Public Reporting
As part of our commitment to transparency, we regularly report on our quality performance results, cost-sharing data, and organizational makeup.
Organizational Information ACO participants:
| ACO Participants | ACO Participant in Joint Venture |
| North Wind Primary Care PLLC | N |
| Russell Rider | N |
| Glens Falls Hospital, Inc. | N |
| Champlain Valley Physicians | N |
| Elizabethtown Community Hospital | N |
| Hudson Headwaters Health Network | N |
| Adirondack Medical Center | N |
| Irongate Family Practice Associates, PLLC | N |
| Alice Hyde Medical Center | N |
| Plattsburgh Medical Care, PLLC | N |
| Adirondack Medical Practice, LLC | N |
ACO Governing Body:
Key ACO clinical and administrative leadership:
ACO Executive: Eric Burton
Medical Director: Jun Chon, MD
Compliance Officer: Diana Ramirez
Quality Assurance/Improvement Officer: Jun Chon, MD
Associated committees and committee leadership:
| Committee Name | Committee Leader Name and Position |
| Population Health Advisory | Jun Chon, MD Chair |
| Finance | TBD, Chair |
| Compliance Committee | Diana Ramirez, Chair |
Types of ACO participants, or combinations of participants, that formed the ACO:
- Critical Access Hospital (CAH) billing under Method II
- Federally Qualified Health Center (FQHC)
- ACO professionals in a group practice arrangement
- Hospital employing ACO professionals
- Networks of individual practices of ACO professionals
Shared Savings and Losses
Amount of Shared Savings/Losses
- Third Agreement Period
- Performance Year 2022, $2,617,942
- Performance Year 2021, $3,382,438
- Performance Year 2020, $3,062,968
- Second Agreement Period
- Performance Year 2019, $0
- Performance Year 2018, $0
- Performance Year 2017, $0
- First Agreement Period
- Performance Year 2016, $0
- Performance Year 2015, $0
- Performance Year 2014, $0
Shared Savings Distribution
- Third Agreement Period
- Performance Year 2022
- Proportion invested in infrastructure: 1%
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: 99%
- Performance Year 2021
- Proportion invested in infrastructure: 1%
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: 99%
- Performance Year 2020
- Proportion invested in infrastructure: 2%
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: 98%
- Performance Year 2022
- Second Agreement Period
- Performance Year 2019
- Proportion invested in infrastructure: N/A
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: N/A
- Performance Year 2018
- Proportion invested in infrastructure: N/A
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: N/A
- Performance Year 2017
- Proportion invested in infrastructure: N/A
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: N/A
- Performance Year 2019
- First Agreement Period
- Performance Year 2016
- Proportion invested in infrastructure: N/A
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: N/A
- Performance Year 2015
- Proportion invested in infrastructure: N/A
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: N/A
- Performance Year 2014
- Proportion invested in infrastructure: N/A
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: N/A
- Performance Year 2016
Quality Performance Results
2021 Quality Performance Results:
| CMS Web Interface Measure Set | |||
| Measure # | Measure Name | Rate | ACO Mean |
| 1 | Diabetes: Hemoglobin A1c (HbA1c) Poor Control (2) | 11.76 | 10.71 |
| 134 | Preventative Care and Screening: Screening for Depression and Follow-up Plan | 76.42 | 76.97 |
| 236 | Controlling High Blood Pressure | 75.05 | 76.16 |
| 318 | Falls: Screening for Future Fall Risk | 72.55 | 87.83 |
| 110 | Preventative Care and Screening: Influenza Immunization | 66.79 | 77.34 |
| 226 | Preventative Care and Screening: Tobacco Use: Screening and Cessation Intervention | 54.72 | 79.27 |
| 113 | Colorectal Cancer Screening | 75.58 | 75.32 |
| 112 | Breast Cancer Screening | 81.58 | 78.07 |
| 438 | Statin Therapy for the Prevention and Treatment of Cardiovascular Disease | 84.24 | 86.37 |
| 370 | Depression Remission at Twelve Months | 15.79 | 16.03 |
| 479 | Hospital-Wide, 30-Day, All-Cause Unplanned Readmission (HWR) Rate for MIPS Groups (2) | 0.1478 | 0.1510 |
| MCC1 | All-Cause Unplanned Admissions for Patients with Multiple Chronic Conditions for ACOs (MCC) (2) | 32.16 | 30.97 |
| [1] A lower performance rate corresponds to higher quality. | |||
| [2] For PY 2022, the CMS Web Interface measures Quality ID #438 and Quality ID #370 do not have benchmarks, and therefore, were not s | |||
| [3] CAHPS for MIPS is a composite measure, so numerator, denominator, and performance rate values are not applicable (N/A). The CAHPS for MIPS composite score is calculated as the average number of points across scored Summary Survey Measures (SSMs) (86 FR 65256). Refer to Table 5 for details on CAHPS for MIPS performance. | |||
Jun Chon, MD
| CAHPS for MIPS Performance | |||
| Measure ID | Measure Name | Rate | ACO Mean |
| CAHPS-1 | Getting Timely Care, Appointments, and Information | 83.70 | 83.96 |
| CAHPS-2 | How Well Providers Communicate | 94.96 | 93.47 |
| CAHPS-3 | Patient’s Rating of Provider | 92.80 | 92.06 |
| CAHPS-4 | Access to Specialists | 71.50 | 77.00 |
| CAHPS-5 | Health Promotion and Education | 65.28 | 62.68 |
| CAHPS-6 | Shared Decision Making | 61.78 | 60.97 |
| CAHPS-7 | Health Status and Functional Status | 74.11 | 73.06 |
| CAHPS-8 | Care Coordination | 85.02 | 85.46 |
| CAHPS-9 | Courteous and Helpful Office Staff | 93.98 | 91.97 |
| CAHPS-11 | Stewardship of Patient Resources | 18.13 | 25.62 |
For Previous Years’ Financial and Quality Performance Results, please visit data.cms.gov.
In addition, we provide an easy way to report possible misconduct. Our goal is to ensure high-quality, evidence-based, respectful care for our patients, and if you believe you’ve received less than that, we want to hear from you.
If you have questions about any of this information, please feel free to contact us.