While some organizations create new leadership roles as they aggressively pursue new payment and delivery models fostered by the Patient Protection and Affordable Care Act, many others instead appear to be foisting new responsibilities on existing managers and executives. Either way, they are adapting their leadership roles in response to a fundamental shift in how they will get paid.
In addition to the Medicare Pioneer ACO program, Brown & Toland is involved in five ACOS that are responsible for 85,000 patients, Mamane said.
“If you've seen one ACO, you've seen one ACO,” she said, adding that the rules are different for each, and there are no standardized quality or performance metrics. “It's pretty fluid. Some programs are very well defined and some are not so well defined,” she said.
ACOs typically have started showing results about 18 months into the program, but Mamane said it's vital to have a clear picture of an ACO's performance much earlier than that.
“It's important to have a program manager monitor performance throughout the year so we won't have major surprises,” Mamane said, adding that monitoring allows the program to be nimble enough to change course if performance is not meeting expectations.
Mamane said her company is looking for someone with program- or project-management experience. Healthcare experience is a plus, but it's not required.
“We're finding some folks, but it's not a huge pool to draw from,” she said. “There are not many candidates with direct ACO experience.”
For candidates seeking career advancement, Mamane said the job has a “growth path” because it offers on-the-job exposure to internal health system departments, health plans and government agencies.