June 2015

Arkansas has implemented multi-payer payment reform incorporating both episodic and Patient-Centered Medical Home models. Early perceptions of a sample of stakeholders were largely positive to date.

CareMore, an insurance plan based in southern California, has reduced costs and improved outcomes by providing direct care for its frailest elderly patients.

The American Journal of Accountable Care recently interviewed Dr Jain about his decision to join CareMore, CareMore's innovative care model, and his perspectives on US healthcare.

Multiple factors can impact the effectiveness of financial incentives intended to encourage primary care providers to improve patient experiences.

As accountable care organizations (ACOs) work to deliver population health, patient satisfaction, and cost savings, the need to engage patients as partners in their own healthcare has never been greater. The ACO and Emerging Healthcare Delivery Coalition convened April 30-May 1, 2015, at the historic Hotel del Coronado in San Diego, California, to explore ways to make patients the starting points of healthcare, not just its recipients.

As the US healthcare system transitions from volume to value, there is some concern that while new payment models and reforms may be neither conceptually flawed nor badly designed, the implementation of these reforms may be insufficient to fully achieve any potential success. If we get the architectural plan right but our building materials and methods are flawed, we wind up with a disappointing result.

The data-fueled healthcare revolution requires us to share data and share risk to ultimately share rewards andachieve Triple Aim goals.

Physician-led patient care teams have the potential to impact care transitions to prevent fragmentation of care, and ensure seamless care delivery.

What would Pioneer ACOs say to their "next-gen" counterparts? Matthew Hayward and Sachin H. Jain deliver some comic humor to accountable care.

This manuscript describes a structural alternative that builds upon the vision of the ACO, positions it centrally in the healthcare experience, and overcomes current limitations in delivering care.

The authors describe a 3-step framework for how accountable care organizations (ACOs) can ensure that patients' needs, values, and preferences are incorporated into ACO governance decisions.

Health system innovations are sometimes justified in economic language, but clinicians speak the language of patient care. Advancing reform requires translators who speak both languages.