2017 Integrated Health Systems Outlook

2017 Integrated Health Systems Outlook

RATIONALE AND PROJECT GOALS

We launched this project because we have seen increased interest from our pharma/biotech clients in the integrated health system (IHS) space. Most of the large and mid-size pharma companies are either piloting or launching full-scale account teams dedicated to managing relationships with IHSs and, to a lesser degree, ACOs.

Pharma’s interest in IHSs stems from two concerns. First, representatives no longer have the same access as they once had, thereby threatening pharma’s longstanding sales model. Having a relationship at the IHS level is becoming increasingly important for access.

Second, pharma understands that a one-size fits all marketing approach won’t work for IHSs, which are regional in scope and are concerned about their own patient population. Pharma needs to consider who they are sending in to the IHS (not a drug rep), understand the unique needs of each system, and tailor messages and content to the needs of the individual IHS.

While this report was initially developed with pharma in mind, anyone who seeks to partner with health systems will find this report invaluable, including:

  •  Medical device manufacturers and suppliers
  • Medical supply manufacturers and suppliers
  • Durable medical equipment manufacturers and suppliers
  • Home health and hospice agencies
  • Technology providers
  • Private duty home care agencies
Purchasers of this report may elect to choose up to 10 detailed health system profiles from the list of health systems included in this report at no additional cost.

This report stems from a multi-client project in which more than 150 executives were individually interviewed over a 10-month period. Any proprietary information to our clients has been removed.

The report consists of a wire-bound main document plus downloadable .pdf, 281 pages, including a 20-page executive summary. Also included (by .pdf download) is an 86-page supplement with all the appendices. The main report has 132 figures and tables. Subscribers will receive periodic updates in PDF format for one year from the date of purchase.

This report is provided as a single-user license. Please contact us for information on team and corporate subscriber pricing.

KEY RESEARCH QUESTIONS

How is the IDN structured?

Who are the most influential people and positions within each system and why?

What criteria are used when determining a “top” health system to target for pharma/biotech and medical device sales?

Which IDNs are likely to survive the ongoing consolidation and why?

Which health systems have embraced the move to value-based reimbursement and risk-based contracting? How far along way are they to having a majority of their business tied to value?

What specific results has the system seen with ACOs, bundled payments and other forms of value-based contracting, if at all?

How does an ACO function within the health system and what are the spillover effects into the rest of the system?

What are the key strategic issues for each system individually, and what do they share in common?

How does the system prefer to interact with pharma/biotech for partnering and special programs?

Has the system engaged in high-level discussions or special initiatives with pharma? What was the process and the outcome?

How is the IDN managing specific patient populations, such as those with diabetes, cardiovascular disease, cancer and behavioral health?

REPORT CONTENTS

Included in the report you will find:
  • Key findings from our research with more than 150 health system executives from 44 integrated health systems
  • Market trends
  • Partnering potential: top IHSs to target
  •  Visual scorecard for Medicare ACOs within each health system
One-page executive summary of each system for senior management, including:
  • System overview
  • 2017 goals and corporate initiatives
  • Core competencies and areas of excellence
  • Key performance indicators (revenue, profit, volume)
  • Key executives
  • Level of system integration
  • Value-based initiatives (ACOs, bundled payments, other novel contracts)
  • Partnering process: experience and preferences for engaging with pharma
  • Best entry point for account execs, influential players and contact information
HEALTH SYSTEMS DISCUSSED WITHIN THIS REPORT
  •  Advocate Health Care (Downers Grove, IL)
  •  Allegheny Health Network (Royal Oak, MI)
  •  Aurora Health Care (Milwaukee,WI)
  •  Banner Health (Phoenix, AZ)
  •  Baptist Health Care (Pensacola, FL)
  •  BayCare Health System (Clearwater, FL)
  •  Baylor Scott & White Dallas TX
  •  Beth Israel Deaconess Medical Center (Boston, MA)
  •  Carolinas Health Care System (Charlotte, NC)
  •  Catholic Health Initiatives (Englewood, CO)
  • Christiana Care Health System (Newark, DE)
  • Commonwealth Health (Wilkes-Barre PA)
  • Covenant Health (Knoxville, TN)
  • Dartmouth-Hitchcock (Lebanon, NH)
  • Dignity Health (San Francisco, CA)
  • Einstein Healthcare Network (Philadelphia, PA)
  • Fairview Health Services (Minneapolis, MN)
  • Froedtert (Wauwatosa, WI)
  • Geisinger Health System (Danville, PA)
  • Henry Ford Health System (Detroit, MI)
  • IASIS Healthcare Corporation (Franklin, TN)
  • Intermountain (Salt Lake City, UT)
  • Jackson Health System (Miami, FL)
  • Jefferson Health (Radnor, PA)
  • Johns Hopkins Medicine (Baltimore, MD)
  • Mercy (St. Louis, MO)
  • Mercy Health (Cincinnati, OH)
  • Meridian Health (Neptune, NJ)
  • Montefiore (Bronx, NY)
  • New York-Presbyterian Healthcare System (New York, NY)
  • Northwell (New Hyde Park, NY)
  • Novant Health (Winston-Salem, NC)
  • Ochsner Health System (Jefferson, LA)
  • OhioHealth (Columbus, OH)
  • Piedmont Healthcare System (Atlanta, GA)
  • RWJ Barnabas Health (West Orange, NJ)
  • Sharp Healthcare (San Diego, CA)
  • Tenet Healthcare Corporation (Dallas, TX)
  • Universal Health Services, Inc (King of Prussia, PA)
  • University Hospitals Health System (Cleveland, OH,)
  • University of Utah Hospitals and Clinics (Salt Lake City, UT)
  • UPMC (Pittsburgh, PA)
  • Vanderbilt University Medical Center (Nashville, TN)


EXECUTIVE SUMMARY
1. INTRODUCTION
Rationale
Project Background
Report Contents
Participating IHSs
System Integration
IDN Framework
2. KEY FINDINGS
Research Questions
Strategic Priorities
Influential People
Value-Based Contracting
Medicare ACO Performance—2015
ACO Influence
Care Coordination
Pharma Partnerships
Population Health Management
Behavioral Health
Diabetes
Cardiovascular/Stroke
Oncology/Infusion Suite
Risk Stratification
3. MARKET TRENDS
4. POTENTIAL PARTNERS Not Recommended Partners
Uncertain
Recommended Partners
Other Potential Partners
5. IHS EXECUTIVE SUMMARIES
APPENDIX A: ACO PERFORMANCE
Visual Scorecard for ACOs associated with IHSs in this study
APPENDIX B: VALUE-BASED PHARMA CONTRACTS
Table 1: Publicly disclosed value-based contracts to date
Table 2: Alliances for future value-based contracts
APPENDIX C: INTEGRATED HEALTH SYSTEM BY NET PATIENT REVENUEs
IDNs by Net Patient Revenue

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