AMITA Health Accountable Care Organization LLC
ACO name and location
AMITA Health Accountable Care Organization, LLC
200 S. Wacker Dr.
Floor 11
Chicago, IL 60606
ACO primary contact
Primary contact name: Dave Hurter
Primary contact phone Number: 847-759-4490
Primary contact email address: AHACO@ascension.org
Organizational information
ACO participants:
| ACO participants | ACO participant in joint venture (Enter Y or N) |
| Adventist Health Partners, Inc. | N |
| Alexian Brothers Medical Care Group, NFP | N |
| ALLIANCE INTERNAL MEDICINE, S.C. | N |
| AMISHI SAWLANI | N |
| BARBATO & ZBIEGIEN MD SC | N |
| Bonaventure Medical Foundation, Llc | N |
| Center for Adult Healthcare SC | N |
| Chinmay Patel | N |
| CLINICAL ASSOCIATES IN MEDICINE, LLC | N |
| COLETTE GORDON | N |
| DATTA SAMBARE M D S C | N |
| Dupage Internal Medicine, L.L.C | N |
| EILEEN HEFFERNAN | N |
| FAMILY CARE ASSOCIATES LTD | N |
| FAMILY HEALTH CENTER OF PLAINFIELD, LTD. | N |
| Family Medical Center of LaGrange, Ltd. | N |
| FIRST CARE FAMILY CLINIC, S.C. | N |
| HEARTLAND PRIMARY CARE S C | N |
| HORIZON MEDICAL CENTER LTD | N |
| Howard S. Mangurten MD, SC | N |
| INTERNAL MEDICINE & FAMILY PRACTICE. S.C. | N |
| INTERNAL MEDICINE SPECIALISTS OF KANKAKEE SC | N |
| JUDY JOSEPH | N |
| Lifetime Family Healthcare LTD | N |
| LISA KIM MEDICAL ASSOCIATES SC | N |
| Maple Health Primary Care PLLC | N |
| MCINTYRE FAMILY MEDICINE LLC | N |
| MPS Kohli MD,SC | N |
| NANI INTERNAL MED LLC | N |
| NARSEEN HAMIDANI INTERNAL MEDICINE PLLC | N |
| OLGA SAAVEDRA | N |
| PRESENCE HEALTHCARE SERVICES | N |
| PRIMARY CARE PROVIDERS OF CHICAGO SC | N |
| Ramesh Melvani S C INC | N |
| ROGERS MEDICAL, LTD | N |
| ROGERS PARK FAMILY MEDICINE SC | N |
| SANJAY PETHKAR, M.D., S. C. | N |
| SIMON WU MD LTD | N |
| SPS FAMILY CARE, S.C. | N |
| SRINIVAS C KOTA MD SC | N |
| ST MARY INTERNAL MEDICINE ASSOCIATES S C | N |
ACO governing body:
| Member first name | Member last name | Member title/position | Member's voting power (expressed as a percentage) | Membership type | ACO participant legal business name, if applicable |
| Mehul | Shah | MD/Board Chair and Director |
10 | ACO Participant Representative | Primary Care Providers of Chicago SC |
| Tobia | Barbato | MD/Vice Chair and Director | 10 | ACO Participant Representative | Barbato & Zbiegien MD SC |
| Mark | Collins | MD/Board Director | 10 | ACO Participant Representative | Bonaventure Medical Foundation, LLC |
| John | Wilkerson | MD/Board Director | 10 | ACO Participant Representative | Bonaventure Medical Foundation, LLC |
| Jonathan | Maks | MD/Board Director | 10 | ACO Participant Representative | Presence Healthcare Services |
| Christina | Adams | Medicare Beneficiary/Board Director | 10 | Medicare Beneficiary Representative | N/A |
| Daniel | Sauri | MD/Board Director | 10 | Other | |
| Reinhold | Llerena | MD/Board Director | 10 | ACO Participant Representative | Bonaventure Medical Foundation, LLC |
| Andrew | Palumbo | Board Director | 10 | ACO Participant Representative | Bonaventure Medical Foundation, LLC |
| David | Hurter | AMITA Health ACO CEO/Ex Officio | 0 | Other | |
| Justin | Johnson | Board Treasurer | 0 | Other | |
| David | Bordo | MD/Board Director | 10 | ACO Participant Representative | Presence Healthcare Services |
- Key ACO clinical and administrative leadership:
- ACO Executive: David Hurter
- Medical Director: Reinhold Llerena, MD
- Compliance Officer: Kathryn Yurkovich
- Quality Assurance/Improvement Officer: Michele Winiarz
- Associated committees and committee leadership:
Committee name Committee leader name and position Medical Management Committee Dr. Daniel Sauri, Chair Network Participation and Provider Selection Committee Dr. John Wilkerson, Chair Finance and Contracting Committee Dr. Mehul Shah, Chair
- Types of ACO participants or combinations of participants that formed the ACO:
- ACO professionals in a group practice arrangement
- Partnerships or joint venture arrangements between hospitals and ACO professionals
- Network of individual practices of ACO professionals
Shared savings and losses
Amount of shared savings and losses
Third agreement period
- Performance Year 2023, $8,018,527
- Performance Year 2022, $11,532,556
- Performance Year 2021, $9,393,607
- Performance Year 2020, $11,955,044
- Performance Year 2019, $0
Second agreement period
- Performance Year 2019, $4,527,805
- Performance Year 2018, $7,273,754
- Performance Year 2017, $27,325,327
- Performance Year 2016, $20,489,157
First agreement period
- Performance Year 2015, $0
- Performance Year 2014, $0
- Performance Year 2013, $0
Note: Our ACO participated in multiple performance years during Calendar Year 2019. Shared savings/losses amount reported for Performance Year 2019 therefore represents net shared savings or losses across all performance years in 2019 and is shown under all agreement periods in which the ACO operated during Calendar Year 2019.
Shared Savings Distribution
Third agreement period
Performance 2023
- Proportion invested in infrastructure: 10%
- Proportion invested in redesigned care processes/resources: 15%
- Proportion of distribution to ACO participants: 75%
Performance 2022
- Proportion invested in infrastructure: 10%
- Proportion invested in redesigned care processes/resources: 15%
- Proportion of distribution to ACO participants: 75%
Performance 2021
- Proportion invested in infrastructure: 10%
- Proportion invested in redesigned care processes/resources: 15%
- Proportion of distribution to ACO participants: 75%
Performance 2020
- Proportion invested in infrastructure: 10%
- Proportion invested in redesigned care processes/resources: 15%
- Proportion of distribution to ACO participants: 75%
Performance Year 2019
- Proportion invested in infrastructure: 10%
- Proportion invested in redesigned care processes/resources: 15%
- Proportion of distribution to ACO participants: 75%
Second agreement period
Performance Year 2019
- Proportion invested in infrastructure: 10%
- Proportion invested in redesigned care processes/resources: 15%
- Proportion of distribution to ACO participants: 75%
Performance Year 2018
- Proportion invested in infrastructure: 10%
- Proportion invested in redesigned care processes/resources: 15%
- Proportion of distribution to ACO participants: 75%
Performance Year 2017
- Proportion invested in infrastructure: 10%
- Proportion invested in redesigned care processes/resources: 15%
- Proportion of distribution to ACO participants: 75%
Performance Year 2016
- Proportion invested in infrastructure: 10%
- Proportion invested in redesigned care processes/resources: 10%
- Proportion of distribution to ACO participants: 80%
First agreement period
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 2013
- Proportion invested in infrastructure: N/A
- Proportion invested in redesigned care processes/resources: N/A
- Proportion of distribution to ACO participants: N/A
Note: Our ACO participated in multiple performance years during Calendar Year 2019. Distribution of shared savings reported for Performance Year 2019 therefore represents the distribution of the net shared savings across all performance years in 2019 and is shown under all agreement periods in which the ACO operated during Calendar Year 2019.
Quality performance results
2023 quality performance results:
Quality performance results are based on eCQMs/MIPS CQMs collection type
| Measure # | Measure name | Collection Type |
Reported Performance Rate |
Current Year Mean Performance Rate (SSP ACOs) |
| Measure #: 001 | Diabetes: Hemoglobin A1c (HbA1c) Poor Control (>9%) | MIPS CQM | 27.88 | 35.18 |
| Measure #: 134 | Preventative Care and Screening: Screening for Depression and Follow-up Plan | MIPS CQM | 34.41 | 43.70 |
| Measure #: 236 | Controlling High Blood Pressure | MIPS CQM | 72.56 | 69.63 |
| Measure #: 479 | Hospital-Wide, 30-Day, All-Cause Unplanned Readmission (HWR) Rate for MIPS Groups | Administrative Claims | .1605 | .1553 |
| CAHPS-1 | Getting Timely Care, Appointments, and Information | CAHPS for MIPS Survey | 84.01 | 83.68 |
| CAHPS-2 | How Well Providers Communicate | CAHPS for MIPS Survey | 95.06 | 93.69 |
| CAHPS-3 | Patient’s Rating of Provider | CAHPS for MIPS Survey |
93.96 | 92.14 |
| CAHPS-4 | Access to Specialists | CAHPS for MIPS Survey | 76.23 | 75.97 |
| CAHPS-5 | Health Promotion and Education | CAHPS for MIPS Survey |
62.68 | 63.93 |
| CAHPS-6 | Shared Decision Making | CAHPS for MIPS Survey |
67.03 | 61.60 |
| CAHPS-7 | Health Status and Functional Status | CAHPS for MIPS Survey |
75.60 | 74.12 |
| CAHPS-8 | Care Coordination | CAHPS for MIPS Survey |
87.08 | 85.77 |
| CAHPS-9 | Courteous and Helpful Office Staff | CAHPS for MIPS Survey |
92.89 | 92.31 |
| CAHPS-11 | Stewardship of Patient Resources | CAHPS for MIPS Survey |
29.70 | 26.69 |
For Previous Years' Financial and Quality Performance Results, please visit data.cms.gov
Payment rule waivers
- Skilled Nursing Facility (SNF) 3-day Rule Waiver:
- Our ACO uses the SNF 3-Day Rule Waiver, pursuant to 42 CFR §425.612.