Answer: When they form an industry association!
- Sequestration: how does the 2% cut affect the ACO benchmark? Is it applied to the amout of savings shared?
- Quality performance benchmarks: How to manage ill-defined and “unattainable” targets?
- How do adjust the benchmarks in the face of new providers, geographic-specific events, changes in payment policies
- The ACO model is still evolving and not every ACO being stood up today will – or should – survive. There may be trade-offs between protecting the interests of some ACOs (e.g. encouraging CMS lenience on one “unattainable” performance measure) vs. what policy direction will best enable provider accountability to improve healthcare (even on what today might appear to be unattainable goals)
- Also, the ACO community is smaller and more fragmented relative to many of the vendor community seeking to serve it. It will be important to make sure the association remains focused on the impact ACOs can deliver (which in the end will fuel or gate their growth) rather than what works best for incumbent vendors.
One suggestion: the ACO acronym is inelegant but embedding it into the name of an industry association just makes it worse. What if we could “Health” in there somewhere? Might make the acronym more appetizing (NAACHOs…)