The Catalyst … accelerating business growth in healthcare

EHM and Intego

Posted by Jessica Hartman DeVore on Thu, Oct 04, 2012 @01:42 PM

ESSENTIAL HEALTHCARE MANAGEMENT LEADS INTEGO, A CRITICAL ALERT SYSTEMS COMPANY, IN EXPANDING NATIONAL ACCOUNTS STRATEGY

DALLAS – September 26th, 2012 – (EHM) a healthcare business consulting firm, was chosen by Intēgo® to help secure contracts with integrated delivery networks and group purchasing organizations across the United States.

EHM is a healthcare business development firm, creating demand for the products and services of leading medical suppliers.  Since 2007, the group has served the needs of clients, combining corporate accounts strategy and operational infrastructure.  EHM guides clients through the procurement process and helps companies present their offerings to key decision makers and target audiences.

Intēgo® has been the leading manufacturer and installer for healthcare communication products and services for the healthcare industry since 1985. Intēgo® provides Nurse Call products to hospitals and skilled nursing facilities nationwide.  The Intego Software’s CommonPath™system is the most comprehensive nurse call solution on the market. It is designed to accommodate today’s three principal nurse call modes of operation; Direct to Caregiver, traditional to nurse station, and the CommonPath Centralized™ approach.

Tags: Essential Healthcare Management, EHM, medical, healthcare suppliers, medical devices, brand management, business development

EHM and WestCMR Join Forces

Posted by Jessica Hartman DeVore on Thu, Aug 30, 2012 @01:42 PM

ESSENTIAL HEALTHCARE MANAGEMENT LEADS WEST COAST MEDICAL RESOURCES, INC. IN EXPANDING NATIONAL ACCOUNTS STRATEGY

 

DALLAS – AUGUST 30, 2012 – (EHM) a healthcare business consulting firm, was selected by WestCMR to help secure contracts with integrated delivery networks and group purchasing organizations across the United States.

EHM is a healthcare business development firm, creating demand for the products and services of leading medical suppliers.  Since 2007, the group has served the needs of clients, combining corporate accounts strategy and operational infrastructure.  EHM guides clients through the procurement process and helps companies present their offerings to key decision makers and target audiences.

WestCMR, founded in 1997, is a surgical surplus company.  Guided by founder Randy Ware, WestCMR has grown to be the single largest buyer of surplus surgical disposable products in the U.S. market.  WestCMR is dedicated to providing equitable solutions to the Acute Care Market for Soft Assets liquidation, and continues to stimulate change with proven experience and unparalleled reputation.

Tags: Essential Healthcare Management, medical, healthcare suppliers, business growth

EHM and eDocs4MDs

Posted by Jessica Hartman DeVore on Thu, Aug 30, 2012 @01:34 PM

ESSENTIAL HEALTHCARE MANAGEMENT SELECTED BY eDOCUMENT SOLUTIONS, LLC. TO PROPEL GPO, IDN, AND RPC PENETRATION STRATEG

DALLAS – August 29, 2012 – (EHM) a healthcare business consulting firm, was chosen by eDocs4MDs to help secure contracts with group purchasing organizations, integrated delivery networks, and regional purchasing coalitions across the United States.

EHM is a healthcare business development firm, creating demand for the products and services of leading medical suppliers.   The group combines corporate accounts strategy and operational infrastructure to meet the needs of their clients.  The EHM Team brings over 100 years of healthcare experience to the table and is fully dedicated to changing healthcare for the better.

eDocument Solutions, LLC (eDocs4MDs) is a leader in information management services, assisting organizations across the country with storing, protecting and managing their information. Derived from the request of partnerships and practices across the country, eDocs4MDs created a Solution that is encompassing on document management without having to put the onus on the office staff.

Tags: Essential Healthcare Management, medical, healthcare suppliers, medical devices, business growth

EHM August 2012 Newsletter

Posted by Jessica Hartman DeVore on Tue, Aug 07, 2012 @02:40 PM

 

Essential Healthcare Management Newsletter August 2012
The EHM Family: Nancy Kailas

Nancy Kailas

Nancy Kailas is a big-picture thinker, strategic manager and change agent with broad-based leadership experience in the health care industry, including a concentration in medical devices.  Differentiated by her business acumen and relationship building skills, Nancy creates a competitive advantage by empowering sales forces, customizing services and solutions, and instilling customer intimacy.  She is exemplary in securing large contracts, structuring deals around the relationships, and driving results, especially in the GPO (Group Purchasing Organization), government, Regional Purchasing Groups and IDN market sectors.

Before joining EHM, Nancy served as Vice President of Sales in the $140M Surgical Division at Molnlycke Healthcare, where she led a sales organization and clinical team and was instrumental in its realignment and optimization.  Prior to that appointment, she held the position of Vice President of Corporate Accounts for the Molnlycke U.S. business, and was responsible for developing and executing contract strategies, solidifying strategic alliances, and managing legal and financial obligations for national accounts in both the wound care and surgical divisions.  Previously, she held the positions of Senior Director of National Accounts for Regent Medical, Director of Corporate Sales for Kraft Foodservice/Alliant Foodservice, and Account Manager at Baxter Healthcare.

To her role at EHM, Nancy brings an impressive history of helping companies generate revenue.  She has worked closely with GPOs, IDNs, acute care hospitals, surgery centers and long term care facilities. She has secured the necessary contracts, designed and implemented business development strategies, and formulated successful execution plans.

In addition to working with Clients, Nancy most recently has taken on the role of Business Development for EHM.

Nancy is married to David Fouts and they have five children and reside in the Chicago area.

Unbroken

By: Rob Bahna, Vice President of Sales, Resuscitation International

In my humble opinion, we use the word "hero" too liberally these days. It is difficult to turn on the news and not hear them hailing someone as a "hero" for doing something. I believe we may see a lot of heroic acts, but that does not make someone a true "hero". And I certainly applaud everyone who performs a heroic act.

When I think of a hero, I think of someone who has demonstrated qualities that show distinguished courage and brave deeds and noble qualities over time that make them someone who we can look up to and admire.

Many of you have heard the story of Louis Zamperini. He was arguably going to be the first person to break the 4-minute mile mark according to many experts and fellow runners. He made the 1936 US Olympic team in an event (the 5000) that he had only run in competitively 4 times. Unfortunately, his future Olympic dreams were destroyed when the 1940 Olympics were cancelled.

He joined the Army Air Corps in 1941. He was assigned to be a Bombardier on at B-24 Liberator. They had several "successful" missions, although they took heavy fire and some of the crew was killed. In World War II, 35,933 AAF planes were lost in combat and accidents. On Thursday, May 27, 1943 Louis was aboard a search plane looking for a missing B-24. Louis' plane crashed into the ocean, killing 9 men. Louis, the pilot and one other man miraculously made it to the life rafts. Of the 11 men on board, only 2 would end up surviving.

They were lost at sea, battling sharks, jumping on the side of the rafts, Japanese Zero planes shooting at them, the elements, but mainly starvation, dehydration and maybe most importantly - faith, hope and sanity. After 47 days of hell, they drifted to an Island and were captured by Japanese soldiers.

They were ultimately transferred to a secret interrogation center called Ofuna, where "high-value" captured men were housed in solitary confinement, starved, tormented, and tortured to divulge military secrets. Because Ofuna was kept secret from the outside works, the Japanese operated with an absolutely free hand and did not register the men as living with the Red Cross, or follow the Geneva Convention.

Japan held some 132,000 POWs, of those nearly 36,000 died, more than one in every four. Americans fared particularly badly; of the 34,648 Americans held by Japan, 12,935 - more than 37 percent - died. By comparison, only 1 percent of Americans held by the Nazis and Italians died.

Like all the men, Louis suffered greatly in the camps, mercifully beaten time and time again, nearly starved, worked to exhaustion, and of course they spent the entire time trying to mentally break down the men. Conditions were terrible, and he would stay in these camps until two weeks or so after Japan surrendered on the morning of September 2, 1945. Two years of mental and physical torture that was especially brutal because they knew who he was. His family did not know he was alive until almost the end – and he was officially declared dead.

He finally came back from the war, but was in many accounts a broken man. They did not have Post Traumatic Stress Disorder diagnosed at the time. He turned to alcohol to deal with the demons and nightmares. He went to see Billy Graham give a speech and it helped turn him around. He would not let the enemy destroy him and win after all he had been through. He would not let them determine the man he really was.

He eventually returned to Japan and even forgave the guards, opened a youth camp for troubled boys and toured the country speaking. He ran with the Olympic torch several different times and discovered skateboarding in his 70s.

When you watch the Olympics over the next few weeks, remember how much so many have given to keep our country and world safe. They are truly Heroes. And no matter how difficult your week or month has been, it could be a lot worse.

Pick up the book, Unbroken, by Laura Hillenbrand (the author of Seabiscuit). This is where all of this information came from. And it is definitely worth the read.

Want New Healthcare Customers? Share Your Knowledge!

Cynthia Baker, Accolades Public Relations

In our last blog, we discussed the painful knowledge that developing a sharp, attractive website with well-written content is just not enough.  "Build it and they will come" simply does not attract sufficient website traffic for new business development.  With basic SEO, your new website is still fairly isolated on the web unless your grassroots marketing efforts are driving traffic to your site.

You are going to need fresh, ongoing content optimized with relevant keyword terms.  You will want to discover and employ the keyword terms that your clients/customers use when they search for your company, its services and products online.  This optimized content will serve as a magnet and will pull potential customers to your site. Blogs, which automatically  optimize posts for SEO, are the most convenient way to provide keyword-rich content for your site on a continuous basis.

Blogging is your next step to becoming social on the web. 

  • Share the knowledge that you share now with customers and clients everyday in helping them to solve their problems.
  • Demonstrate the depth of the knowledge that you have in the healthcare industry and the trends affecting it.  
  • Share valuable healthcare information to a wider audience online.

How do you overcome procrastination and writer's block so you can get started?  Maybe this will motivate you .... more blogging equals more customers.

“Increased frequency of blogging correlates with increased customer acquisition, according to…HubSpot. 92% of blog users who posted multiple times a day acquired a customer through their blog, a figure that decreased to 66% for those who blogged monthly and 43% for those who posted less than monthly.” ( Marketing Charts)

Ask your sales team to cheer you on!  I bet they would prefer these odds ... more blogging means more leads.

"B2B companies with blogs generate 67% more leads per month on average than non-blogging firms." ( Social Media B2B)

With customers researching healthcare companies before they engage with them in doing business, it only makes good sense to share your industry knowledge directly with the public online via a blog and then to distribute the blog posts through the social networks.

"Social media sites and blogs reach 80% of all U.S. internet users." ( Mindjumpers)

Our Accolades team consults with healthcare companies  - assisting  with strategic thinking to determine the best topics to discuss online, pinpointing the keyword strategy to be used and developing blog content for them when they are too busy to do it themselves.  Let us know if we can help ... just reach out via our Contact Us page. 

Thanks to Jeff Bullas for his meaningful blog statistics - more are available at:    http://www.jeffbullas.com/2012/07/24/72-fascinating-social-media-marketing-facts-and-statistics-for-2012/


Client News
New Clients
Essential Healthcare Management recently joined forced with the following companies:

Compression Therapy Concepts

CTC Golf Hat

CTC participates as a sponsor at the AHRMM12 16th Annual Golf Tournament in San Antonio.






The Optime Group

Ed Hisscock, President, of The Optime Group co-leads the panel for "A CMO Discussion on Achieving Supply Chain Success" at AHRMM12


EHM News: Melinda McDonald Joins EHM Team Melinda McDonald

We are proud to announce that healthcare industry veteran Melinda McDonald has joined EHM as Senior Vice President.  McDonald's knowledge and success will help our clients to achieve their sales goals and expand market share dramatically.  Welcome ABOARD!



Upcoming Conferences: EHM Official Fall 2012 IDN Summit Sponsor

We hope to see you soon!

You can always find us at www.essentialhm.net

 

Essential Healthcare Management
Dallas, TX
This email was sent to jessica@essentialhm.net by www.essentialhm.net.

Tags: Essential Healthcare Management, Schroeder, EHM, medical, Frank Ripullo, Management

Final Rules for Accoutable Care Organizations

Posted by Stan Schroeder on Tue, Oct 25, 2011 @01:35 PM

The Department of Health and Human Services (HHS) released its final rules for Accountable Care Organizations. Initial impression? Less restrictions and more flexibility for physicians and providers wishing to participate. Look for complete coverage, insight, analysis and commentary regarding the final rules in upcoming issues of ACO Insights (www.acoinsights.com). Here are some initial thoughts:  

  • The risk-reward of the final rules is much more favorable toward providers.

  • Providers will be able to participate in an ACO and the Medicare Shared Savings program without the risk of losing money with one of the tracks provided.

  • ACOs will be able to start sharing in the savings earlier.

  • The number of quality measures was reduced from 65 to 33, and five domains to four.

  • There is no EHR requirement in the final rules.

  • Participants can only be part of one ACO.

  • Beneficiaries will be assigned to an ACO based on how they utilize primary care services, but if they aren't seeing a primary care physician, then they may be assigned based off of services provided by other physician specialties. Providers will be informed which Medicare beneficiaries will likely be a part of the ACO.

Tell your colleagues to subscribe to ACO Insights for detailed features, news and opinions on accountable care (http://www.acoinsights.com/Subscribe.aspx

 

 

John Pritchard
ACO Insights
MDSI
1735 North Brown Road
Suite 140
Lawrenceville, Georgia 30043
United States
(770) 263-5261

Tags: medical, ACO, Accountable Care Organizations, healthcare suppliers, Regulations on ACOs, ACO Regulations, ACOs and suppliers, HHS Regulations, gpos, Healthcare Service Provider, GPO, Center for Medicare and Medicaid Services, Affordable Care Act

Steps of the Sales Call

Posted by Stan Schroeder on Mon, Sep 19, 2011 @11:37 AM

Those of you who have worked with me know that I am a huge believer in becoming a student of the Steps of the Sales Call process. I believe it is the best way to make sure you understand your process so that you can control it (without seeming like you are in control) and improve upon it. If you just wing it - how do you know why you were successful or what you need to do to win the next time?

I have developed my own version of the Steps of the Sales Call - and I believe every call should follow them - no matter how many times you have dealt with that person before. After all -someone else is calling them for the first time...
 
Each step has a purpose - and I know it is important to understand them if you are truly going to commit to using them. Most are designed to build trust and credibility in you and your company, uncover needs and wants, be professional and not miss anything, do a thorough presentation that uses more benefits than features - and ultimately close for commitment.

 

STEPS OF THE CALL
 
Pre-call Planning ACTION WE WANT THE CUSTOMER TO TAKE
Exhaust all possibilities
Be flexible
Ask for Help
Get something done on every call

Primary Objective Established ______
Pricing Available _________
Customer Profile Information _______
Website ________
 

Opening

Good morning _____, this is Rob Bahna with _____. _____ is the company that has supplied you with many of your everyday medical supplies in the past.

I have been working with other ________ departments (or title you are talking to), discussing some ideas that have helped them deal with some of the unique challenges they are facing today. We have seen some outstanding customer satisfaction and positively affected budgets and outcomes.
 
I would like to ask you a few questions to see if some of our solutions might make sense for your department.


Introduction -Establishing Rapport
3-5 Questions about them/qualify decision making
 
I would like verify some of the information I have been able to learn about your facility and make sure I understand them from your perspective as the ____________(title)?

Make sure I have done my homework. The more information I know up front the less invasive my questions are and the higher their confidence level in our professionalism. KNOWLEDGE IS POWER.

 
Ask about them…..

 
I understand you have been a _________ for 5 years. What are the biggest changes you have seen in that time as it relates to how your responsibilities have evolved? Where do you find yourself spending a lot of time where you didn’t use to?
 
Besides yourself, who else do you involve in the important process of purchasing medical supplies and equipment?
 
Sell Your company on every customer contact...
 
Jane, we know it is important for you to know who you are doing business with. ___ has been servicing the emergency medical supply and equipment needs of pre-hospital professionals for ___ years. We have a proven track record of being an industry leader. We are proud to have more than 100,000 agencies and professionals rely on _____.
 
OR  

______, as you are well aware, over the last 10 years we have seen a shift in acuity levels. You are being asked to do higher levels of care in many situations with fewer resources, especially in today’s economy. _____ has been in business for over __ years – and we can help you deal with these challenging times.

 
Determine Your Customer’s Objectives
3-5 Questions About the goals/objectives/qualify product need

Make them stop and think – ask high gain questions that differentiate you and are not only situational. 

1) What Criteria do you use to evaluate your potential suppliers (business partners)?

2) How do you prefer to place your orders?
 
3) Which company do you currently order your supplies from today?
 
Do you order from more than one company?
 
4) Could you please share with me what your experience has been with _____?

If they do not volunteer it – ask them
 
5) It looks like you have not ordered from us in the last ______, could you share with me some of the reasons?
 
 
Engineer Agreement to Demonstrate Product-Program

Lead with 3 Major Benefits
 
________, I appreciate you taking the time to share this information with me. Based on your feedback, and some recent changes we have made(whatever areas kept them from ordering from us – or things they like about others) we believe we can make your job of ordering easier and be very competitive from a price perspective.
 
When do you normally place your supply orders? What do we need to do to earn a shot at your next order?
 
If my pricing is competitive, would there be any other reason that would prevent us from doing business together?

 
3-5 Questions in the Presentation – keep them involved
 
 
Validate & Propose Action
Repeat 3 Major Benefits
 
Trial Close – “In your opinion do you feel…."
 
Close for a Commitment
“The next step is…”

Post-call Planning (Customer Commitment scheduled)
 
Send e-mail with next steps (outline actions they should take)
 
Know your process and become an expert in each phase. After all, it is not what you know, but what you do that is really what is important.

 

Rob Bahna
Vice President of Sales
Resuscitation International

Tags: Essential Healthcare Management, EHM, healthcare, medical, healthcare suppliers, Quality, sales, business growth, Management, strategic thinking, business development

How Value-Based Purchasing Will Affect Healthcare Suppliers

Posted by Stan Schroeder on Wed, Jun 08, 2011 @11:15 AM

A new program mandated by the federal government is offering opportunities to healthcare suppliers that can tailor their products and services in ways that help hospitals achieve performance benchmarks in categories set by the Centers for Medicare and Medicaid Services (CMS).
 
Starting on Oct. 1, 2012, with the beginning of the 2013 fiscal year, Medicare hospitals and healthcare providers will be required to have in place value-based purchasing (VBP) programs, which will tie a portion of their Medicare payments to performance on measures related to certain conditions, such as heart attacks, heart failure and pneumonia – to name a few. Eventually, other parameters will be added to incorporate "efficiency measures, including measures of 'Medicare spending per beneficiary,'" adjusted for adjusted for age, sex, race, severity of illness and other factors.
 
VBP programs are a way for to CMS to encourage – and provide incentives to – healthcare providers to buy products that can demonstrate value by reducing costs and improving patient outcomes in areas CMS has identified for improvement. Suppliers that can develop and market products and services that meet this need can move ahead of competitors and capture larger shares of the market.
Essential Healthcare Management’s team of experts can help. They work with companies to specifically target products to Medicare hospitals and healthcare providers by devising sales and marketing strategies and by connecting them with key purchasing decision-makers.
 
To learn more, contact us.

Tags: medical, hospitals, healthcare suppliers, Healthcare Service Provider, Quality, CMS, Center for Medicare and Medicaid Services, Value-Based Purchasing, Medicare, VBP, patient satisfaction, business growth

How Will Value-Based Purchasing Affect Hospitals and Healthcare Providers?

Posted by Stan Schroeder on Fri, Jun 03, 2011 @11:53 AM

The Affordable Care Act requires Medicare hospitals and healthcare providers to have in place value-based purchasing (VBP) programs by the beginning of the 2013 fiscal year, which starts Oct. 1, 2012. The initiative is a means of encouraging providers to demonstrate “value” by reducing costs and improving patient outcomes in areas that the Centers for Medicare and Medicaid Services (CMS) have identified for improvement.
 
Inpatient acute-care hospitals that meet or exceed certain performance standards for a minimum of five measures related to the care of patients will be eligible for incentive payments, or higher Medicare payments. Initially, the program will cover the following conditions or procedures – acute myocardial infarction (heart attack), heart failure, pneumonia, certain surgeries and healthcare-associated infections. Within a year of launch, the program will expand to include “efficiency measures” that have been adjusted for age, sex, race, severity of illness, etc.
 
The value-based purchasing program initially places one percent of hospitals’ Medicare inpatient prospective payment system payments but increases this to two percent by the 2017 fiscal year. The program marks the first time hospitals will be paid for inpatient acute care services based on care quality and not just the quantity of services provided. According to the U.S. Department of Health and Human Services, it will impact more than 3,500 hospitals across the nation. It is expected that in Fiscal Year 2013, an estimated $850 million will be allocated to hospitals based on their overall performance on a set of VBP quality measures that have been shown to improve clinical processes of care and patient satisfaction.
 
Next week: How Value-Based Purchasing Will Affect Healthcare Suppliers

Tags: healthcare, medical, hospitals, Healthcare Service Provider, Quality, Center for Medicare and Medicaid Services, Value-Based Purchasing, Medicare, Affordable Care Act, VBP, patient satisfaction, business growth

What is Value-Based Purchasing?

Posted by Stan Schroeder on Wed, May 25, 2011 @11:28 AM

In January, the Centers for Medicare and Medicaid Services (CMS) proposed policies for implementing a value-based purchasing (VBP) program for Medicare hospitals in accordance with the Affordable Care Act passed by Congress in 2010. Last month, the CMS solidified the VBP program by releasing a final rule that requires performance metrics. The VPB program will go into effect beginning in fiscal year 2013.

Value-based purchasing is a new concept that focuses on increasing the value that comes from purchasing medical supplies in a tangible way that can be assessed through metrics. CMS has helped identify certain aspects of hospital service that can be measured and improved, including everything from product costs and payment expediency to improving patient outcomes and customer service scores.

If the metrics indicate that a Medicare hospital has been demonstrating high levels of performance in these areas by purchasing these products, then the hospital becomes eligible to receive higher reimbursement levels, which translates directly into more money for purchasing. Payments made for hospital performance and quality measures will begin in fiscal year 2013.

So what does the implementation of value-based purchasing mean for hospitals and healthcare service providers? How will it affect healthcare suppliers? As an industry leader in connecting healthcare service providers with purchasers in hospitals, we will be examining the effects of value-based purchasing in respect to quality and cost in the coming weeks.


Next week: How Value-Based Purchasing Will Affect Hospitals and Healthcare Service Providers

Following week: How Value-Based Purchasing Will Affect Healthcare Suppliers

Tags: Essential Healthcare Management, EHM, healthcare, medical, hospitals, healthcare suppliers, Healthcare Service Provider, Quality, CMS, Center for Medicare and Medicaid Services, Value-Based Purchasing, Medicare, Affordable Care Act, VBP, business growth

The Virtues of the Outsourcing Model, Part 2: Examining Capacity

Posted by Stan Schroeder on Wed, Apr 27, 2011 @10:13 AM

As discussed in last week’s post, economic difficulties and technological advances have combined to make outsourcing more of a compelling and intriguing option for companies than ever before. By allowing companies to maximize limited financial resources, the outsourcing model may be exactly what your company needs.

In Robert Ryan’s recent position paper on the topic, he repeatedly refers to a need to make companies agile, which better allows for course corrections in times of rapid change, like now. When it comes to agility, size will always be a factor, no matter if it is comparing the way a sports car whips around corners in comparison to the much larger minivan or in seeing how small companies can make changes much more simply than larger ones. In fact, the workforce itself is becoming more agile, with the average Baby Boomer expected to work for only two to three companies throughout his or her career, while members of generations X and millennium will likely average 15-18 tenures at different companies.

When capacity shrinks, a company may no longer have the size of the workforce necessary to handle all tasks and strategies. With a smaller capacity, organizations begin to struggle with completing the functions they completed prior to the downsizing, much less be able to actually keep up with technological advances and changes in the industry. Once a company reaches a point where it can no longer keep pace with its competitors, then it is no longer agile.

Also, as the number of employees of many businesses has dwindled down to a core staff as a result of the economic downswing, many people are now doing multiple jobs, and with more people changing jobs at different companies than ever before, it makes sense that workers are no longer perfectly suited and trained for every aspect of their positions. Rather than allow quality and service to deteriorate in the wake of this situation, it makes more and more sense for companies to carefully examine the capacity of their workforce in terms of not only numbers but also capabilities, which we will discuss in more depth next week.

As Ryan states, “Too expensive to hire and train, most organizations acquire expertise episodically for strategic initiatives. This includes increasing capability and capacity over a short, definable period of business or technical transition.” How have you seen capacity make a difference when a company is considering outsourcing? How do you determine which functions your team can handle in-house and which can be outsourced? How do you determine when a company should take on added capacity to achieve a goal?

Tags: Essential Healthcare Management, Schroeder, Ripullo, EHM, healthcare, medical, hospitals, ACO, Accountable Care Organizations, healthcare suppliers, HHS, Regulations on ACOs, ACO Regulations, ACOs and suppliers, HHS Regulations, gpos, outsourcing model, IDNs, integrated delivery networks