Catching Up with Farzad Mostashari, MD: An Aledade Preview at HiMSS 2014?

By Gregg A. Masters, MPH

The HealthInnovation Media footprint was again on the ground at Health Information Management Systems Society (HIMSS) 2014 in Orlando, Florida. One of the privileges I enjoy as producer and creator of all digital content generated is I get to tag interesting people to put in front of the camera including suitable hosts for each interview segment.

In this shoot we meet with former Director of the Office of the National Coordinator for HealthIT and now Founder and CEO of ACO management company Aledade, Farzad Mostashari, MD.

The interview was masterfully handled by industry veteran and colleague Neil Versel.


Meet Aledade An ACO Management Company Putting Docs at the Head of The Table

By Gregg A Masters, MPH

farzad mostashari MDWhen Farzad Mostashari, MD not too long ago sported a Federal business card his principal mission was to stimulate and evangelize the adoption of electronic health records (EHR) in his capacity as the lead official for the Office of the National Coordinator for HealthIT (ONC). This important market transformational role was enabled by the American Recovery and Reinvestment Act (ARRA), and in particular the provisions to ‘HITECH‘, the Health Information Technology for Economic and Clinical Health Act signed into law on February 17, 2009:

‘to promote the adoption and meaningful use of health information technology.’

Amidst ‘silo-ed medicine’ the enabling role of health information technology and specifically EHRs to the care management, care coordination and generally the principal upside of the ‘managed care’ vision has been recognized for quite some time. In fact, ‘clinical integration‘, i.e., a network wide EHR platform, shared by independent physicians who were otherwise competitors in a specific market (absent legal integration) was one of the exceptions if not ‘safe harbors’ to antitrust vulnerability.  In other words, a ‘shared healthIT spine’ of sorts allowed physicians to collaborate with each other without getting ‘married’ – if you will.

Since the passage of the Affordable Care Act (ACA), the ‘urge to merge’ is strong particularly at the hospital or institutional health system level, with many corporate parents acquiring medical practices at a pace unwitnessed during the prior ‘integration generation’ circa the 1980 – 2000 vertical integration and subsequent turbulent unwinding timeline.

Inside the ACA the majority of the ‘chop wood and carry water’ provisions of the anticipated transformation or ‘disruption’ are clearly laid at the doorstep of ACOs and the broader ‘accountable care’ framework it has set into motion via both Government and derivative private sector initiative.

Inside this market shift and not un-noticed by many healthcare ecosystem stakeholders (both pre and post passage of the ACA), many argued for the modulation if not regulation of the institutional ‘integration impulse’. Absent restraint, many provider mergers would amount to de-facto ‘too big to sail’ (i.e., more costly) enterprises via asset concentration for anti-competitive pricing leverage. Against this ‘unintended consequence of the law’ (more costly vs. less) some have stepped  up to lend support to physicians as the principal organizers and aggregators of clinical delivery (if not financing) assets. The theory goes, un-beholden to costly hospital infrastructure, physicians are the ‘free and informed agents’ to competitively purchase and allocate needed clinical assets across the care delivery continuum.Aledade ACO

Clearly the wildcard in this formula is an ‘empowered network of physician aggregators.’ Since most physicians are NOT infrastructure nor business savvy per se, a third party enabler to harmonize performance around this ‘triple aim’ (better care, better outcomes, lower costs) fueled vision is essential.  In other words, build and support the crosswalk from volume value where care is not incentivized by unit volume to support incomes and lifestyles but what’s right for the patient.

Enter ‘ACOcor’ (see: ‘Waiting for ACOcor?‘) as in Aledade, the new vision and initiative of Farzad Mostashari, MD and his capital partners at Venrock, specifically ACA advisor Bob Kocher.

Today on ‘This Week in Health Innovation‘ with my co-host Dr. Phil Marshall, we chat with Dr. Mostashari about his vision at Aledade.


The 5th Annual ACO Summit

By Gregg A. Masters, MPH

Can’t make the annual gathering in DC? Why not follow the conference via Twitter?

ACO Summit 5th Annual MeetingIn years past, I registered the ACO Summit as a conference with the healthcare hashtags registrar @Symplur.

While the dashboard has not been updated with current information (the program description dates back to 2012), the conference hashtag remains #ACOsummit.

So check out the twitter stream, pull real time analytics including ‘reach’, impressions’ and tweet frequency here.


Former ONC Director Farzad Mostashari, MD Launches @AledadeACO

By Gregg A. Masters, MPH

Aledade ACOOn July 8th 2011 I penned a blog post titled: Waiting for ACOcor? pondering the question of whether this time will be different in the managed competition positioning dynamics we’re likely to witness post roll-out of the Affordable Care Act. Afterall, the ‘chassis’ on which to graft if not build an ACO can be found in iterations of prior physician led vehicles including IPAs, medical group Medicare Advantage contractors and even PHOs (Physician Hospital Organizations) where the ‘institutional partner’ (ie, the ‘H’ hospital) serves as a limited partner to the medical group or IPA which operated the PHO as ‘the general’.

Today we learned that the former Director of the Office of the National Coordinator for Health Information Technology, Farzard Mostashari, MD has launched – with an infusion of $4.5 of investment capital from Venrock and Bob Kocher, MD taking the lead – an ‘ACOcor’ of sorts tagged ‘Aledade‘.

Mostahari outlines his rationale and reasoning pathway to this ACO consulting and turnkey management company as follows:

Today, I’m launching a new company, called Aledade.

Aledade partners with independent primary care physicians to make it easy and inexpensive for them to form and join Accountable Care Organizations (ACO) in which doctors are paid to deliver the best care, not the most care.

This is good for patients who will find that their trusted primary care doctors are more available and better informed than ever before. It’s good for doctors who want to practice the best medicine possible, the way they always wanted to. It’s good for businesses and health plans looking for healthcare partners that deliver the highest possible value and outcomes. And it’s good for the country as higher quality, lower cost care will help lessen the strain on our budget and our economy.

The world of start-ups may not be the usual path for those leaving a senior federal post, but it’s the right decision.

For me, Health IT was never the “ends,” but a “means” to better health and better care, and I continue to believe that better data and technology is the key to a successful transformation of health care. And it is why the attempts to do so now can succeed, where they have failed before.

Empowering doctors on the frontlines of medicine with cutting edge technology that helps them understand and improve the health of all their patients- that is the mission of our new company, and one that has animated my entire career.

During the seven years I spent working for Tom Frieden and Mike Bloomberg in NYC, it was exhilarating to be able to push the frontier in what was possible — to innovate at the edge.

Working with my team, we were able to: invent new statistical methods for outbreak detection , develop new data visualization methods, create visibility into population health down to the neighborhood level, bring decision support and rapid diagnostics to the point of care, automate electronic quality measurement, and implement novel financial incentives and hands-on technical assistance to support care transformation in small independent primary care practices. It was exhilarating.

When I moved to HHS in 2009, the transition to federal service also meant a change in perspective.

As the National Coordinator for Health IT, my key responsibility was now to ensure a minimum national “floor.” We had to push the country as a whole towards a common core set of data and capabilities. We applied creativity and grit to do what needed to be done, using the best tools available to us: encouraging the private sector; organizing and scaling state and local efforts like the inspiring work of the regional extension centers; and — yes — through the blunt instrument of regulations too.

I’m extremely proud of the work we did, and the foundation we put in place. The country is in a massively different place, and the age of data has finally come to healthcare. But in that role, I was also acutely aware of the compromises and incremental half-steps that have to be taken when the goal is to move an entire nation. I was inspired by those that pursued improvement not “compliance” and did not mistake the floor for a ceiling.

I’ve had the good fortune for the past nine months to be ensconced among some truly great thinkers at the Brookings Institution, and to go on a “walkabout” – talking to and visiting with leading practitioners throughout healthcare. I have come away with a rare stereoscopic view of the changes sweeping through health care — the anxiety of those with “one foot on their old business model’s grave and the other foot on their new business model’s banana peel”, mingled with the excitement of those who would disrupt the status quo.

And during this process, I have also found my cause.

It’s to help independent primary care doctors re-design their practices, and re-imagine their future. It’s to put primary care back in control of health care, with 21st century data analytics and technology tools. It’s to support them with people who will stand beside them, with no interests other than theirs in mind. It’s to promote new partnerships built on mutual respect, and business arrangements that will truly reward them for the value that they uniquely can bring- in better care coordination, management of chronic diseases, and preventing disease and suffering. It’s to achieve lower cost through better care and better health.

I believe in this. And this is the mission of our new company. And to realize it, we will be back at the vanguard, helping to lead this transformation in health care that has been underway for years but is quickening and coming faster than ever before.

This is clearly an idea who’s time has come – in fact, it’s been here a while. Yet the white water of health[care] ecosystem reform remains, witness: Universal American: A Sign of Things to Come?  The key strategic question is: can Aledade build upon and leverage the collective experience and insights of the past in the development of independent physician networks (IPAs) or their management companies (MSOs) to put physicians back in control via risk assumption at the population health level? In other words, can they succeed in tapping if not channeling the vital community physician leadership to deliver on the culture as well as the mission critical objectives (i.e., the triple aim) of the ACA levied principally on the ACO community writ large?

Clearly Mostashari’s work in building out the HealthIT infrastructure and population health connectivity that enables the vision if not spine of any ACO or accountable care initiative (better care, better outcomes & lower per capita costs) is mission critical insight. Improvements in healthIT and reach of REC’s (Regional Extension Centers) is one big difference since the ambitious if not technologically ‘pre-mature’ launch of Healtheon and the associated rise and collapse of the PPMC (physician practice management company) industry. [Editor's Note: For additional PPMC context, see 'The ‘Medical Aggregators’: Are We Entering Round Deux?']

This one is worth watching very closely!






Care Innovation Summit: A Very Sober Assessment!

By Gregg A. Masters, MPH

This session is well worth the time invested. Two veteran healthcare wonks weigh in on the fundamentals of healthcare transformation and where we stand in the glide-path towards sustainability or fulfillment of the ‘triple aim’.

Former CMS Administrator and healthcare attorney turned investor Tom Scully (Bush I Administration, see Wikipedia profile) and Peter Orszag (former CBO and OMB Director respectively, with tenures in both Obama & Clinton Administrations) reflect on health reform and more.

[NOTE: Their session begins at the 1:45:00 mark.]

Just some amazing and hard hitting reflections on where we are, where we need to go and just what we might be aiming for business model-wise. Spoiler alert: It starts with a ‘C’.

Also, earlier is a worthwhile session from Patrick Conway, MD, Chief Medical Officer, CMS and the Director of the Center for Medicare and Medicaid Innovation (CMMI). Dr. Conway touches on quite a bit including a deeper dives into the many moving parts of the CMMI innovation mission.

CMS Innovation Portfolio


Conway also iterates on the status of ACOs, including what may be generalized from the ‘lessons learned’ via Pioneer ACOS that may be infused in the MSSP class via statute or national ‘scaling.’ [Note: watch for insightful comment about press and question asked by one reporter in audience].

Accountable Care Organization Update

This may be one of the best and candid discussions I’ve heard to date on the ACA, ACOs and where and how we’re going to transform the rapacious appetite of the ‘healthcare borg’. Scully is a brother from another mother, referring to MedPartners and PhyCor in the same breath.

Who says there is no value to institutional memory or grey hair per se! Some of us have been to this dance before!





Care Management: A Deeper Dive

By Gregg A. Masters, MPH

Earlier I was asked by Lumeris to moderate a webinar on Care Management featuring Deborah Robin, MD, MHCM Medical Director and Eric Mueller, JD, MBA, Director, Product Management. This session is an exploration into the importance and key components of Care Management.

In an earlier post, Dr. Robin notes:

In my role at Lumeris I often get asked by our clients, “What does care management really mean?” For me, having spent decades practicing geriatric medicine and teaching the principles of post-acute care coordination at a private research university and medical center, care management can be defined, most completely, as better care at lower cost for people with multiple health and social needs.

I know firsthand the challenges physicians face in providing quality care to high-risk patients and populations. It is hard to believe that better outcomes can be achieved when nationally, re-admission rates remain close to 24 percent within 30 days of hospital discharge, and nearly 80 percent of these re-admissions are for preventable conditions according to MedPAC.

To achieve better care at lower cost, health systems need to change the way they manage high-risk patients and create an entire care community working together to ensure that each patient receives the right care, in the right place, at the right time.

Though that sounds like a far-off health care utopia, I have worked closely with Lumeris at designing a Care Management solution that achieves what may seem impossible. The results of this solution speak for themselves in the Lumeris-operated 4.5 star-rated* Medicare Advantage Plan where health plan staff, physicians and patients have worked together to reduce 30-day hospital readmissions by nearly 13 percent in 2012.

This Care Management solution supports multiple workflows in the coordination of care for high-risk patients and high-risk events. Technology, education and strategy support the health care team in their ability to effectively stratify, engage and manage high-risk patients and populations to prevent adverse health outcomes, while managing cost and delivering optimal patient care.

The complete and original post by Dr. Robin is available here.

[Disclosure: A fee was paid to moderate this session].

Universal American: A Sign of Things to Come?

By Gregg A. Masters, MPH

Per the recent investor call [to listen via archive replay click (and register) here] the theme was perhaps best set via the following comment:

We just want to stop the bleeding… Robert Waegelein

UAM P&L Q1 2014When CMS issued the final rule for ACOs one of the first enterprising companies out of the gate to proactively roll-out an ‘ACO template’ of sorts, that was market specific yet spawned by a ‘mega MSO corporate parent’ was Universal American (UAM).

Branded via the ‘healthy collaboration’ moniker, the company was a first mover into the ‘ACO space’ intent upon building multiple regional if not an assembled national footprint.

As an experienced Medicare Advantage operator, UAM’s approach was to leverage their network and risk management core competencies and structure ACO ‘win/win’ gain sharing scenarios with their network partners – principally physicians who were not risk averse with perhaps some prior or current involvement in the Medicare Advantage program. Afterall, ACOs are merely ‘MA lite’, no?

The UAM collaboration philosophy was detailed in a prior post titled: ‘Universal American: A Healthy Collaboration?’

Who can argue with aligning incentives and sharing the savings? This is a perfect fit for the foundational principles enshrined in the Affordable Care Act and articulated in Medicare Shared Savings Program. It should work, no?

With some baseline experience UAM and other ACOs are beginning to see what works, what doesn’t and perhaps even discerning the reasons why.

Suffice it to say, the clear lessons UAM is drawing from these early ACO results (at least as reported in this conference call) include the need for scale (member concentration) in the market. A couple of hundred Medicare beneficiaries distributed over a loosely tethered provider network neither gets attention nor provides the pricing leverage the company needs to manage to a margin.

Below is a snapshot of UAM’s operations and financial position:

UAM Operating Profile 2014


For additional context and speculation as to the meaning of UAM’s market exits on the continued growth and expansion of ACOs, see: ‘Reform Update: Insurer’s retreat from ACO investment raises questions about Medicare’s program.’

Quoting from the piece:

‘Universal American, a publicly traded insurance company that has invested heavily to become the largest operator of Medicare accountable care organizations, will no longer finance existing ACOs where its executives see little hope of financial return. The decision raises UAM Operating Profile 2014questions about Medicare’s ability to expand the program as the agency continues to seek new participants and hold on to those already experimenting with accountable care.

“Where we’re seeing it’s not working, we’re going to stop investing,” said Robert Waegelein, chief financial officer for Universal American, which contracts with local physicians across 13 states to operate 34 ACOs in the Medicare Shared Savings Program. That’s about one out of 10 ACOs launched under the program since 2012. “We just want to stop the bleeding,” he said.

We are at best in the bottom half of the first inning. There is a long way to go on this journey towards sustainability. So before we get too carried away and perhaps even write ‘the ACO obituary’, I say ‘more will be revealed’ –  so stay tuned!


The Journey to an Accountable Delivery System

By Gregg A. Masters, MPH

Colleague and industry veteran Jim Hansen penned a blog post some time ago titled: Accountable Care 2.0: It’s a Journey, Not a Program’, and we followed up with Jim via an interview: The ACO Narrative: ‘Accountable Care 2.0 is a Journey, Not a Program’ or ‘ObamaCare is Toast’?’.

Shortly thereafter at the AHIP meeting in Washington D.C. on Medicare and Medicaid two Lumeris clinical thought leadership executives presided over a breakout session on ‘The Journey to an Accountable Delivery System’. These insights offered in this session are forged from a Midwest health information technology solutions company that grew out of the experience with ‘at risk’ contracts (sans mission critical clinical, utilization and financial data) with Medicare Advantage. Perhaps somewhat unique in the HealthIT solutions space, Lumeris also operates a top rated 4.5 star Medicare Advantage plan under the as Essence Healthcare brand.Healtheon

Editor’s Note: Lumeris’ disruptive innovation roots dig much deeper into the genealogy of the healthcare transformational challenge via the original and rather ambitious roll-out of Healtheon (turned WebMD and more recently Emdeon), all during the pre-ubiquitous enabling healthIT backbone.

This session is an essential exploration into the convergence of mainstream medicine into accountable care. It is a deep dive into the implications and methodologies for delivery systems aspiring an ‘accountable chassis’ – whether solely clinically integrated network (CIN) or full turnkey (clinical & financial) integrated delivery system (IDS) – upon which to graft and/or plant their sustainable healthcare initiatives.







2nd Annual Leadership Summit on Integrated Delivery Systems

By Gregg A. Masters, MPH

Is the ‘old new again’? Some would say absolutely! However, there is a twist.

May 7th and 8th 2014 the World Healthcare Congress (agenda here) convenes the 2nd in their leadership summit series on ‘integrated delivery systems’, alternately known as ‘IDN’s (integrated delivery networks) at the Hilton Resort on Mission Bay in San Diego.John Mattison MD Keynote 2nd Annual World Healthcare Conference on IDS

One clue may be sourced from the opening keynote by HealthIT and transformational conference circuit veteran John Mattison, MD, CMIO Kaiser Permanente Southern California, titled ‘The Seasoned Perspective on Transitioning to a Risk-Based Payment Model’.

What triggered me was the reference to the ‘seasoned perspective’ Seasoning implies some maturity or experience over time. Some might even say, institutional memory –  in a 24/7/365 ADD driven sound byte culture is a context asset if not prerequisite of wisdom.

Dr. Mattison is a thought leader and driving force of Kaiser Permanente‘s foray into health information technology. As most know, Kaiser Permanente is a mature and best in class ‘integrated delivery system’ that is no stranger to any of the challenges associated with the triple aim or search for a sustainable healthcare ecosystem business model focused on care management, coordinated care and population health management.

While new to some, the above are not new to established IDN’s. In fact population health  management, care coordination and care management are core principals of real (vs. ad copy based) integrated delivery systems.

Mattison ticked off too many insights and connected a range of ecosystem dots too numerous to jot down during his talk. Fortunately, we were able to film the entire keynote and subject to necessary permissions, we’ll post here when approved.

So, perhaps ‘film at eleven?’

Meanwhile,  here is a very selective recap of some of Mattison’s thoughts.




Accountable Care Round Up

by Gregg A. Masters, MPH

One of the ongoing challenges in ‘new media’ is to effectively discern the content ‘signal to noise’ ratio given the ease of publishing these days. Everyone is a potential publisher and not all curation is of equal value nor newsworthy per se.

As heard at a Health 2.0 meeting some time ago, ‘there’s no such thing as information overload, only filter failure’. I’m not sure if I entirely agree, but I’m in there trying.

Meanwhile if this blog can contribute to the accountable care or more broadly cast quest triple aim conversation via a recap of  ‘must read’ articles, videos or podcasts posted elsewhere then so be it. What follows is week one of a round-up series that you might appreciate:

Managed Care Contract Negotiations Morph Under PPACA

In ‘Managed Care Contract Negotiations Morph Under PPACA‘  HealthLeaders author Greg Freeman points out that:

Negotiating a managed care contract is not the same as it was even a few years ago. Now all of the power providers have in managed care negotiations is in their ability to prove that they can manage quality and cost more effectively than the next guy, says one expert.

In it’s purest form the entire managed care industry experience comes down to an opaque mosh-pit of filing cabinets stuffed with ‘proprietary contracts rates and terms’ as well as the underlying ‘secret sauce’ business models to enable the contractual obligations assumed. One could make an equally plausible argument that the entire accountable care et al sequelae industry will reduce itself to a similar albeit virtual version of this opaque storage of a complex tapestry of provider/payor relationships – not much of a contribution towards transparency here.

One big difference in the mix today thanks mostly to the emergence of enabling health information technology but also ‘new and improved’ sets of performance indices is the more effective (at least in the view of some) measurement of the actual quality of healthcare delivered.

Just remember, ACOs are not gatekeeper entities that traffic patients (members) to their preferred contract network of providers. They must attract and have attributed to their ‘risk pools’ (or share savings budgets) their membership. In this ‘vote with your feet’ environment, a more friendly consumer facing image and experience of care AND better documented quality outcomes (improved population health) will no doubt be a material competitive advantage.

There’s more to the story but one I suggest you read in its entirety.

A risky future? Two-thirds of ACOs want rules to change

Over at The Advisory Board (always an excellent independent source of market intelligence) Chas Roades, Chief Research Officer vets the signal from the ACO community to CMS overlords with – you guessed it – more risk pushback: A risky future? Two-thirds of ACOs want rules to change Citing a recent survey from the National Association of ACOs (NAACOs):

  • About 67% of program participants say they are unlikely to adopt a two-sided risk model in the next round of contracts;
  • 46% of its members are “very unlikely” to accept two-sided risk in the next round; and
  • 21% are “somewhat unlikely” to take on greater risk.

So the dance between the regulators and the regulated continues. Whether this NPRM public/private mechanism to source, develop and issue industry ground rules can succeed in crafting a new paradigm of healthcare delivery and finance – short of single payer – that doesn’t bankrupt the country remains to be seen.

Court Rejects ProMedica Merger Opposed by FTC 

Court Rejects ProMedica Merger Opposed by FTCOne of the ‘counseled’ potential market risks via the ‘Notice of Proposed Rule Making’ process (NPRM) associated with the implementation of the Affordable Care Act and the provisions specific to enabling the formation of Accountable Care Organizations (ACOs) is provider asset concentration in markets to consolidate power, grow share and leverage price. Ergo, the recent unanimous decision via a three-judge panel in the U.S. 6th Circuit Court of Appeals in Cincinnati to deny ProMedica’s petition to overturn a 2011 FTC ruling that ProMedica’s bid to merge with Toledo-area St. Luke’s was anticompetitive is worth a read. Whether the judges can adjudicate pro-market equilibrium also remains to be seen.

DaVita lowers earnings forecast as medical group unit underperforms

Consider this next story as more narrative in the vetting of business models that might work in an ‘ACA implementation quiver’ portfolio of sorts. DaVita lowers earnings forecast as medical group unit underperforms

In today’s murky and mostly transitional but assuredly disruptive operating environment, layered with conflicting financial incentives and nominal to no effective alignment between health systems and their physician ‘partners’ the pursuit of ‘successor’ managed competition models is no sure thing. Sourcing and grafting clinically integrated (both virtual and otherwise) models into local footprints that can legitimately enable the sometimes mutually exclusive (or seemingly so) objectives of the triple aim (better experience of care, better outcomes at lower per capita costs), the acquisition by renal care center operator DaVita of Healthcare Partners and thus entry into the integrated medical group operational theater is one to watch and dissect for clues.

The investor call is well worth the listen, including the entire Q & A from the usual institutional suspects following the industry.

(NOTE: though obviously very smart and knowledgeable you might want to caveat analyst engagement of DaVita/Healthcare Partners leadership with the history of due diligence applied during the vetting of the PPMC industry – a Ponzi scheme that sold many into serfdom while broker/dealers and underwriters pocketed millions).

The rather clever but telling ‘formula’ articulated by Kent Thiry (beginning at the 00:18:50 mark), DaVita’s talented and straight talking CEO is revealing. He nets it out as follows, then articulates the company’s performance on across it’s two principal verticals:

effective rate (OI) – expense x volume x execution risk = performance 

The net for aggregate medical group operations of Healthcare Partners:

down/more down than up/unit growth very promising/legacy solid, new ventures poor

Again, the investor call is well worth a listen if you want a deeper dive into the nexus between strategy and the challenging real world of implementation.

FTC Examining Health Care Competition Workshop: Panel 3: Advancements in Healthcare Technology

 Examining Health Care Competition Workshop - Part 3 The FTC’s ambitious and timely exploration of ‘consumer facing issues’ albeit not in sound byte fashion is a rather compelling and insightful journey into the status of health information technology as enablers [or obstacles] of the integration vision (care management, coordination, de-siloing the silos of American sick care) albeit from a central or more accurately distributed ‘IT’ spine perspective.

The ‘Panel 3: Advancements in Health Information Technology (HealthIT)‘ session focused on the competitive considerations that FTC should incorporate into their process as they catch up with market changes.

This is a MUST watch series for all but especially e-patients and healthIT professionals. The eloquent exploration of industry issues and observations proffered by both former ONC Director Farzad Mostashari, MD and AthenaHealth VP for Government & Regulatory Affairs, Dan Haley are worth the effort of watching the entire clip. As an alternative you can scroll through the transcript of the session pasted here.

There’s more to share, but we’ll roll them into the next Round-Up.