community outreach to support public health.
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Vermont’s funding
Fee-for-service payments from insurers and Medicaid.
Plus PMPM that ranges from $1.20 to $2.39 based on NCQA score
Five full-time-equivalent staff members for each community health team ($350k/year shared by three commercial insurers and Medicaid.
Medicare to join Vermont’s Multi-Payer Advanced Primary Care Practice Demonstration pilot
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Oregon’s effort
Local “Community Care Organizations” (CCOs) get lump-sum payment (“global budget)” – risk adjusted.
Communities have significant leeway in how they reimburse for services
Waiver of standard Medicaid requirements/ aggregation of health, behavioral health, dental health, developmentally disabled, and other specialized services
CCOs must reduce ER visits, identify/treat mental/ behavioral issues
Focus on primary/preventive care, patient responsibility
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North Carolina’s Approach ( currently 1.4 million patients)
14 local, nonprofit networks led by clinicians (physicians, hospitals, health departments, etc.)
State PMPM to local network to provide on-the-ground care managers (600 over 100 counties), behavioral expertise, medication management from pharmacists.
Significant buy-in from clinicians/leaders – “our” quality standards and goals, not imposed from without.
Statewide informatics center provide real-time patient data at point of care; target “high preventables” to maximize ROI of interventions
Participating: 5,000 providers, 1,500 medical practices – 94% of NC primary care providers
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Community Care Networks
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North Carolina’s Approach
State pays Fee-for-Service plus PMPM variable by population served (women/children vs. ABD)CCNC networks receive PMPM to provide care management, pharmacy services, behavioral consulting, etc.Portion of PMPM to Central Office for Informatics center, population management, health analytics, etc.
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Specialist Referrals
Self-Scheduling
Traditional primary care
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Specialist Referrals
Self-Scheduling
Transitional Care
Reporting/Alerts
Referrals
Network Care Manager
Network Pharmacist
Specialists
Network Transitional
Care Manager
Network Behavioral
Health
Network Palliative
Health
Network Social Worker
Medicaid of NC
Community Care of North Carolina
CCNC Networks
Dire
ct S
uppo
rt $$
Indi
rect
Sup
port
Dire
ct S
uppo
rt $$
Specialists
“Medical Neighborhood”Medical Home
Accountable Community
CCNC Today
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Specialist Referrals
Self-Scheduling
Transitional Care
Reporting/Alerts
Referrals
Network Care Manager
Network Pharmacist
Specialists
Network Transitional
Care Manager
Network Behavioral
Health
Network Palliative
Health
Network Social Worker
BCBSNC Medicaid of NC CMS-Medicare Other Payers
Community Care of North Carolina
CCNC Networks
Dire
ct S
uppo
rt $
$
Ince
ntiv
e $$
Indi
rect
Sup
port
Dire
ct S
uppo
rt $$
Specialists
“Medical Neighborhood”Medical Home
Accountable Community
CCNC Tomorrow
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Quality Comes First, Savings Ensue
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Managing transitions
190,000 NC Medicaid recipients admitted to the hospital each year; 31,000 multiple hospital admissions.
Nearly 1 in 10 admissions is readmission within 30 days of a previous discharge.
ABD only 25% of NC Medicaid recipients, but 40% of all inpatient admissions, two-thirds of potentially preventable readmissions, and 80% of total costs.
ABD – often multiple chronic physical and behavioral health conditions, polypharmacy, low health literacy, socioeconomic stress, and multiple physicians providing care.
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Managing transitions
Cross-hospital traffic common: 23% of readmissions within 30 days of discharge occur in a different facility.
Cross-region traffic common: for large referral centers (e.g., Duke and UNC), half of all patients come from communities outside of the locally affiliated CCNC network of primary care medical homes.
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Data Use Case: Shared Statewide Pharmacy Home Process
Hospital ClinicHome NetworkTransitional Care
Manager (TCM)
Meets with Patient,
Gathers Discharge
instructions,
Counsels and Refers
to PCM
Primary Care Manager
(PCM)
Meets with Patient
at Home, Gathers
Drug Use inventory,
Assessment and
Self‐Management
Network Pharmacist
(PharmD)
Reviews All
Medication Lists
(Discharge, Home,
Claims) for
Discrepancies
CCNC Physician
(PCP)
Visit Scheduled,
PCP Receives
Problem List and
Care Coordination
Plan
(Patient Discharged from UNC, but lives in Onslow- Med Reconciliation Plus)
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CCNC Pharmacy Programs Infrastructure
Network Pharmacist Director
Mental Health Director
Care Management Director
Clinical Directors Director
Quality Improvement Director
Care Manager
Network Pharmacist
Clinical Pharmacist (Practice Based)
Clinical Pharmacist (Hospital Based)
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Scope and Reach of CCNC Transitional Care
Each dot represents the location of a person who received transitional care during a 6-month period from May –
October 2011.
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Impact of Care Coordination
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Impact of Care Coordination
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Fouryear % Change in Preventable
Admissions and Preventable
Readmissions CCNC vs. Unenrolled
‐12%‐9%
26%
‐5%
‐15%
‐10%
‐5%
0%
5%
10%
15%
20%
25%
30%
PPAs PPRS
CCNC
Unenrolled
Treo Solutions
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State Fiscal Year Per-Member, Per-Month Total Annual Savings
2007 $8.73 103,000,0002008 $15.69 204,000,0002009 $20.89 295,000,0002010 $25.40 $382,000,000
$984,000,000
Milliman CCNC savings estimate ( net cost of program)
Analysis of Community Care of North Carolina Savings, Milliman, Inc. December 2011
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Lessons Learned
Physician leadership and collaboration is critical
Better health care system can start with public payers
Strong primary care is foundational to a high performing healthcare system
Additional resources needed to help providers better manage populations
Timely, actionable data is essential to success
Must build better local healthcare systems ( public-private partnership)
Improve the quality of the care provided and cost will come down
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Additional information at:
www.communitycarenc.org
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Track 7: Coordination Across the Continuum of Care
Panel 1: Community Based Accountable Care
L. Allen Dobson Jr., MD, FAAFP President, Community Care of North CarolinaHarold J. Apple President and Chief Executive Officer, Indiana Health Information ExchangeMichael P. Donahue, MBA Vice President, Payor Contracting and Relations, Eastern Maine Healthcare SystemsMichael E. Duggan, JD Chief Executive Officer, Detroit Medical CenterAaron McKethan, PhD Vice President, RxAnte, Former National Director, Beacon Communities, Office of the National Coordinator
for
Health IT (Moderator)
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Enhancing Primary Care Access at AMCs: The Experience of NewYork-Presbyterian
June 2012
David Alge
Vice President, Strategy and Financial Planning
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Primary Care Access is Restricted
Average wait time nationwide is 20.3 days
Source: The Advisory Board Company, “Transforming Primary Care”, 2010; 2009 Survey of Physician Appointment Wait Times, Merritt Hawkins & Associates
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Primary Care Providers are in Short Supply
Source: Association of American Medical Colleges
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Health Care Access for Adults Declined Since 2000
Source: Health Affairs, “A Decade of Health Care Access Declines for Adults Holds Implications for Changes in the Affordable Care Act”, May 2012; Source: National Health Interview Survey, 2000-10
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4564
55
53
5555
60
45
56
63
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0 20 40 60 80 100
Uninsured part year
Insured all year
<200% of poverty
200%–399% of poverty
400%+ of poverty
Hispanic
Black
White
2008
2005
2002
U.S. Variation 2008
U.S. Average
Percent of adults ages 19–64 with an accessible primary care provider*
Variable Access to Primary Care
* An accessible primary care provider is defined as a usual source of care who provides preventive care, care for new and ongoing health problems, referrals, and who is easy to get to and easy to contact by phone during regular office hours.Data: N. Tilipman, Columbia University analysis of Medical Expenditure Panel Survey.
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Source: Commonwealth Fund National Scorecard on U.S. Health System Performance, 2011
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AMC’s Maintain Broad Patient Service Areas
16 County market includes includes New York, Bronx, Kings, Queens Westchester, Dutchess, Nassau, Orange, Richmond, Rockland & Suffolk counties NY, Bergen, Essex, Hudson, & Monmouth counties, NJ and Fairfield
county CT
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Source: U.S. Census Bureau, 2010 American Community Survey-Public Use Microdata Sample; Population Division-
New York City Department of City Planning
2
Persons 5 years and over3
Persons 25 years and over
1
Includes Hong Kong and Taiwan
% Limited % High School % CollegeEnglish Graduate Graduate
Proficient2 or Higher or HigherTotal 8,185,314 24 79 33
Native-born 5,138,863 7 86 40Foreign-born 3,046,451 50 72 26
Dominican Republic 378,199 70 56 11China1 351,314 78 60 25Mexico 187,086 83 42 5Jamaica 169,863 1 78 19Guyana 138,549 2 77 19Ecuador 138,097 77 59 10Haiti 97,516 50 80 18Trinidad and Tobago 84,347 0 86 16India 72,803 38 82 53
Educational Attainment3
Total Population
Selected Socioeconomic Characteristics of New York City’s Top 10 Foreign-born Groups, 2010
….with Diverse Patient Populations
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How AMCs are Responding
Primary Care Physician Employment
Increasing appointment availability & expand hours
Technology (Remote/online triaging of patients; E-visits)
Team-based care delivery
Patient-Centered Medical Home
Retail clinic partnerships
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Enhancing Primary Care at NYP
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The Five Campuses of NewYork-Presbyterian
Weill Cornell Medical Center(850 Beds)
Morgan StanleyChildren’s Hospital
(257 Beds)
Milstein Hospital(720 Beds)
Payne WhitneyWestchester(270 Beds)
The Allen Hospital(201 Beds)
Note: Total beds represent licensed beds
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Affiliation with Two Premier Medical Schools1771 – New York Hospital 1898 – Cornell University
Medical College(Now Weill Cornell)
1927 – Affiliation Agreement
1868 – Presbyterian Hospital1767 – Columbia University
College of Physicians & Surgeons
1911 – Affiliation Agreement
1998: NewYork-Presbyterian HospitalOver 1,600 residents
120 ACGME-accredited programs
Single-site GME provider
Both highly ranked by U.S. News
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Overview of NYP’s Ambulatory Care Network 12 practices offer primary care and over 65 specialty services
Urgicare Center
7 School-Based Health Centers
4 Women, Infants, Children (WIC) sites
20 nutritional centers
Annual Volume
787,000 Visits
238,000 Patients
3,000 Visits per day
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NYP Regional Health Collaborative
Goals
Provide Better Care
Measurably Improve Health
Contain and Reduce Costs
Better Position NYP for Health Reform
We are transforming the care we provide patients in the Washington
Heights-Inwood Community
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NYP Regional Health Collaborative
Population Health Infrastructure /
Capability
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NYP Regional Health Collaborative: Patient Centered Medical Homes
Information TechnologyE-scribing, E-tracking, E-alerts, E-registries, E-decision support
Patient Centered Medical HomeNCQA Certification (IT, 3 Chronic Diseases, Care Coordination)
Access to CareCall Center, ED, Specialty Care, Insurance Enrollment / Outreach, mynyp.org
Adult –
Diabetes and Heart FailurePediatrics –
Asthma Mental Health –
Adult and Adolescent DepressionWomen’s –
Gestational Diabetes
Develop Care Management Programs / Staffing and Operations
Cultural CompetencySkills-Based Training: Communication, Language Access, Health Literacy
ColumbiaDoctors, NYP (e.g., ACN, ED), Community MDs, VNSNY
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NYP Regional Health Collaborative
Population Health Infrastructure /
Capability
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Risk Stratification
ACN (Y/N)
Discharge Disposition
High Inpatient Utilization (6 or more discharges in ‘09 & ‘10)
Phase I NYP / CU High Risk Patient Population (Adult Med/Surg 2o DX Diabetes, Asthma, CHF)*
Diagnosis Exclusions
273 Unique patients accounted for 2,214 discharges in 2009 &
2010
Targeted Care Initiative: Patient Selection
*Began with total patient population of 12,594
Adult Med/Surg Patients with 2o DX Diabetes, Asthma, CHF
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Patient
High Cost, Chronically Ill Adult Med / Surg Patients
Targeted Care Initiative: Intervention Framework
Comprehensive Discharge Planning and Education
Beginning on Day of Admission
Ambulatory Care begins
Engagement of the Patient with a Medical Home
Disease RegistriesCare Management
IT EnabledCultural Competency
Management of Transitions of Care
Emergency Department-to-Home
Hospital-to-Home
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NYP Regional Health Collaborative
Population Health Infrastructure /
Capability
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NYP Regional Health Collaborative Community Collaboration – Independent Community Physicians
Affiliate Status
EMR and Medical Homes
CCR/CCD Connectivity
Disease Management
mynyp.org
Access / Contact Center
Education Program
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Healthy Children in the Heights (Childhood Obesity)
Heal 17 (Diabetes and Depression)
–
VNSNY, Community Physicians, Community Nursing Homes
UHF Seniors Living with Diabetes
Building Bridges Coalition (BBKH)
Community Based Care Transitions
–
Isabella, Hebrew Home
NY State Medicaid Health Home
NYP Regional Health Collaborative Community Collaboration – Community Based Programs
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NYP Regional Health Collaborative
Population Health Infrastructure /
Capability
Health Information and Exchange
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Health Information: Diabetes Care Dashboard (ADA 2010 Guidelines)
Physician Alert: Status of Action Items
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Health Information: Diabetes Data
3,4143,660
4794▲ 24%
A1c Collection 12 Months Pre-Implementation
A1c Collection 6 Months Pre-Implementation
A1c Collection 6 Months Post Implementaiton
A1c Collection Frequency
2,466 2,484
3172▲27.7%
LDL Collection 12 Months Pre-Implementation
LDL Collection 6 Months Pre-Implementation
LDL Collection 6 Months Post Implementaiton
LDL Collection Frequency
7.997.93
7.67
A1c 12 Months Pre-Implementation A1c 6 Months Pre-Implementation A1c Post Implementation
Mean A1c Value
93.7995.88
94.08
LDL 12 Months Pre-Implementation LDL 6 Months Pre-Implementation LDL Post Implementation
Mean LDL Value
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NYP Regional Health Collaborative
Population Health Infrastructure /
Capability
Health Information and Exchange
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NYP Regional Health Collaborative: Results to Date
Source: Health Affairs, November 2011
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Can We Meet the Need?
Stratification of Primary Care Need
Team Members Operating at the Top of their License
Expanding the Team Beyond a Purely Medical Model
Personal Accountability
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Track 7: Coordination Across the Continuum of Care
Panel 2: Strategies to Expand Primary Care Access for AMCs
David Alge, MBA Vice President, Strategy and Financial Planning NewYork-Presbyterian HospitalMolly Coye, MD, MPH Chief Innovation Officer, UCLA Health SystemJerry Friedman, JD Advisor for Health Policy and Director, External Relations and Advocacy, Ohio State Medical CenterKatrina M. Lambrecht, JD, MBA Vice President & Chief of Staff, UTMB HealthDeborah E. Trautman, PhD, RN Executive Director, Johns Hopkins Medicine Center for Health Policy and Healthcare Transformation (Moderator)
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The Engelberg Center for Health Care Reform at Brookings | The Dartmouth Institute
June 6–8, 2012
Third Annual National ACO Summit
Follow us on Twitter at @ACO_LN
and use #ACOsummit.