President and Chief Executive Officer

A Position Profile

Washington, D.C.Alliance of Community Health Plans (ACHP)

he Alliance of Community Health Plans (ACHP) is a national leadership organization that brings together innovative health plans and provider groups that annually rank among the top-performing plans in the nation. The 23 community-based

regional health plans and provider organizations from across the country that make up ACHP’s membership provide coverage and care for more than 18 million Americans.

Alliance of Community Health Plans

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

T

01

These organizations focus on improving the health of the communities they serve and are on the leading edge of innovations in affordability and the quality of care, including primary care redesign, payment reforms, accountable healthcare delivery and use of information technology. Drawing on years of experience, ACHP members collaborate, share strategies and work toward solutions to some of healthcare’s biggest challenges. Their work is the foundation for ACHP’s advocacy on behalf of better healthcare nationally.

In 2014:

• Seven of the 11 plans awarded 5 stars in the Medicare Star Rating Program are ACHP plans.

• Seventeen ACHP Medicare plans are ranked among the top 25 in the country by NCQA.

• Sixteen ACHP commercial plans are ranked among the top 25 in the country by NCQA.

History

The Alliance of Community Health Plans was founded in 1984 as The HMO Group to help independent health maintenance organizations identify and share best practices. The group changed its name, appointed new leadership and moved from New Jersey to Washington, D.C., in 2001. ACHP continues to help high-performing health plans and provider groups improve coverage and care and to advocate for policies that improve health and healthcare quality and affordability.

02

Alliance of Community Health Plans

Mission

ACHP and its members improve the health of the communities we serve and actively lead the transformation of healthcare to promote high-quality, affordable care and superior consumer experience.

ACHP realizes its mission by:

• Providing a forum to solve members’ most pressing challenges.

• Advocating for better health and healthcare nationally.

• Developing quantitative and qualitative tools to support performance improvement.

2015 ACHP Goals and Objectives

Policy and marketplace decisions made in 2015 will affect health, healthcare and the nation’s economy for years to come. ACHP member organizations, with their community focus, alignment across health plans and providers, and unique capability to design, finance and deliver high-quality, affordable care, have much to offer consumers, purchasers, communities and the nation. ACHP’s 2015 agenda supports this pressing mission.

Lead innovation and learning to improve health and greater affordability in communities.

• ACHP facilitates plan collaboration around lowering costs, including payment innovation, reducing waste and improving transparency.

• ACHP leads strategic thinking among ACHP members on innovations to improve health, care delivery, member service and patient experience.

• ACHP provides tools to drive members’ performance in quality ratings/rankings, shares strategies for improvement and leads innovation in quality measurement.

Position ACHP plans to successfully compete in their markets.

• ACHP facilitates learning in areas of marketplace performance and operational processes.

• ACHP monitors the external marketplace environment and provides timely data, analytics and strategic insight to member plans.

• ACHP monitors, collects and analyzes member information on business structures and competiveness to drive affordability, enhance advocacy and improve operational efficiency.

Influence public policy outcomes on issues that are central to business and mission success.

• ACHP develops and supports public policy recommendations that position members to succeed.

• ACHP develops and implements lobbying strategies that enable ACHP and its member plans to effectively influence legislative and regulatory outcomes.

• Building the evidence base for healthcare improvement.

• Communicating effectively in the national dialogue about healthcare.

A key to their success is deep, long-standing roots in their communities — an average of 40 years. Because of this, ACHP plans are able to build lasting and trusted relationships with providers rooted in a shared desire to improve the health of their patients and share best practices with each other and across their communities. Decisions ranging from premium pricing to how to implement improved models of care are approached by thinking about members first.

These plans think beyond just their members, and see their communities as the chief stakeholders in their success. They make decisions that benefit entire communities with a focus on the long term. Through their local commitment, ACHP plan members and communities can continue to rely on them for high-quality, affordable care.

ACHP health plans are innovators in delivering affordable, coordinated, multidisciplinary care. Primary care providers are at the center of their care system, and they use care managers and other patient-focused strategies to engage patients in wellness, prevention and management of their chronic illnesses. These plans and their providers harness data through electronic medical records and other sources to measure quality and capture total cost of care and resource use.

The culture of leadership at ACHP member plans means they continuously improve and innovate. Their focus on delivering the industry’s Triple Aim — better health, better care, at a lower cost — makes ACHP members role models for other health plans across the country.

Alliance of Community Health Plans

03

Effectively communicate the distinctive value and performance of ACHP members; promote the leadership role and visibility of ACHP and its members.

• ACHP gives collective voice and visibility to its plans’ unique performance and capabilities.

• ACHP continually improves its internal and external communications capacities.

Deliver exceptional mission-driven leadership.

• ACHP builds its strong leadership on integrity, strategic vision and intellectual contribution.

• ACHP employs passionate, talented and high-performing staff.

• ACHP demonstrates value-driven stewardship of financial resources.

• ACHP facilitates the engagement of all members in building support for its mission.

ACHP Health Plans

ACHP members are not-for-profit health plans or subsidiaries of not-for-profit health systems, or provider groups associated with health plans, located in a mix of large and small markets. They are mission-driven, value-driven and community-based, and are national leaders in healthcare quality. These health plans are committed to:

• Putting patients at the center of all decision-making.

• Improving the health and healthcare experience of their members.

• Improving the health of their communities.

• Delivering excellent care at a lower cost.

MAKING HEALTHCARE BETTER

04

ACHP Member Organizations

Martin’s Point Health Care Portland, Maine www.martinspoint.org

New West Health Services Helena, Montana www.newwestmedicare.com

Presbyterian Health Plan Albuquerque, New Mexico www.phs.org

Priority Health Grand Rapids, Michigan www.priorityhealth.com

Rocky Mountain Health Plans Grand Junction, Colorado www.rmhp.org

Scott & White Health Plan Temple, Texas www.swhp.org

Security Health Plan Marshfield, Wisconsin www.securityhealth.org

SelectHealth Murray, Utah www.selecthealth.org

Tufts Health Plan Watertown, Massachusetts www.tuftshealthplan.com

UCare Minneapolis, Minnesota www.ucare.org

UPMC Health Plan Pittsburgh, Pennsylvania www.upmchealthplan.com

Capital District Physicians’ Health Plan Albany, New York www.cdphp.com

Capital Health Plan Tallahassee, Florida www.capitalhealth.com

CareOregon Portland, Oregon www.careoregon.org

Dean Health Plan Madison, Wisconsin www.deancare.com

Fallon Health Worcester, Massachusetts www.fchp.org

Geisinger Health Plan Danville, Pennsylvania www.thehealthplan.com

Group Health Cooperative Seattle, Washington www.ghc.org

Group Health Cooperative of South Central Wisconsin Madison, Wisconsin www.ghcscw.com

HealthPartners Minneapolis, Minnesota www.healthpartners.com

Independent Health Buffalo, New York www.independenthealth.com

Kaiser Foundation Health Plan, Inc. and The Permanente Federation Oakland, California www.kp.org

MAKING HEALTHCARE BETTER

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

T he President and CEO of ACHP will lead the organization in

pursuing its mission and guiding its long-term growth and

sustainability for the future in an ever-evolving healthcare

marketplace. This executive will have the opportunity to

high-performing organization to the next level.

This platform to confront and impact healthcare policy at a national level provides for a clear voice in advocacy for better health and healthcare while supporting the mission and strategic purpose of the 23 member organizations. Under the Affordable Care Act, addressing policy issues such as Medicare Advantage, the Quality Reporting System in the exchanges and specialty drug costs are all opportunities where ACHP’s voice is key. Under the guidance of the ACHP Board of Directors, the CEO will provide leadership in creating a compelling value proposition that attracts and retains members, creates and drives strategic initiatives, improves quality of care and ensures opportunities for member organizations to continuously improve and innovate to have a positive impact on the communities they serve.

See these links:

http://www.achp.org/wp-content/uploads/ACHP_Brochure_FINAL_Updated9.15.14.pdf

http://www.achp.org/about-us/who-we-are/

http://www.achp.org/wp-content/uploads/annualReport2014_ACHP_FINAL-lowres.pdf

About This Opportunity

05

Washington, D.C.

he President and CEO position will be in the organization’s Washington, D.C., location.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

TWashington, D.C.

A crossroads of politics and culture, history and style, Washington, D.C., delights and inspires like no other destination. Fashioned after Paris by city designer Pierre Charles L’Enfant, the capital city grew up along the banks of the Potomac River in a location chosen by George Washington.

The city’s most famous landmarks are clustered on and around the National Mall and Memorial Parks, stretching from the Lincoln Memorial to the U.S. Capitol. Flanked by dozens of museums and memorials, this grassy space plays host to festivals, protests, gatherings and performances. On summer evenings, the Mall is a terrific place to catch an open-air concert, movie screening or jazz performance. In the winter, visitors head to the Mall to glide on the National Gallery of Art’s skating rink.

D.C.’s inspiring memorials and powerful landmarks are complemented by a fascinating collection of hip and historic neighborhoods that delight visitors with walking tours, trendy restaurants, sidewalk cafes, and quaint boutiques. Self-guided heritage trails relate the history of some of D.C.’s most fascinating neighborhoods.

Washington, D.C., is a cultural as well as govern-mental center. It boasts a higher concentration of museums and art galleries than any other city in the nation. Washington, D.C., regularly attracts per-formers as diverse as touring Broadway shows and major musical acts to its theaters and concert halls.

06

800.642.9940furstgroup.com

IllinoisWashington, D.C.ArizonaWashington

urst Group is in its fourth decade of providing leadership solutions for the healthcare industry. Our experience in evaluating talent, structure, and culture helps companies align their organizations to execute their strategic initiatives.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

F

About Furst Group

We look forward to working with you as a potential candidate for the President and Chief Executive Officer position for Alliance of Community Health Plans in Washington, D.C.

For additional information on Furst Group, please visit our Web site at furstgroup.com. To learn more about this particular position, please call (800) 642-9940 or contact:

Bob Clarke bclarke@furstgroup.com

Tim Frischmon tfrischmon@furstgroup.com

Deanna Banks dbanks@furstgroup.com

Sherrie Barch sbarch@furstgroup.com

NOTICE: The “position profile” information contained in this document has been created by Furst Group based on information sub-mitted and/or approved by its client. As such, the position profile should not be viewed as constituting an all-inclusive description of the subject position’s functions and/or responsibilities. Similarly, any information provided in the position profile regarding the community in which the client resides, the client’s market, products, and/or services and its environment or culture is provided only as an overview on such matters. In submitting this position profile, Furst Group makes no representations or warranties regarding the completeness and/or accuracy of the duties, functions, environments, etc., that are described. Specific information regarding the position’s requirements, compensation, benefits, and other terms and conditions must originate directly from the client (including any resources that the client may make available; e.g., handbook, job descriptions, benefit booklets, etc.). This position profile does not constitute an offer of employment and should not be construed as such.

MissouriMinnesotaCaliforniaTexas