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“Integrated Health Systems”
Integrated Health Systems -Market Demand, Growth, Opportunities and Analysis of Top Key Player Forecast To 2022

Integrated Health Systems Industry

Description

Wiseguyreports.Com Adds “Integrated Health Systems -Market Demand, Growth, Opportunities and Analysis of Top Key Player Forecast To 2022” To Its Research Database

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.

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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.

If you are interested in customizing this report to specific health systems not included in this version, please contact us directly at service@darwinhealth.net.

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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)

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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

Continued…                                                                                            

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