Community moves to integrate doctors

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Long before the new health reform law passed, Bryan Mills, CEO of Community Health Network, declared the hospital chain would turn itself into an accountable care organization by integrating with physicians.

Now that such an idea is codified in law, it’s only fueling Mills’ mission.

Community Health now has about 550 physicians, either on its payroll or committed through integration contracts, who have some of their pay hinge on measures of quality and communication.

Community had a head start on other local hospital systems because it kept the primary-care physician practices it acquired in the 1990s, when the managed care concept (a forerunner of accountable care) was all the rage. Today, those practices employ 200 physicians.

But in less than two years, Community has added another 350 doctors, including specialists in cardiology, pulmonology and diabetes care. Health reform has only fueled the drive for physicians and hospitals to link up, Mills said.

“One of the things that health reform does is, we all look a little prettier to each other than we did a few months ago,” he said in an interview after participating in a panel discussion of health reform at the IBJ Health Care Power Breakfast on Sept. 10. “We’ve brought many, many physician groups on. We’re talking to many others.”

Accountable care could be game changing—but also challenging—for hospitals, Mills said.

Accountable care calls for insurance plans, such as the federal Medicare program for seniors, to pay hospitals and doctors to take responsibility for the total health of a specific population of patients, rather than paying solely based on the volume of procedures they perform. In health care jargon, accountable care seeks to pay according to “capitation” (number of patients) in addition to “fee-for-service.”

The federal Medicare program has proposed contracts with accountable-care organizations that would be paid fees for each service, but would also be offered a bonus if the doctors showed they provided high-quality care and saved Medicare money. Under the health reform law, these “shared savings” contracts will begin in January 2012.

There’s also wide room for doctors to negotiate other payment arrangements around the accountable-care concept, both with Medicare and even more so with private health insurers.

“It’s the fact that we’re responsible for the health and well being of patients, even when they’re not in our facilities. That’s huge. And I’m not sure we’ve all totally committed to the fact that we have to do that,” he said.

One of the biggest ways accountable-care organizations could save money is to reduce patients’ need to be hospitalized. Skeptics think hospital chains are unlikely to aggressively reduce hospital visits. But Mills disagreed.

“As a health system, six times as many patients go into facilities that we own that are not a hospital every day than go into that hospital. And most patients that go into a hospital are not financially viable for us,” Mills said. “So we don’t have the incentives that a lot of people believe we do to have patients in the hospital.”

Mills expects accountable care to succeed where managed care failed because there’s a greater focus on quality with accountable care, whereas managed care turned into a drive merely to cut costs.

“The question is going to be, will we be better at doing the right thing for the patient than the HMO companies were in the past?” he said. “We believe we will be, because the issue is, we’re going to put in place adherence to quality standards that we now have an objective to include.”


  • BSN
    What about patients with progressive disease who choose not to manage their illness? I'm thinking of diabetics & congestive heart failure patients. Will HCO continue to be able to treat them if they don't follow recommended treatment plans or will they be denied treatment?
  • Supply and Demand Dynamics
    How will ACOs reduce costs? By managing to actuarial targets and understanding the supply and demand dynamics. More at http://www.healthcaretownhall.com/?p=2984
  • The Big Glitch
    It all sounds good on the surface but there still are problems. My health insurance allows for preventive care at no co-pay. This includes routine exams like prostate and colon exams. But when Community Hospital refuses to put the code for preventive care on the paperwork because hosptial clerics tell me "all tests are diagnostic". There is something wrong with the system. Even after contacting everyone including the doctors, and Community's billing office of the "error" they refused to do anything about it. I can only assume that they get more money from the insurance companies (and me) if they refuse to classify it as preventive.

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  1. Liberals do not understand that marriage is not about a law or a right ... it is a rite of religous faith. Liberals want "legal" recognition of their homosexual relationship ... which is OK by me ... but it will never be classified as a marriage because marriage is a relationship between a man and a woman. You can gain / obtain legal recognition / status ... but most people will not acknowledge that 2 people of the same sex are married. It's not really possible as long as marriage is defined as one man and one woman.

  2. That second phrase, "...nor make or enforce any law which shall abridge the privileges or immunitites of citizens..." is the one. If you can't understand that you lack a fundamental understanding of the Constitution and I can't help you. You're blind with prejudice.

  3. Why do you conservatives always go to the marrying father/daughter, man/animal thing? And why should I keep my sexuality to myself? I see straights kissy facing in public all the time.

  4. I just read the XIV Amendment ... I read where no State shall deprive any person of life, liberty, or property ... nor make or enforce any law which shall abridge the privileges or immunitites of citizens ... I didn't see anything in it regarding the re-definition of marriage.

  5. I worked for Community Health Network and the reason that senior leadership left is because they were not in agreement with the way the hospital was being ran, how employees were being treated, and most of all how the focus on patient care was nothing more than a poster to stand behind. Hiring these analyst to come out and tell people who have done the job for years that it is all being done wrong now...hint, hint, get rid of employees by calling it "restructuring" is a cheap and easy way out of taking ownership. Indiana is an "at-will" state, so there doesn't have to be a "reason" for dismissal of employment. I have seen former employees that went through this process lose their homes, cars, faith...it is very disturbing. The patient's as well have seen less than disireable care. It all comes full circle.