In Miami, a new healthcare model — the ACO —
rewards physicians for patient health, controlling costs
After suffering two heart attacks within one month in 1997,
Robert Rivera sees a cardiologist regularly, and a nephrologist for
an unrelated kidney disorder. But itfs his primary care physician,
an internist, whom Rivera trusts most.
gI wouldnft change him for anything in this world,ff says Rivera,
71, who lives in South Miami-Dade County and works in the financial
industry. gHe sees me every three to four months, and hefs been
doing this for 16 years.ff
Rivera, a Medicare beneficiary, coordinates all of his medical
care through his internist, who referred all the specialists, and he
now receives the kind of comprehensive treatment that he never
experienced before the two heart attacks, including regular
preventive screenings, management of his blood pressure and
cholesterol levels, and convenient access to his doctors.
In concept, the coordinated medical care that Rivera receives is
nothing new, containing some of the familiar components of
traditional health maintenance organizations, such as reducing
unneeded medical procedures and careful selection of providers who
will work for pre-negotiated rates.
But Riverafs doctor belongs to a group that has applied to become
an accountable care organization or ACO — a creation of the
Affordable Care Act that policy makers say will improve the quality
of medical care and lower costs by financially rewarding providers
who can demonstrate that they keep their patients healthy at less
expense.
The aim is to reform a system in which many healthcare providers
— physicians, hospitals and insurers — have largely failed to
coordinate care for patients because they were not paid based on a
patientfs health outcome but instead for each procedure performed,
often leading to higher costs and inefficiencies.
Like HMOs
In many respects, ACOs resemble HMOs, with the most significant
difference for the provider being that payment is tied to patient
health and operational efficiency. Patients in ACOs also can see
providers outside of their network, unlike HMOs.
HMOs make money by managing healthcare in one of two ways: either
they spend less on healthcare than the fixed amount of dollars that
they receive per year for each patient, or they limit treatments,
visits to specialists and other care through strict review
processes.
ACOs will make their money by meeting benchmarks for healthcare
quality, focusing on prevention and managing patientsf chronic
diseases while lowering costs with fewer hospital admissions and
redundant tests and treatments.
A key point: The more providers keep their patients healthy and
out of the hospital, the bigger the bonus the providers are likely
to receive.
But if patients undergo unnecessary or duplicate tests and
treatments, or fail to take medicines, or donft receive follow up
care, then the ACOs will eventually be penalized and share in the
losses.
gItfs an entrepreneurial kind of concept,ff said Judy Goodman, an
attorney who teaches healthcare law at Florida Atlantic University.
Hospitals, physician groups, insurers and even Walgreens have
raced to create ACOs, not only for Medicare beneficiaries but for
patients with private insurance.
A large specialty physician group also can become an ACO on its
own and work with a hospital. In other cases, hospitals are buying
up physician practices so they can create their own networks.
Rivera is a patient of PrimeHealth Physicians, which applied for
federal approval as an ACO in July. A decision from the federal
Centers for Medicare & Medicaid Services is expected in the
fall.
The group of 30 physicians — 26 are co-owners — was created by
Riverafs primary care physician, Dr. Diego Saavedra, who said he
wants to remain independent rather than be forced into a hospital
network or another ACO.
gWe just donft want to get swept up and let big institutions
decide when and where and how we should deliver care,ff said
Saavedra, chairman of the PrimeHealth network that includes 18
doctorsf offices from downtown Miami to Homestead, with most of the
physicians located in Kendall.
Nationally, there are about 250 ACOs that participate in
Medicarefs shared savings program, with 28 of those organizations
based in Florida, though ACOs from different states also serve
beneficiaries in the Sunshine State.
Florida is a natural for ACOs, Goodman said, given the statefs
large population of elderly residents, and because in order to
qualify as an ACO, a group must agree to manage the healthcare needs
of at least 5,000 Medicare beneficiaries
The concept is especially important for patients in Miami, where
the average Medicare beneficiary has close to the countryfs highest
costs. Studies by Dartmouth Atlas researchers have shown that
Miamifs Medicare beneficiaries frequently receive duplicate tests
and treatments from specialists who failed to coordinate care.
ACOs may help limit such overuse of tests and treatments by
relying more heavily on electronic medical records to improve
communication among providers and patient; and by changing the way
physicians and other providers are reimbursed, from a
fee-for-service model that pays for each individual medical
procedure, to bundled payments to be split by doctors, hospitals and
other caregivers.
Goodman, the FAU healthcare law teacher, anticipates that
dividing that pie will test the commitment of all the providers
involved to coordinate patient care and continue as an ACO.
gThatfs the rub,ff she said. gYoufve got to get people to play
well together.h
Saavedra said he welcomes the change in payment system because
the fee-for-service model pressures physicians to increase volume,
which can affect the quality of care, whether itfs reducing the time
doctors spend with patients in the examination room, or failing to
provide incentives for physicians to follow up.
gTherefs a breaking point there where your quality suffers,ff
Saavedra said. gYou canft see 70 patients a day and practice good
medicine.ff
Saavedra said he and two other physicians who share an office
typically see 20 to 25 patients a day.
Start-up costs include significant investment in computers and
software to manage electronic medical records that will allow
physicians to collaborate, and the groups to report data on costs
and patient health as required by Medicare.
Cesar Ortiz, chief executive of PrimeHealth, said one big
difference between the HMOs introduced about 20 years ago and the
new ACOs is the technology to hold providers accountable for the
coordinated care.
All of the physicians in PrimeHealth have agreed to share their
back office infrastructure, he said, spreading the cost among the
group.
With integrated medical records and a goal to coordinate patient
care, Ortiz said, the ACO concept will give primary care physicians
a chance to reclaim a leading role in healthcare, as opposed to
specialists driving the care.
gWe saw a small window of opportunity for the primary care
physician to go back to center stage,ff he said, adding that the
group has identified ga lot of low-hanging fruitff in the ACO
concept, such as opportunities for managing chronic diseases, and
even delivering care to patients at home.
Though groups of specialists also have formed ACOs, Saavedra said
he believes that many patients seek the care of specialists when a
primary care physician will do.
gMy experience is that sometimes people think, eI need to see a
cardiologistf,ff he said, gand my question to them is, eDo you have
heart disease?f Their answer is, eNo. I donft. But I want to make
sure I donftf.ff
Physicians in the PrimeHealth group will provide extended care
hours, weekend hours, home visits, nursing home visits and
hospitalist services. And the group will use economies of scale to
find savings on everything from medical supplies to office
equipment.
gWefre able as a large group to negotiate better rates,ff said
Ortiz, who added that PrimeHealthfs goal is to bring 75 physicians
into the group, with 50 by summerfs end.
While ACOs are intended to improve quality and lower costs,
though, itfs important to remember that the groups are still an
experiment, said Goodman, the FAU teacher.
gThe jury is still out as to whether doctors and providers with
different incentives in mind can, in fact, collaborate,ff she said.
gItfs an experiment.ff
As with any experiment, Goodman said, there are risks of failure.
Ortiz said the process of merging dozens of independent physician
practices under a single entity — with one human resources
department, one billing system and shared systems for electronic
medical records and data gathering — must be done seamlessly or risk
failure.
gIf we donft do it the right way,ff he said, gwe could implode.ff
Goodman said her concerns include the incentive for hospitals and
providers to consolidate into ever larger groups, which could run
afoul of anti-trust laws or encounter other legal barriers.
gEconomies of scale get better the larger you get,ff she said,
gand you can be more experimental if you have a lot of economies of
scale to work on.ff
Already, there is evidence that ACOs have helped slow increases
in medical costs and reduced emergency room visits. But they also
appear not to be for everyone.
This week, federal health officials reported on the results of 32
organizations selected in April 2012 to participate in the Pioneer
ACO model, which was designed for groups already experienced with
coordinated care.
According to the Centers for Medicare & Medicaid Services,
the program showed improved patient health and lowered costs.
For the more than 669,000 Medicare beneficiaries who
participated, costs grew by 0.3 percent in 2012 compared to costs
for similar Medicare beneficiaries that grew by 0.8 percent during
the same period.
But nine of those 32 organizations also announced their intention
to leave the program after the first year of the three-year program,
which was voluntary. Seven of those nine will participate in the
Medicare Shared Savings Program, another ACO model with less risk of
losses.
Of the 32 ACOs participating in the Pioneer model, 13 produced
shared savings with the government, generating gross savings of
$87.6 million in 2012.
The ACOs earned over $76 million by providing the coordinated
care called for under federal healthcare reform, according to the
government report. Two had shared losses totaling about $4 million.
Savings were driven, in part, by reductions in hospital
admissions and readmissions. Patient satisfaction measures also
showed high ratings for ACOs.
Now, private insurers are ramping up their ACO efforts.
In July, the nationfs largest private healthcare insurer,
UnitedHealth Group, Inc., announced that within five years it will
more than double payments to physicians tied to ACOs.
The insurer said its ACO contracts have led to the increased use
of less-costly generic prescription drugs, a higher survival rate
for transplant patients, and fewer emergency room visits and days
spent in the hospital for its clients.
The news is significant for the healthcare industry because
UnitedHealth has ACO contracts with about 575 hospitals, more than
1,000 medical groups and 75,000 physicians around the country —
spending about one-fifth of its reimbursement expenditures, or about
$20 billion, on ACO programs in 2012.
UnitedHealth, which began working on such value-based contracts
in April 2010, said it expects to spend about $50 billion under ACO
contracts by 2017.
Saavedra, the internist who launched PrimeHealth, said hefs
enthusiastic about the attention he now receives from insurers since
announcing his intention to create an ACO. He says he has more
leverage to negotiate rates with insurers, and push for the
healthcare he feels his patients deserve.
But Saavedra is careful to note that ACOs are not a magic pill
that will dramatically shift the balance of power in healthcare.
He just wants to practice medicine, he said, and feel good about
helping patients lead healthy lives.
gWefre trying to find something where the parties involved all
benefit,ff he said. gIfm not looking to punish anybody. I have no
expectation of becoming wealthy beyond my wildest dreams. But I am
looking forward to coming to work every day, and enjoying what I
do.ff
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