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We then align physician incentives and provide our team tools and technology to support our physician partners in a VBC system and care for the patients we have the honor and privilege to serve together.
−Removed: These affiliated physicians provided care to approximately 99% of our primary care physicians as of December 31, 2023.
We augment these affiliate partnerships with employed Primary Care Physicians (“PCPs”), P3 operated clinics, and wellness centers.
−Removed: Furthermore, unlike our peers, we offer a broad delegated care model in which we take on the responsibility to reshape the local healthcare market to provide high quality care for patients throughout the care continuum.
−Removed: We operate in the $944 billion Medicare market, which covers approximately 66 million eligible lives as of October 2023.
+Added: Furthermore, we offer a broad delegated care model in which we take on the responsibility to reshape the local healthcare market to provide high quality care for patients throughout the care continuum.
+Added: We operate in the $1,029.8 billion Medicare market, which covers approximately 68 million eligible lives as of November 2024.
Our core focus is the MA market, which makes up approximately 54% of the overall Medicare market, or nearly 33 million Medicare eligible lives in 2024.
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Our platform focuses on Medicare Advantage and manages the needs of our members through subscription-like per-member-per-month (“PMPM”) arrangements with health plans or payors.
−Removed: From there, the economics of our care model are further impacted by our ability to drive total cost of care savings
+Added: From there, the economics of our care model are further impacted by our ability to drive total cost of care savings and bend the cost curve.
+Added: Our model allows us to “do well” while also “doing good.” We contract with health plans to
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| 2024 Form 10-K | 4
−Removed: and bend the cost curve.
−Removed: Our model allows us to “do well” while also “doing good.” We contract with health plans to provide capitated care services with respect to certain of their MA members.
+Added: provide capitated care services with respect to certain of their MA members.
Our contracts with four health plans to provide capitated care services for their members collectively accounted for approximately 59% and 60% of our capitated revenue for the years ended December 31, 2024 and 2023, respectively.
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Healthcare expenditures are particularly concentrated in this age group in large part due to the high rate of chronic conditions.
−Removed: Rising healthcare costs disproportionately impact low- and middle-income seniors, who often embrace Medicare Advantage plans.
+Added: Rising healthcare costs disproportionately impact low- and middle-income seniors, who often embrace MA plans.
This is our area of focus given we believe we can have the greatest clinical and financial impact on this population.
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• Sub-optimal quality of care and sub-optimal clinical outcomes .
+Added: The FFS model unintentionally incentivizes the volume of patients and services performed rather than the quality of services and care—resulting in a deprioritization of preventative services and overall health of the patient.
• PCP burnout and dissatisfaction.
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These teams provide wraparound services to our patients and collaborate with the patients’ caregivers to ensure patients have the tools to successfully navigate their healthcare journey across the care continuum.
−Removed: We have made significant investments in technology to customize patient care management plans.
−Removed: Taken as a whole, our P3 Care Model helps facilitate enhanced
+Added: We have made significant investments in
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| 2024 Form 10-K | 5
−Removed: clinical outcomes for our key stakeholders, resulting in a 98% physician retention rate from 2018 through December 31, 2023.
+Added: technology to customize patient care management plans.
+Added: Taken as a whole, our P3 Care Model is designed to help facilitate enhanced clinical outcomes for our key stakeholders, resulting in a 95% physician retention rate from 2018 through December 31, 2024.
We are led by one of the most experienced management teams in population health.
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Beyond sub-optimal clinical outcomes, FFS results in significant healthcare spend.
−Removed: As 10,000 seniors age into Medicare each day and prevalence of chronic conditions increases, the need for lower healthcare spend leads the push towards VBC and additional offerings such as Medicare Advantage.
−Removed: VBC and Medicare Advantage
−Removed: Medicare Advantage serves as an alternative to traditional Medicare.
−Removed: Medicare Advantage is an integrated plan that includes both Part A and Part B coverage.
−Removed: Most Medicare Advantage plans also offer Part D, vision, hearing, dental and other benefits.
−Removed: Typically, the out-of-pocket costs are lower for Medicare Advantage plans than traditional Medicare, but patients are limited to seeing physicians within the plan’s network and some coverage of certain specialty services may require PCPs’ referrals and plan authorizations.
−Removed: Medicare Advantage has been well received since it was introduced, with penetration among Medicare beneficiaries increasing from 19% in 2007 to 51% in 2023 and is projected to increase to 62% by 2033.
−Removed: This trend reflects the understanding that Medicare Advantage plans are financially and clinically valuable to Medicare eligible patients.
+Added: As 10,000 seniors age into Medicare each day and prevalence of chronic conditions increases, the need for lower healthcare spend leads the push towards VBC and additional offerings such as MA.
+Added: MA serves as an alternative to traditional Medicare.
+Added: MA is an integrated plan that includes both Part A and Part B coverage.
+Added: Most MA plans also offer Part D, vision, hearing, dental and other benefits.
+Added: Typically, the out-of-pocket costs are lower for MA plans than traditional Medicare, but patients are limited to seeing physicians within the plan’s network and some coverage of certain specialty services may require PCPs’ referrals and plan authorizations.
+Added: MA has been well received since it was introduced, with penetration among Medicare beneficiaries increasing from 19% in 2007 to 54% in 2024 and is projected to increase to 64% by 2034.
+Added: This trend reflects the understanding that MA plans are financially and clinically valuable to Medicare eligible patients.
Our Market Opportunity
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of approximately 535,000.
−Removed: The industry is primed for a platform like ours, which allows physicians to remain independent while accessing financial resources and infrastructure to support a VBC model.
−Removed: We believe our total addressable market is represented by the approximately 66 million Americans (approximately 17% of the total population) who were enrolled in either traditional Medicare or Medicare Advantage nationally in 2023, which represented $944 billion of annual spend.
−Removed: Within this, we believe our core addressable market to be the Medicare Advantage market, specifically within moderate-to-highly populated Medicare Advantage eligible dense counties, which we define as having greater than 10,000 Medicare eligible lives.
+Added: We believe the industry is primed for a platform like ours, which allows physicians to remain independent while accessing financial resources and infrastructure to support a VBC model.
+Added: We believe our total addressable market is represented by the approximately 68 million Americans (approximately 17% of the total population) who were enrolled in either traditional Medicare or MA nationally in 2024, which represented $1,030 billion of annual spend.
+Added: Within this, we believe our core addressable market to be the Medicare Advantage market, specifically within moderate-to-highly populated MA eligible dense counties, which we define as having greater than 10,000 Medicare eligible lives.
By multiplying these approximately 33 million Medicare Advantage members by an average $1,000 per member per month spend, we estimate this represents a core addressable market size of over $300 billion.
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Collaborative and supportive partnerships.
−Removed: As former physicians, we have a deep understanding of the way in which physicians are trained.
+Added: As members of our team are former physicians, we have a deep understanding of the way in which physicians are trained.
In our experience, most physicians not only understand the value of a VBC model, but also want to provide their patients with the highest quality care.
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Our platform was purposefully built as a data and technology-enabled care ecosystem that drives preventive rather than reactive care.
−Removed: P3 Technology/Health Hub integrates clinical and claims data from more than 250 disparate data points each month from payors, outpatient and inpatient facilities and other ancillary care settings.
+Added: P3 Technology/Health Hub integrates clinical and claims data from disparate data points each month from payors, outpatient and inpatient facilities and other ancillary care settings.
By using P3 Technology/Health Hub at the time of patient onboarding, we are able to assign patient risk levels using our proprietary risk stratification tool that leverages multiple parameters to prioritize patients who require additional resources.
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For example, within approximately 12 hours of a hospitalization—even out of state—our physician partners are notified and alerted to the patient’s clinical status.
−Removed: Our care managers also monitor patient care and provide physicians with insights to enable additional care across settings and locations.
+Added: Our care managers also monitor patient care and provide physicians with actionable insights to enable additional care across settings and locations.
These factors create a positive feedback loop, whereby our technology accelerates clinical outcomes, improving strong performance, and further growing our business.
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Provider Portal also generates additional possible conditions that the physicians can screen for during patient visits.
−Removed: This exercise gives physicians a longitudinal view of patients’ health and any potential medical conditions they may have developed since their last annual wellness visit.
+Added: This exercise gives physicians a longitudinal view of patients’ health and any potential undiagnosed medical conditions they may have developed since their last annual wellness visit.
This represents an important opportunity for physicians to address the conditions which otherwise may have been missed during initial health reviews of the patient.
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Analytic Management Tools is a business intelligence platform that converts data into visualizations and real-time metrics to empower decision making at every level across the organization.
+Added: This platform provides comprehensive physician profiles, cost analysis, and quality metrics, allowing management to identify trends, uncover improvement opportunities, and optimize resource utilization.
+Added: Additionally, its embedded Risk Adjustment engine helps quantify burden of illness, offering clinical risk stratification data that supports targeted care coordination for high-risk patient populations.
It helps our administrative teams deliver a data driven approach for a better, more engaged physician experience and act as a support system to their practices.
−Removed: This tool combines data management with data analysis to evaluate and transform complex data sets into meaningful, actionable information used to support effective strategic, tactical and operational insights.
−Removed: It also provides
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| 2024 Form 10-K | 8
−Removed: comprehensive information that drives performance to improve clinical outcomes and quality of care and creates physician profiles and cost analysis to improve healthcare management.
+Added: This tool combines data management with data analysis to evaluate and transform complex data sets into meaningful, actionable information used to support effective strategic, tactical and operational insights.
+Added: It also provides comprehensive information that drives performance to improve clinical outcomes and quality of care and creates physician profiles and cost analysis to improve healthcare management.
With an embedded Risk Adjustment engine, it allows the organization to determine the burden of illness for our patients while providing stratification clinical data to physicians.
−Removed: Our Value Proposition
−Removed: We believe that our P3 Care Model is effective, differentiated and represents a ‘win’ for all key stakeholders.
−Removed: Our P3 Care Model of partnering with local physicians allows patients to maintain their relationship with their existing physicians.
−Removed: We believe this is key to delivering stronger clinical outcomes and support for our patients.
−Removed: Our model deploys care teams for each individual patient to assist in the continuity and coordination of care.
−Removed: This support allows for seamless interactions across multiple physicians and various care settings.
−Removed: Connectivity reduces the risk of unnecessary progression of disease or downstream care, which is evident in our results.
−Removed: We believe our model supports and empowers physicians, care teams, and practices in their transition from a traditional FFS model to a VBC model.
−Removed: Importantly, we enable physicians to implement VBC protocols while maintaining their independence.
−Removed: Additionally, our P3 Care Model leverages an innovative technology suite that provides physicians with the tools to drive better clinical outcomes.
−Removed: Enabling physicians to own much of this process also allows for improved personal satisfaction on their journey to VBC, resulting in our 98% physician retention rate from 2018 through December 31, 2023 on our network of approximately 2,750 physicians as of December 31, 2023.
−Removed: Our model is differentiated in our ability to also partner directly with payors.
−Removed: We have a proven ability to manage medical costs and improve clinical outcomes of our lives under management on behalf of our payor partners.
−Removed: This is evidenced by the receipt of inbound partnership requests from payors to improve growth, quality and profitability in their markets.
−Removed: We believe there is a significant and growing demand from payors as they capitate risk and transition to VBC.
−Removed: Competitive Differentiation
−Removed: Broad delegated care model
−Removed: Under our at-risk model, we are financially responsible for the medical costs associated with our attributed patients across the care continuum.
−Removed: Our broad delegated care model enables us to better manage and control critical aspects of care beyond the PCP office.
−Removed: By taking on additional, delegated services from our payor partners, including networking, credentialing, utilization management and claims processing, we can better control care delivery, align incentives across the care continuum, and ensure that quality care is delivered and paid for in the appropriate care setting.
−Removed: Rapidly scalable, capital efficient model
−Removed: We have demonstrated the rapid scalability of our model with organic average annual revenue growth of 84% from 2018 to 2023.
−Removed: This is in part due to the capital efficiency of our affiliate model and in part due to our ability to grow through multiple channels.
−Removed: Because we primarily partner with physicians and physician groups or payors, we do not need to build brick and mortar clinics or acquire practices to enter a new market;
−Removed: therefore, we require less upfront capital to enter a market and can take the time to establish a market presence and build patient recognition and familiarity as well as other relationships before investing significant funds.
−Removed: While many of our competitors employ the buy / build or joint-venture partnership model, our approach has a minimal “ramp-up” period and thus a faster expected near-term path to profitability.
−Removed: Furthermore, our ability to effectively leverage existing physician bases across the U.S.
−Removed: accelerates our speed to scale.
−Removed: Highly experienced management team
−Removed: Our management team has extensive experience in population health management, the MA space, and leading the transition to VBC throughout the United States.
−Removed: P3 Health Partners Inc.
−Removed: | 2023 Form 10-K | 9
−Removed: Our executive team has worked hard to build cultural alignment around our vision to transform healthcare.
−Removed: Our vision and values are designed to permeate throughout our organization and to be embraced by our employees and partners.
−Removed: Furthermore, our executive team has been thoughtful and strategic about fostering a culture of mentorship to pass on their extensive industry knowledge to future P3 leaders.
−Removed: Virtuous growth cycle
−Removed: Our model incentivizes all constituencies across the care spectrum to work together by aligning incentives directly based on growth, care quality, patient disease documentation, and medical expense improvements.
−Removed: Our model creates better physician economics within their practices.
−Removed: When all constituencies benefit, we all capture the meaningful value generated by the P3 Care Model by improving clinical outcomes and decreasing the cost of care.
−Removed: Our ability to drive savings allows us to continuously innovate, support our physician partners and engage patients on the P3 platform.
−Removed: Our Growth Strategy
−Removed: We intend to utilize our competitive strengths and capitalize on favorable industry trends to increase our footprint within our current markets and across new states and counties to ultimately increase the number of physicians and patients we serve.
+Added: Our Disciplined Growth Strategy
+Added: We intend to utilize our competitive strengths to increase our footprint within our current markets and across new states and counties to ultimately increase the number of physicians and patients we serve while at the same time managing the growth of the business in a disciplined, cost-efficient manner.
+Added: As we grow our network, we conduct periodic strategic reviews of our provider and payor contracts, as a result of which we may elect to periodically exit underperforming provider and payor contracts in an effort to rationalize our network costs.
Additional membership through current relationships.
−Removed: Recent data suggests that the number of Medicare-eligible patients and Medicare Advantage penetration rates will continue to increase in the upcoming years.
+Added: Recent data suggests that the number of Medicare-eligible patients and MA penetration rates will continue to increase in the upcoming years.
We believe that this trend will translate into increased coverage by our current payor partners in our existing markets.
−Removed: As these new patients enroll in Medicare Advantage through our payors, they become attributed to our platform with little incremental cost to us.
−Removed: Furthermore, we believe our physician partners will also increase their patient coverage as the number of available Medicare Advantage lives increases.
+Added: As these new patients enroll in MA through our payors, they become attributed to our platform with little incremental cost to us.
+Added: Furthermore, we believe our physician partners will also increase their patient coverage as the number of available MA lives increases.
We expect to be favorably positioned to benefit from this source of growth, bolstered by the sticky physician-patient relationship and our platform’s ability to assist our physician partners in more effectively managing healthcare quality, patient experience and cost.
Expansion in current markets.
−Removed: Based on our ability to provide a compelling value proposition for physicians looking to shift to value-based care while remaining independent, we believe there is significant opportunity to grow lives in our current markets in Arizona, California, Florida, Nevada, and Oregon.
+Added: Based on our ability to provide a compelling value proposition for physicians looking to shift to value-based care while remaining independent, we believe there is significant opportunity to grow lives in our current markets in Arizona, California, Nevada, and Oregon.
Additionally, we have the opportunity to expand our existing membership base through our payor partners’ presence in our current markets.
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We can facilitate this growth through new payor contracts, new network partnerships via joint ventures or expanding into a new market as part of an existing payor contract.
−Removed: We target entering three to five new markets each year based on this proven strategy.
Execute on accretive acquisitions.
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We currently face competition in every aspect of our business, including in offering a favorable reimbursement structure for existing physician partners and attracting payors and physician partners who are not contracted with us, from a range of large- and medium-sized local and national companies that provide care under a variety of models that could attract patients, providers and payors.
−Removed: Our primary competitors in the population health management space include Oak Street Health, Cano Health and agilon health, in addition to numerous local provider networks, hospitals and health systems.
−Removed: Moreover, large, well-financed payors have in some cases developed their own managed care services tools and may provide these services to their physicians and patients at discounted prices or may seek to expand their relationships with additional competing physicians or physician
−Removed: P3 Health Partners Inc.
−Removed: | 2023 Form 10-K | 10
+Added: Our primary competitors in the population health management space include Oak Street Health, Astrana Health and agilon health, in addition to numerous local provider networks, hospitals and health systems.
+Added: Moreover, large, well-financed payors have in some cases developed their own managed care services tools and may provide these services to their physicians and patients at discounted prices or may seek to expand their relationships with additional competing physicians or physician networks.
Other organizations may also seek to apply specialized services or programs, including providing data analytics or disease-based programs, designed to enable physicians or payors to operate successfully under VBC arrangements.
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Our growth strategy and our business could be adversely affected if we are not able to continue to access existing geographies, successfully expand into new geographies or maintain or establish new relationships with payors and physician partners.
+Added: P3 Health Partners Inc.
+Added: | 2024 Form 10-K | 9
See the section titled “ Risk Factors—Risks Related to Our Business and Industry—We operate in a competitive industry, and if we are not able to compete effectively, our business, financial condition and results of operations will be harmed .”
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By improving employee retention and engagement, we also improve our ability to protect the long-term interests of our stakeholders and stockholders.
−Removed: We invest in our employees through what we consider to be high-quality benefits, various health and wellness initiatives, and
+Added: We invest in our employees through what we consider to be high-quality benefits, various health and wellness initiatives, and social events that bring our employees together to support the communities in which we live and work.
+Added: We believe we offer competitive compensation packages and work to ensure fairness in internal compensation practices.
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| 2024 Form 10-K | 10
−Removed: social events that bring our employees together to support the communities in which we live and work.
−Removed: We believe we offer competitive compensation packages and work to ensure fairness in internal compensation practices.
People join P3 because of our mission:
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Our human capital efforts are supported by our dedicated human resources team.
−Removed: This team supports the business in identifying and recruiting top talent, supporting the onboarding of new hires through an employee orientation program, providing a structured approach to performance management that allows leaders and employees to collaborate to set organizational goals, chart plans, and assign targets such that it becomes a systematic process to achieving goals and objectives and having productive conversations about performance outcomes and career development.
+Added: This team supports the business in identifying and recruiting top talent, supporting the onboarding of new hires through an employee orientation program, providing a structured approach to performance management that allows leaders and employees to collaborate to set organizational goals, chart plans, and assign performance targets such that it becomes a systematic process to achieving goals and objectives and having productive conversations about performance outcomes and career development.
Our talent management framework is designed to help us meet the human capital and business needs within the organization.
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Our efforts to promote a positive employee experience and foster an inclusive culture are further supported and enhanced by local and national in-person and virtual events, including town halls, in-office celebrations and employee activity committees.
−Removed: We have also developed a taskforce that seeks to drive diversity and inclusion efforts, including employee focus groups to encourage participation across the organization.
Government Regulation
Regulatory Licensing and Certification
−Removed: Many states, including Florida, require regulatory approval, including licensure and certification, before establishing certain types of clinics offering certain professional and ancillary services, including the services P3 offers.
+Added: Many states require regulatory approval, including licensure and certification, before establishing certain types of clinics offering certain professional and ancillary services, including the services P3 offers.
The operations of the P3 owned and managed clinics are subject to extensive federal, state and local regulation relating to, among other things, the adequacy of medical care, equipment, personnel, operating policies and procedures, and proof of financial ability to operate.
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P3’s credentialing committee is comprised of a group of multispecialty providers with responsibilities for thoroughly reviewing each P3 provider’s qualifications and credentials.
−Removed: Providers are generally recredentialed every three years or more often if necessary, which is
−Removed: P3 Health Partners Inc.
−Removed: | 2023 Form 10-K | 12
−Removed: consistent with industry guidelines.
+Added: Providers are generally recredentialed every three years or more often if necessary, which is consistent with industry guidelines.
In addition, network providers are required under their participating provider agreements with P3 to have established an ongoing quality assurance program.
Moreover, P3’s contracts may allow P3 to withhold compensation from time to time based upon the providers meeting certain quality metrics, including HEDIS quality measures and care coordination metrics.
+Added: P3 Health Partners Inc.
+Added: | 2024 Form 10-K | 11
State Corporate Practice of Medicine and Fee-Splitting Laws
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Several courts have interpreted the AKS’s intent requirement to mean that if any one purpose of an arrangement involving remuneration is to induce referrals of federal healthcare covered business, the AKS has been violated.
−Removed: P3 Health Partners Inc.
−Removed: | 2023 Form 10-K | 13
The AKS includes statutory exceptions and regulatory safe harbors that protect certain arrangements.
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Failure to meet the requirements of an applicable AKS safe harbor, however, does not render an arrangement illegal.
−Removed: Rather, the government may evaluate such arrangements on a case-by-case basis, taking into account all facts and circumstances, including the parties’ intent and the arrangement’s potential for abuse, and may be subject to greater scrutiny by enforcement agencies.
+Added: Rather, the government may evaluate
+Added: P3 Health Partners Inc.
+Added: | 2024 Form 10-K | 12
+Added: such arrangements on a case-by-case basis, taking into account all facts and circumstances, including the parties’ intent and the arrangement’s potential for abuse, and may be subject to greater scrutiny by enforcement agencies.
The Stark Law prohibits a physician who has a financial relationship, or who has an immediate family member who has a financial relationship, with entities providing designated health services (“DHS”) from referring Medicare and Medicaid patients to such entities for the furnishing of DHS, unless an exception applies.
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Violation of any of these laws or any other governmental regulations that apply may result in significant penalties, including, without limitation, administrative civil and criminal penalties, damages, disgorgement, fines, additional reporting requirements and compliance oversight obligations, in the event that a corporate integrity agreement or other agreement is required to resolve allegations of noncompliance with these laws, the curtailment or restructuring of operations, exclusion from participation in governmental healthcare programs and/or individual imprisonment.
−Removed: P3 Health Partners Inc.
−Removed: | 2023 Form 10-K | 14
Healthcare Reform
In the United States, there have been, and we expect there will continue to be, a number of legislative and regulatory changes to the healthcare system, many of which are intended to contain or reduce healthcare costs.
−Removed: By way of example, in the United States, the Affordable Care Act, as amended by the Health Care and Education Reconciliation Act (collectively, the “ACA”), substantially changed the way healthcare is financed by both governmental and private insurers.
+Added: P3 Health Partners Inc.
+Added: | 2024 Form 10-K | 13
+Added: example, in the United States, the Affordable Care Act, as amended by the Health Care and Education Reconciliation Act (collectively, the “ACA”), substantially changed the way healthcare is financed by both governmental and private insurers.
The ACA required, among other things, CMS to establish a Medicare shared savings program that promotes accountability and coordination of care through the creation of Accountable Care Organizations (“ACOs”).
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It is unclear at this time what the costs of compliance with the new rules will be and what additional risks there may be to our business.
−Removed: P3 Health Partners Inc.
−Removed: | 2023 Form 10-K | 15
Data Privacy and Security Laws
We are subject to a number of federal and state laws and regulations that govern the collection, use, disclosure, and protection of health-related and other personal information, including health information privacy and security laws, data breach notification laws, and consumer protection laws and regulations.
+Added: P3 Health Partners Inc.
+Added: | 2024 Form 10-K | 14
Failure to comply with these laws, where applicable, can result in the imposition of significant civil and/or criminal penalties and private litigation.
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Certain of the states where we currently operate or may choose to operate in the future regulate the operations and financial condition of risk bearing organizations like us and our affiliated providers.
−Removed: By way of example, P3 recently acquired Medcore HP, a licensed health plan under the Knox Keene Act, which subjects the entity to certain capital requirements, licensing or certification, governance controls, utilization review and grievance procedures, among others.
+Added: By way of example, P3 recently acquired Medcore HP, a licensed health plan under the Knox Keene Act, which subjects the entity to certain capital requirements, licensing or certification, governance controls, utilization review, grievance procedures, and reporting requirements among others.
While these regulations have not had a material impact on our business to date, as we continue to expand, for example, through acquisitions or otherwise, these rules may require additional resources and capitalization and add complexity to our business.
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We therefore expect to see higher levels of per member medical costs in the first and fourth quarters.
+Added: See Part II, Item 7.
+Added: “ Management’s Discussion and Analysis of Results of Operations —Key Factors Affecting our Performance—Impact of Seasonality .”
Available Information
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Our website is www.p3hp.org.
−Removed: Under the investor relations page of the Company’s website,
+Added: Under the investor relations page of the Company’s website, ir.p3hp.org, we make available free of charge a variety of information for investors, including our annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, Proxy Statements on Schedule 14A and any amendments to those materials filed or furnished pursuant to Section 13(a) or 15(d) of the Exchange Act, as soon as
P3 Health Partners Inc.
| 2024 Form 10-K | 15
−Removed: ir.p3hp.org, we make available free of charge a variety of information for investors, including our annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, Proxy Statements on Schedule 14A and any amendments to those materials filed or furnished pursuant to Section 13(a) or 15(d) of the Exchange Act, as soon as reasonably practicable after we electronically file that material with or furnish it to the Securities and Exchange Commission (“SEC”).
+Added: reasonably practicable after we electronically file that material with or furnish it to the Securities and Exchange Commission (“SEC”).
The information found on our website is not part of this or any other report we file with, or furnish to, the SEC.
+Added: P3 Health Partners Inc.
+Added: | 2024 Form 10-K | 16
Compared sentence by sentence after normalising whitespace, quotation marks, case and digits, so re-formatting and restated figures do not read as changed language. Wording changes appear as one removal and one addition. The current filing and the prior one are authoritative.