Leavitt Partners, 299 S Main St, Ste 2300, Salt Lake City, UT 84111. Email:
Am J Manag Care. 2020 May;26(5):225-228. doi: 10.37765/ajmc.2020.43154.
Because hospitals and health systems sponsored the majority of new accountable care organizations (ACOs) from 2010 to 2015, they influenced priorities and strategies of the policies designed to drive ACO adoption. In recent years, however, the majority of new ACOs have been sponsored by physician groups. This shift means that policies need to be developed with the characteristic strengths and weaknesses of physician-led ACOs in mind. Using data from the Leavitt Partners ACO database, we analyzed the types of providers becoming ACOs over time to look at their numbers and market potential. Because the market potential for further growth of physician group-led ACOs is much stronger than for hospital- or health system-led ACOs, policy makers need to create programs and policies that facilitate physician-led ACOs' success by helping them develop the capacity to take on risk, finance investments in high-value healthcare, and partner with other organizations to provide the full spectrum of care.
由于医院和医疗系统在 2010 年至 2015 年期间主导了大多数新的责任医疗组织（ACO）的成立，它们影响了旨在推动 ACO 采用的政策的优先事项和策略。然而，近年来，大多数新的 ACO 都是由医师集团主导的。这种转变意味着，政策的制定需要考虑到以医师为主导的 ACO 的特点和优势。利用 Leavitt Partners ACO 数据库的数据，我们分析了随着时间的推移成为 ACO 的各种类型的提供者，以了解它们的数量和市场潜力。由于医师主导的 ACO 进一步增长的市场潜力远远强于医院或医疗系统主导的 ACO，政策制定者需要通过帮助他们发展承担风险的能力、为高价值医疗保健投资提供资金以及与其他组织合作提供全方位的医疗服务，来制定计划和政策，以促进医师主导的 ACO 的成功。
