| Using the concept of value to define an ACO |
“An ACO is an effort to have physicians and hospitals come together to improve care for the community in a way that is value‐driven.” “I would define an ACO as basically an organization that looks at quality of care and quality of care measures and takes that into account. And takes the risk for physicians who are members and signs contracts and payments based on those measures as far as the quality of care measures as opposed to volume of care.” “An organization that is taking accountability for, according to the Triple Aim, the total cost of care of a population, the quality, and the experience.”
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| Describing the need to shift organizational focus from volume to value |
“We need to move, move to value‐based payments, and not sort of the existing fee‐for‐service models.” “From a care delivery perspective it's about changing care delivery. It's about taking the system and really changing its focus truly to not just building capacity for increased volume and a specialty center, but doing population health community‐based care, better collaboration with primary care.” “We needed to find folks that we just feel like frankly get it—understand transition from volume to value and sort of inherently want to do that because it's a better way to deliver care.”
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| Noting that creating value requires an emphasis on quality and not volume |
“I think with accountable care it's quality. It's the quality that we—you don't historically, hadn't had. There's information that's being made available to providers, to the patients. I think it's more everyone's engaged in it and we're getting away from this whole fee‐for‐service, the more you do the more you get paid.” “The screening and the preventive care are a big part of our quality and making sure we provide that level of quality for all of our patients.” “It's promoting quality, improving the patient experience, and reducing cost and waste.”
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