High Touch Program for Vulnerable Members made possible through collaboration with Molina Health Care
Patient testimonial – Vantage Medical Group
Rasaq Hassan was on the verge of a downward spiral, feeling like no one cared about his health and well-being. He was feeling neglected and didn’t have full confidence that his physicians were looking out for his well-being. As a result, he was only keeping 60 to 70 percent of his doctor’s appointments with his primary care clinic. Enter Margarita Rosado, a licensed vocational nurse with Vantage Medical Group, an agilon health platform company. In coordination with Molina Health Care and the California Health Homes Program, which provides enhanced care management and coordination to chronically ill patients, Margarita was able to help coordinate Rasaq’s healthcare. According to Rasaq, Margarita is an “angel” and is the best thing to step into his life over the last few years.
After Margarita’s home visit, Rasaq felt that his primary care clinic’s medical team began paying more attention and making concrete efforts to engage him. Not only did Margarita schedule three physician appointments for Rasaq that he had trouble making in the past, she even accompanied him to an appointment on a particularly rainy Valentine’s Day!
All these efforts have shown Rasaq that his primary care clinic and providers do value its patients. Rasaq now feels like he has an active partner who will work with him to ensure that his healthcare needs are met. He considers the Health Homes Program to be extremely important to people like himself and hopes to see it continue.
Lessons In Leadership: Ron Williams Shares excerpts from His Book (Releasing in May) and His Best Leadership Advice.
agilon health chairman, Ron Williams, and author of Learning to Lead: The Journey to Leading Yourself, Leading Others and Leading an Organization (releasing in May), shares excerpts from his book about his best leadership advice with Thrive Global. In addition to his perspectives on leadership, Ron also shared his recommendations for the U.S. healthcare industry in saying “My personal view is that we need to get value back into the health care equation. We need to pay based on the value provided versus the number of services provided. agilon health, ….., is a company based in California working on physician-centric models for value-based health care. Read more about the interview with Ron Williams here.
Modern Healthcare highlights results from an agilon health survey of primary care physician satisfaction amongst its platform partners.
Modern Healthcare highlights results from an agilon health survey of primary care physician satisfaction amongst its platform partners. agilon health’s partnership model simplifies practice workflow across health plan contracts, invests in advance of financial returns in infrastructure and physician incentives, and provides a platform for physicians to transform their practices under health plan arrangements that fully align the physicians’ professional needs of mastery and a sense of purpose with the resource requirements for optimal care. To read the article on Modern Healthcare site, click here.
PCPs improve care and patient satisfaction through partnership with agilon health
The dawning of 2019 brings to Akron, Ohio and Austin, Texas what Columbus, Ohio residents already know well: A unique model of care enabled by global risk contracts for Medicare Advantage patients with regional and national health plans that allows primary care physicians to spend the right amount of time with the right patient at the right time. And primary care physicians and patients alike love it.
The proof of its effectiveness rests with the measurable satisfaction of patients like Vicki S. in Columbus who commented in a patient survey, “He is a wonderful man. Not only is he an excellent doctor, but he also spends quality time with me,” Vicki continued, “He remembers everything about my family and I feel like I can talk to him about anything. He always goes the extra mile.” Rather than being an outlier at Central Ohio Primary Care (COPC), Vicki is the norm. In 2018, 95% of their senior patients underwent an annual wellness visit, a 10% increase over the year before and three-fold the national rate. Built into the physicians’ schedules, this additional time with patients was made possible by a new reimbursement and care delivery model offered through a partnership with agilon health.
And patients aren’t the only ones benefiting from this new model of care. “Our partnership on the agilon health platform has led to significant improvements across our practice – strong physician engagement, the implementation of network management strategies such as centralized referral management, new sites of care such as a high-risk clinic, and robust patient engagement – to name just a few,” said Bill Wulf, MD, CEO, COPC. “Our physicians can dedicate themselves to the care of their patients with the knowledge that our practice’s new Medicare Advantage program, and consequently the practice itself, will grow and thrive.”
These improvements have delivered an industry-leading Net Promoter Score of 85 and demonstrate a continued record of extraordinary physician satisfaction.
“The promise of value-based care is reflected in the satisfaction of COPC physicians,” said Dr. Amy Nguyen Howell, chief medical officer at America’s Physician Groups. “It offers the tools to increase time at the bedside while reducing the burden of paperwork. By embracing this model, COPC has invested not only in its physicians, but also in the patients and communities they serve.”
Despite published physician burnout rates ranging from 30 to 65 percent across specialties, with the highest rates incurred by physicians at the front lines of care, such as primary care, agilon health partner practices report high NPS across the board.
In 2018, agilon health partnered with Austin Regional Clinic, and Premier Physicians in Austin and Pioneer Network Physicians in Akron all of which report high NPS scores of 65, 66 and 76, respectively. Furthermore, 82% of the physicians responding to the survey at Pioneer Network Physicians, agilon health’s partner practice in Akron, Ohio, indicated feeling professionally satisfied at least several times per week, and only a third felt professionally drained by their work.
“Daily physicians find themselves on the front lines of the transition from fee-for-service to high-quality value-based care. That transition generally carries with it a significant increase in administrative burden and can create a conflict between these demands and those elements of practice that reward a physician’s professional knowledge, skill and independence. I fundamentally believe that practices must be positioned to make significant upfront investments in infrastructure and improvements in compensation models” said Ron Kuerbitz, CEO of agilon health. “These providers are doing a lot of work, but they’re not seeing improvement in their quality of life or sustainability in the investments necessary to support the transition from fee-for-service to risk contracts.”
Kuerbitz continued, “This is especially prevalent in primary care. The systems in place simply aren’t designed for physicians to be optimally effective. Physicians are managing patients in different lines of business, across numerous payers, in various reimbursement arrangements. The multiplicity of processes and the inability to change these circumstances is overwhelming and a catalyst for burnout. This is a key reason agilon health partnership practices report high Net Promoter Scores; our model simplifies practice workflow across health plan contracts, invests in advance of financial returns in infrastructure and physician incentives, and provides a platform for physicians to transform their practices under health plan arrangements that fully align the physician’s professional needs of mastery and sense of purpose with the resource requirements for optimal care.
Austin American-Statesman Features Austin 60 Strong – A Public Service Initiative to Promote Wellness Among Baby Boomers by Celebrating and Honoring 12 Inspirational Ambassadors and Their Personal Stories.
60 Strong program showcases what Central Texans in their 60s are doing in fitness.
Some ambassadors were nominated by their children, others by their doctors, and still others nominated themselves.
The 60 Strong program was created to inspire people older than 60 to take care of their health and is the brain child of Agilon Health, which worked locally with Austin Regional Clinic and Premier Physicians to create Connected Senior Care Advantage.
More than 100 people applied to be one of the 60 Strong ambassadors for Austin. A dozen people were chosen from a panel of judges that included former American-Statesman fitness writer Pam LeBlanc and well-known TV news anchors Sally Hernandez and Judy Maggio. The applicants had to be in their 60s and willing to share their fitness and health stories with the public.
The selected ambassadors climb mountains, practice Pilates and yoga, run marathons, are triathletes, do mixed martial arts and CrossFit, and more.
The ambassadors are featured in a calendar and will be at health fairs and other appearances to be examples of what 60 and beyond can be.
Dr. Kevin Spencer, the medical director of Connected Senior Care Advantage and chairman of the board at Premier Physicians, says the goal was to take better care of seniors as well as encourage them to become more active, but they needed examples of what your 60s and 70s could be, he says. “Being in your 60s and 70s can be the best season in your life,” he says. “These are inspiring stories.”
“You use it or lose it,” says Miriam Raviv, 68, about her healthy body. She has spent the last 20 years preparing for and competing in triathlons. She estimates she’s done about 100.
She and other ambassadors joke that the competition is getting slimmer with each year. “People are shocked when they learn I swim, bike and run,” she says. “I think
there are a lot of stereotypes about aging.”
Shelley Friend, 63, says some of the last socially acceptable jokes are the “little old lady jokes.” They are really not funny, she says. She’s made a point of having a mentor who is older than her and being a mentor to people younger than her. “Age isn’t relevant,” she says. “Your contributions are relevant.” She does Pilates, yoga and strength training to help her stay strong. Having people expecting her to show up for classes keeps her going. She says she knows she might not be the best yogi in class, but her competition is herself: “How can I be better at something every day?”
“You can be as young as you want to be,” says Mike Gassaway, 68. He hits the gym regularly and works out so he can work as a stuntman. Recently he’s been on the set of the new “Top Gun” movie and “John Wick: Chapter 3.”
Even on days when he doesn’t really want to go to the gym, he does. “You might have a bad day,” he says, but “it’s a (expletive) good life.” That attitude has kept many of the ambassadors going even when their own health gave them challenges.
Ben Barlin, 61, has survived both colon cancer and kidney cancer. In 2017, when he was diagnosed with stage 3 colon cancer, he says his relationship with his doctor saved his life. His doctor kept pushing him to have more tests when a previous test revealed Barlin was anemic. After four months of treatment, he climbed to the top of Aconcagua in the Andes, one of the seven summits. “I cried like a baby,” he says. He has plans for Everest and to complete all seven summits by age 65.
Cancer played a big role in Kim Cousins’ life, but it wasn’t her own. Both of her parents and many other family members died from cancer. 2/14/2019 60 Strong program showcases what Central Texans in their 60s are doing in fitness Cousins, 62, is fueled by their stories and the drive to continue playing tennis and teach kids in schools about fitness. “Neither one of my parents lived to the age of 60,” she says. “I wanted to grow up to just be 60.”
She is recovering from hip surgery, but she’s not letting that stop her from exercising and getting back on the tennis courts. “You don’t quit,” she says. “You keep going.”
Cousins, Gassaway and Barlin all have recovered from major orthopedic surgery. They make sure their doctors know that returning to fitness activities is important to them.
Barlin says when he broke his fibia and tibia in a mixed martial arts match, he wanted to have the plate that held the bones together removed after healing so he could return to the ring. The doctor told him he was too old to do that; Barlin got a new doctor.
Many of the 60 Strong have been athletic their whole lives, but for Lisa Kurek, 62, the loss of her daughter Sophia, 23, in an accident more than four years ago made her start really exercising. She walked into CrossFit South Lamar and found a support network and encouragement that helped her keep living after that loss. “CrossFit got me to realize how strong I was,” she says. She shares her values through the tattoos on her arm, which started as a way to remember her daughter. One is a compass and represents four principles she wants to live by: grace, discipline, gratitude and passion. That carries her through when she doesn’t want to go to the gym at 6:30 a.m.
Susan Mobley, 68, runs marathons around the world. She makes it fun by rewarding herself with leggings with wild patterns or references to pop culture such as “Game of Thrones.” “I’m trying to be present and not hiding,” she says. As she runs by in her vibrant pants, people cheer her on.
Mobley runs for herself, but she’s also running for other people. The shooting at Sandy Hook Elementary School in 2012 had a big effect on her. She wears a bracelet she had made that has the names and ages of all the kids and adults who died there: 26, one for every mile of a marathon. When she’s running a marathon, she dedicates each mile to a different victim.
The ambassadors all have advice for their peers about how to get more fitness in their lives. “Get busy living,” Cousins says. Or put another way: “Get your (expletive) in gear,” Barlin says. Raviv encourages baby steps and to begin showing up. Mobley suggests exercising with a friend. Kurek says to think about, “What am I going to do today?”
You have to find your people, the group that you want to work out with who will make it fun, she says. Gassaway likens the gym of today to the barbershop of yesteryear. It’s where you come together with your community to talk sports and politics and what’s going on with the guys. “You look forward to it,” he says. One of the things that connects these ambassadors is the way they look at life. Cousins says she can’t live her life like the cup is half empty; she has to see it as half full.
And while some of their peers talk only about their health problems, this group talks about all the things they get to do, the things they can do and the things they look forward to doing in the future.
Spencer says that’s the difference between the ambassadors and some of his patients who go to the gym but don’t really want to. The ambassadors, he says, “are running to something.” They see exercise as positive and not punishment.
To view the story in a web browser, click here.
Kevin Spencer, MD, Medical Director for Connected Senior Care Advantage, along with Lisa Kurek, one of 12 Austin 60 Strong ambassadors interviewed on the morning show shoe at KEYE-TV.
“We Are Austin”, CBS Austin interviews Dr. Kevin Spencer and Lisa Kurek about 60 Strong campaign. Find out why age is just a number when it comes to good health and strong communities.
Kevin Spencer, MD, Medical Director for Connected Senior Care Advantage, and Lisa Kurek, an Austin 60 Strong Ambassador, were interviewed on the morning show at KEYE-TV, the CBS affiliate in Austin, about the Austin 60 Strong Campaign. The public service initiative, the brainchild of agilon health, was launched in partnership with physician groups throughout the country. The 60 Strong Ambassadors who have overcome adversity and represent what it takes to be inspiring in mind, are spreading the word about good health and the importance of annual exams and regular screenings to other seniors. Click here to watch
In the December issue of Texas Medicine, Austin Regional Clinic describes their process of selecting agilon health as their long-term partner to make the leap to integrated payment and delivery; one of the strategic steps they’ve taken to preserve their independence.
When Austin Regional Clinic (ARC) went looking for an investor to help the large group change its payment model in 2016, the practice had a lot going for it: more than 300 physicians, a patient base of 450,000, and a strong financial track record.
Written by Sean Price
The original article was published in the December 2018 issue of the Texas Medicine by Texas Medical Association.
Despite these advantages, ARC quickly found that the pool of potential investors resembled a bad dating scene. Lots of investors wanted to woo ARC, but most of them were either too controlling or just didn’t share ARC’s vision.
“We had to kiss a lot of frogs to find the right [investor],” ARC Chief Medical Officer Jay Zdunek, DO, told a crowded room at the Dawn Duster presentation on venture capital in medicine at the Texas Medical Association’s 2018 Fall Conference in September.
But better to kiss a lot of frogs than to settle for the first one that comes along, Dr. Zdunek says. That, unfortunately, is a common experience for physicians and physician groups looking to line up venture capital. It’s easy for medical practices to be tempted by business agreements that appear lucrative in the short term, without realizing the extent to which they may sacrifice long-term independence, he warns.
That’s especially true for physician groups with an increasing financial burden. Many practices urgently need to acquire more capital because operating costs have been on a steep rise since 2001 while Medicare payments — which set the pace for commercial payers — have not kept up with practice expenses, says Dr. Zdunek, who also has a master’s degree in business administration.
The need for outside capital “is not unique to Texas. I have not met a physician group that has not been struggling with this for some period of time,” he told Texas Medicine in a separate interview.
There are many types of investors, including private investors, hospital groups, and insurance companies. Most of them look to buy or control practices to create broader networks, says Kevin Wood, a lawyer with the Austin law firm Clark Hill Strasburger who specializes in business deals for health care organizations and who also spoke at Fall Conference.
Physician practices, in general, are hot investments, but some specialties are hotter than others. The most popular are dermatology, ophthalmology, orthopedics, gastroenterology, and urology, according to Becker’s ASC Review, an online health care business publication. Each specialty is popular for different reasons, but many ties back to the United States’ rapidly aging population and expectations for increasing health care demands. Transactions involving dermatology practices alone rose about 46 percent between 2016 and 2017, according to Irving Levin Associates, a publisher of investor newsletters.
Before beginning an investor search, physicians should have a clear idea of what they want out of the deal, Mr. Wood says. They also should focus on how any agreement will affect their organizational structure, governance rights, and contract rights. Because once everything is signed, it will be too late for second-guessing.
“Knowing who you are and where you want to go are the key pieces,” he said. “What you do with your partner and what you do going forward is going to be key. You want to make sure the culture of who you’re partnering with marries up with the culture of your practice.”
Who needs capital?
The past 40 years have brought several waves of financial consolidation and increased investment activity among physician practices, Mr. Wood says. These waves typically occur because some regulatory shift makes practicing medicine more expensive or changes payment.
In the 1980s, major changes in Medicare payment prompted consolidation; in the 1990s, it was the advent of health maintenance organizations. In both cases, hospitals typically bought out or partnered with physician practices. The latest round, triggered by federal health care reforms under President Barack Obama, prompted more private investors to buy or partner with physician practices.
For instance, the American Recovery and Reinvestment Act of 2009 mandated the use of electronic health records (EHRs). The transition cost practices on average $80,000 to $85,000 per physician upfront, plus maintenance fees, says Dr. Zdunek. It also slowed physicians’ productivity because their workload increased.
Given these and other changes, some practices need investment capital just to keep up with normal expenses, Dr. Zdunek says. Others might try to upgrade their quality reporting tools to comply with the Medicare Access and CHIP Reauthorization Act (MACRA) and its Merit-Based Incentive Payment System (MIPS). (See www.texmed.org/MACRA and “The Results Are In: Physicians Finally See How They Fared In First Year of MIPS,” September 2018 Texas Medicine, pages 36-39, www.texmed.org/FirstYearMIPS.)
Practices looking to expand also face significant costs. At ARC, hiring just one physician runs anywhere from $250,000 to $500,000 in the first year of employment when counting the costs of recruitment, salary, benefits, support staff, and other related expenses, Dr. Zdunek says. That new physician, in time, will make money for the practice, but the upfront costs must be met first.
Most investors are looking to buy physician practices outright, and most of these purchasers are hospital groups or insurance companies.
In 2016, about 42 percent of U.S. physicians worked for hospitals, up from about 26 percent in 2012, according to health care consulting firm Avalere Health. Not all of this physician employment is a result of acquisitions, but hospitals have been aggressive buyers of medical practices, Mr. Wood told Texas Medicine in a separate interview.
Another aggressive investor is OptumCare, a subsidiary of UnitedHealth Group, the biggest U.S. health insurer. It’s most recent blockbuster deal came in 2017 with the purchase of DaVita Medical Group, which employed 17,000 physicians. But its own website makes clear it is on the lookout to buy out or partner with physician groups. Even before the DaVita purchase, OptumCare had employed or partnered with 30,000 physicians across the country, compared with the 37,000 working for HCA Healthcare Inc., the largest for-profit U.S. hospital system, according to Bloomberg.
Texas can be a more difficult investment market because it has strict “corporate practice of medicine” laws, which, among other things, forbid businesses from practicing medicine or employing physicians to provide medical services here, Mr. Wood says. (See “Corporate Encroachment,” July 2018 Texas Medicine, pages 36-41, www.texmed.org/CorporateEncroachment.) The laws are designed to preserve doctors’ independent medical judgment. However, certain legal agreements can give nonphysicians effective control over physician practices, and that frequently happens when doctors don’t guard their rights to make practice-related decisions, says Mr. Wood.
“When [capital groups] are throwing around their money they expect to have the control,” Mr. Wood said. “It’s a rare instance where the physician group maintains total control or even majority control. For decisions that you’re making, be sure that the physician group keeps a seat at the table,” even after negotiations end.
Getting to yes
Having clear goals is key, Dr. Zdunek says. For instance, a practice made up of older physicians may be more interested in maximizing financial return so those physicians can retire sooner; maintaining self-governance might be less important. A practice of younger physicians might want to guard self-governance and instead give in on cash value.
Practices that give up too much control can quickly find investors dictating medical policy, Mr. Wood warns. In some cases he’s represented and researched, the physicians thought they’d found an investor who respected their independence, but that investor turned around and sold the practice to a third party. The physicians had no say in the new arrangement.
The most successful business deals he’s seen are ones where physicians held firm on what they wanted and actively negotiated to maintain their independence.
“[Investors] are coming to you for a reason,” he said. “Whatever size group, whatever size market, whatever size patient base you have, you’re the one bringing value to the table. The key to remember in those negotiations is — that’s why you’re there. … If [the proposed deal] is not what you want, it’s OK to walk away from the negotiations.”
In 2016, ARC did just that. The practice made the strategic decision to switch from fee-for-service payments to global capitation with Medicare Advantage plans, which entails a fixed per-patient (or “capitated”) payment for all care as an incentive for the practice to control costs.
To transition, ARC needed a large influx of capital to brace for longer patient appointments and administrative changes under the new payment model. Its physicians were determined to preserve their independence, so finding the right investor was difficult, Dr. Zdunek says. One investor waited until late in the negotiations to inform ARC that it wanted total control of the practice in order to invest, apparently assuming the doctors would cave into this demand. Instead, ARC turned them down. But that meant ARC had to start over in its investor search.
“I got to tell you — there are a lot of people who want to talk to you, but there aren’t a lot who want to give you the things that you want,” Dr. Zdunek said. “It’s a labor-intensive endeavor looking for that right partner.”
At roughly the same time, Premier Family Physicians, an Austin practice of about 30 physicians and a 90,000 patient base, also was looking for investment money to hire more physicians to make the switch to a capitation payment model. Unlike ARC, Premier was willing to consider a buyout, but it ultimately decided that remaining independent made better business sense, says Kevin Spencer, MD, Premier’s CEO.
Eventually, ARC and Premier found the right partner in Agilon Health. The company boosts practices with the technology and funding to switch to global capitation. Its business model is to partner with, not buy, medical practices, says Ravi Sachdev, a partner at Clayton, Dubilier and Rice, the private equity firm that owns Agilon.
“The future is letting physicians remain independent, maintain their culture, maintain their brand, maintain their relationship as a group,” Mr. Sachdev told Texas Medicine. He acknowledges the approach does not work for all practices. “In a partnership, you don’t have control. It’s about trust. It’s about transparency. It’s about shared decisionmaking.”
ARC, Premier, and Agilon created a three-way partnership in which the two practices get 50-percent control and Agilon gets 50 percent. The arrangement covers only Medicare Advantage patients, which make up a minority of both practices’ patient base — about 20,000 out of 540,000 total, Dr. Spencer says.
Agilon’s desire to partner with doctors is unusual for an investor, Dr. Spencer says. It allows physicians to participate fully in the financial side while being left alone to practice medicine.
“We don’t think independence exists in the real world,” he said. “You need to be interdependent with the right people.”
Dr. Zdunek says he understands physicians’ resistance to outside authority. The appeal of being a doctor traditionally has been working in a small business and controlling your own destiny. But the economic pressures physicians face today make that increasingly difficult.
“As an independent physician group or an independent physician, you’re constantly trying to play in a land of giants and not get squashed,” he said. “The only way you can do that sometimes is to find outside capital.”
The original article was published in the December 2018 issue of the Texas Medicine by Texas Medical Association. To view the original article, click here.
agilon health achieves a 20 percent boost in closing care gaps by using physician and member incentives for preventive care
LONG BEACH, Calif. (August 29, 2018) – agilon health, which helps physicians and medical groups manage the leap from fee-for-service to value-based care by providing financial, organizational and operational tools, has released its 2017 outcomes report that revealed it closed about 20 percent more gaps in care with a partner IPA in the Inland Empire that serves Medicaid enrollees.
By implementing teams of member quality specialists to increase participation in preventive services such as screenings and annual health checks, agilon health closed more than 65,000 gaps in care during 2017 for its Inland Empire-based Medicaid patients, the report highlights. Based upon this initial success, the most effective tactics have now been implemented across agilon health’s entire Medi-Cal population, which extends into the Central Valley.
“Gaps in care push up costs for Medicaid patients,” said Ronald Kuerbitz, chief executive officer, agilon health. “If patients do not get preventive services, they will more likely need costlier specialty or acute care down the road. More importantly, preventive care saves lives.”
By using unique incentives, improved communications and proprietary data collection tools for both the participating physicians and members to improve adherence with preventive services, agilon health achieved remarkable outcomes for Medicaid members, which traditionally have been reluctant to participate in preventive care services. More than $1 million was distributed as bonuses to participating agilon physicians that closed care gaps, and more than $60,000 was spent on gift cards which were used as an incentive for members.
“The fact is, incentives are quite effective in engaging both the physicians and members in preventive care compliance,” said Manoj Mathew, MD, National Medical Director, agilon health. “If all it takes is offering a $25 Target gift card to incentivize a woman to come in and get her mammogram, we can influence health care behavior that can save lives. It is a small investment to ensure long-term quality of care and a better quality of life for our members, the majority of whom are from underserved communities.”
The screening and health check performance for 2017 highlights the outcomes for breast cancer screening, diabetic eye screening, cervical cancer, childhood immunizations, adolescent immunizations, diabetic glucose monitoring, medication management, timely prenatal care, timely postpartum care and well-child visits.
Among the more notable outcomes for 2017 included agilon health’s quality performance for its diabetic members. Eye screening adherence increased from 38 percent in 2016 to more than 50 percent for 2017. Glucose level screening increased from 42 percent to more than 50 percent during the same period. In November of 2017, agilon health invested in two RetinaVue imaging devices. By using telehealth resources with trained ophthalmologists, they were able to bring retinal eye screenings directly to its members through local IPA physician offices. Through this service, eye diseases, such as macular degeneration and glaucoma, were identified early and members have been referred for further evaluation.
Besides introducing a new proprietary technology platform in 2017 that improved workflow, quality data collection, and reporting, agilon health increased its quality care team to nine professionals who work daily on member engagement and care coordination.
To review the details of agilon health’s quality outcome report for 2017, please visit https://agilonhealth.com/outcomes.