Tuesday, October 15, 2013

Aetna Announces Major Expansion Of Medicare Advantage Network

by MATTHEW STURDEVANT
Aetna is expanding its network of doctors to treat Medicare Advantage customers into new territory, growing its geographic reach and physician base in 22 states, including Connecticut.
The expansion applies to more than 450,000 people in the U.S. who have Aetna’s employer-sponsored Medicare Advantage group health plans, which some businesses offer to their retirees. Aetna also has about 480,000 customers in its individually sold Medicare Advantage plans, for which there will be a network change announced in the near future, the company said.
Aetna and other health insurers have made major investments in recent years to bolster their services for Baby Boomers, who are increasingly reaching the Medicare eligibility age of 65.
The announcement Monday comes less than two weeks after one of Aetna’s major competitors, UnitedHealthcare, sent notices to Connecticut doctors saying they have been cut from the company’s Medicare Advantage network for next year. A UnitedHealthcare spokesman on Friday said the network cuts will “ultimately provide better outcomes for people in Connecticut while we and others manage through the severe government funding cuts in Medicare Advantage.”
Aetna said it is growing its network of doctors by 59 percent next year and expanding its territory from 442 counties to 703.
The expanded territory includes 87 additional counties in Texas — about one third of the state’s total. Aetna is broadening its Medicare Advantage reach by 49 counties in Indiana; 43 counties in Georgia; and 22 counties in Illinois.
The Hartford health insurer also is adding doctors to its networks in Arizona, Connecticut, Kentucky, Maine, Maryland, Michigan, Missouri, New Mexico, New York, North Carolina, Ohio, Oklahoma, Pennsylvania, Rhode Island, Tennessee, Virginia, Washington and Wisconsin.
“We’re very excited about this network expansion, which is one of our biggest ever,” Nancy Cocozza, president of Medicare Business for Aetna, said in a prepared statement. “Strengthening our network in group Medicare is important as it enables nationwide coverage for large, national employers, and it lets retirees continue receiving care from doctors they used and trusted while they were employed.”
The open enrollment period for Medicare plans starts Tuesday and ends Dec. 7. In addition to Medicare Advantage, Aetna has about 341,000 customers of its Medicare Supplement plans. Separately, the insurer also sells stand-alone prescription drug plans to Medicare-aged customers.
Medicare is federal government-funded health insurance primarily for people 65 and older. Medicare Advantage is a version of Medicare Parts A and B, hospital and medical coverage, administered by private insurers. The insurers are paid by the federal government to provide coverage. Often, private insurers compete for market share by offering additional benefits, such as discounts on dental coverage, eyewear or hearing-aid services, in addition to exercise programs or gym memberships.
UnitedHealthcare Cuts Back
Last week, the Fairfield County Medical Association said doctors were calling the organization to say they received letters notifying they had been cut from UnitedHealthcare’s network. The association says UnitedHealthcare is cutting 810 primary care physicians and 1,440 specialists. The insurer declined to say how many doctors have been cut, but UnitedHealthcare has said it will have an adequate network that includes more than 1,500 primary care physicians and more than 4,000 specialists.
UnitedHealthcare’s decision drew criticism from the Connecticut State Medical Society, American Medical Association, U.S. Sen. Richard Blumenthal, D-CT, and U.S. Rep. Joe Courtney, D-2ndDistrict. State Attorney General George Jepsen inquired on Friday about the matter, though Jepsen’s  spokeswoman said Medicare Advantage is a federally regulated matter.
Many of the questions about UnitedHealthcare’s decision to cut its network can only be answered by the federal Centers for Medicare & Medicaid Services, which manages Medicare Advantage. However, a federal government shutdown has left most of the federal Medicare employees furloughed.

Robstown Doctor Accused of Medicare and Medicaid Fraud


Posted: Oct 14, 2013 2:26 PM by Jessica Holley - jholley@kristv.com 
Updated: Oct 14, 2013 7:05 PM
 Robstown Doctor Accused of Medicaid Fraud
  •  Robstown Doctor Accused of Medicaid Fraud
  •  Robstown Doctor Charged with Billing Fraud- KZTV


ROBSTOWN - A Robstown doctor is facing nine decades behind bars after a Grand Jury indicted him on nine counts of Medicare and Medicaid fraud and five counts of mail fraud and identify theft.
Authorities on Friday arrested Dr. Roque Ramirez, owner of Calallen-based Health Resolutions Inc., and charged him with filing 4,970 false claims over a three and a half year period starting in December, 2008.
The Texas Attorney General's Office says the claims were worth more than $1.4 million and that in some instances, the doctor filed claims for dead patients.
Officials say Ramirez was also out of the state and country on the days he wrote on the forms. The indictment says his billing, in some cases, would have required him to work more than a 24 hour day.
Ramirez will be arraigned Wednesday morning at the Federal Courthouse. He asked the court to provide him an attorney.
No one answered the door to his home, listed in Robstown, on Monday and his clinic was vacant.

Pay For Hospital CEOs Linked More To Technology, Patient Satisfaction Than Quality, Study Finds


OCT 14, 2013
What do hospital boards value in a chief executive? A new study of CEO pay at nonprofit hospitals finds that executives at institutions that have a lot of fancy medical technology and high patient satisfaction are paid more than their peers. But running a hospital that scores well on keeping more patients alive or providing extensive charity care does not translate into a compensation bump.
"The finding on quality is disappointing: It says that most boards are more focused on the fanciest technology around," said Dr. Ashish Jha, a professor at the Harvard School of Public Health and one of the study’s authors. "This paper suggests that maybe we need to pay a little more attention to other more important outcomes, such as whether your patients are dying at a high rate or not."
CEOs of technology-laden nonprofit hospitals earned on average $136,000 more than those with little advanced machinery, according to the study published Monday in the journal JAMA Internal Medicine. CEOs at places with high patient satisfaction scores earned on average $52,000 more than those with poor reviews.
The study found no difference in CEO compensation depending on publicly available measures of quality, including mortality rates, readmissions rates and how consistently hospitals followed a number of publicly reported guidelines for recommended care. This results are in line with a report last year that focused on New Hampshire hospitals and also found no relationship between CEO pay and quality of care.
For some time, nonprofit hospitals have been under scrutiny for paying lavish salaries to CEOs while giving little back to their communities. Dr. Karen Joynt, the study's lead author, said that since nonprofit hospitals do not have to pay any property taxes, the researchers wanted to see if there was any evidence hospital boards gave financial rewards to CEOs to provide more charity care, such as treating lots of low-income patients and discounting or waiving bills for those who had trouble paying. "We didn't see a signal at all," she said.
The study is the first to use federal tax returns of hospitals to assess CEO pay and the factors that are associated with it. The researchers examined records for 2,581 hospitals, more than 98 percent of private nonprofit hospitals. For-profit hospitals, which are a minority of America’s acute care hospitals, were not included in the analysis. The analysis identified 1,877 executives, with some running more than one hospital.
The researchers compared the highest performing hospitals with the lowest performing hospitals after adjusting for all other factors, such as the size, whether the hospital was located in an expensive part of the country and whether it was an academic medical center or community hospital. They also adjusted for CEOs who ran more than one hospital.
The average CEO compensation was $595,781 in 2009, the most recent year for which the tax returns were publicly available when the study began. As would be expected, the study found that CEOs who ran bigger hospitals were paid more -- an average of $550 more per bed. CEOs of academic medical centers were paid $425,000 more than CEOs running nonteaching hospitals.
The researchers employed a technology index that assessed the number of advanced machines such as MRIs and positron-emission technology, also called PET scans. The index also factored in whether the hospital performed complex operations such as transplants and open-heart surgery. The researchers divided the hospitals into four groups, based on this index. The average CEO compensation at hospitals in the group with the most technology—after all other factors were taken into account —was $664,000, while the average compensation for CEOs at hospitals in the group with least amount of sophisticated technology was $528,000, 26 percent lower.
Dr. Warren Browner, the CEO of the California Pacific Medical Center in San Francisco, questioned the paper’s conclusions in a commentary that the journal also published. He wrote: "Their conclusion that advanced technology drives CEO pay might be right, but an observational design cannot rule out alternatives, such as CEOs at fancier hospitals earn more because they are worth more, or because the members of the board compensation committees at glitzy hospitals are more accustomed to higher incomes."
Browner disputed the researchers' suggestion that hospital boards need to place more emphasis on quality when setting compensation, saying that already is a widespread practice. He suggested that hospital boards may be judging CEOs using internal metrics that are different than those available to the Harvard researchers.
The researchers acknowledged that possibility, but said that the public measures, such as mortality, should be relevant in assessing any hospital leader. "It's hard to argue that death rates after a heart attack don't matter," Jha said.
They found that on average, the group of hospitals with the highest patient satisfaction scores paid their CEOs nearly $626,000 while CEOs of hospitals in the group with the lowest scores earned $574,000. Patient satisfaction is considered one marker of quality, although there is disagreement about how much it is influenced by extraneous factors such as the lavishness of the hospital facilities.
Browner wrote that it would not be surprising if hospitals used the public patient satisfaction measures as a metric, but wrote that it was “unclear” whether those reflect medical quality. "Indeed, at our hospital, overall patient satisfaction is markedly higher among those who were in private rooms," he wrote. "So, too, is their satisfaction with the physicians, nurses, tests and treatments, and even the food! Talk about a halo effect."


Alabama Pain Center undergoing months-long audit to close Nov. 15 unless Medicare payments resume

Alabama Pain Center
The Alabama Pain Center on 600 Whitesport Drive. S.W. in Huntsville. (Lucy Berry | lberry@al.com)
Lucy Berry | lberry@al.comBy Lucy Berry | lberry@al.com 
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on October 14, 2013 at 6:34 PM, updated October 14, 2013 at 6:51 PM
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HUNTSVILLE, Alabama – The suspension of Medicare payments in late August and a dwindling supply of financial reserves will force the Alabama Pain Center to close its doors Nov. 15 unless payments resume, the clinic announced late Monday afternoon.
The Alabama Pain Center, which operates clinics on 600 Whitesport Drive. S.W. in Huntsville and 1701 Main Ave. S.W. in Cullman, plans to meet with patients and their families from 6-8 p.m. Tuesday at Trinity United Methodist Church to discuss anongoing audit of their Medicare accounts by AdvanceMed, a Zone Program Integrity Contractor.
Since January, AdvanceMed has conducted an audit of the pain clinic. Officials were informed in late August that all Medicare payments to the clinic would be suspended while the review continued. Despite presenting evidence that "the clinic has been adhering closely to all appropriate guidelines provided to them by CMS," officials said the outside contractor conducting the audit on behalf of CMS/Medicare chose to stop payments anyway.
The Alabama Pain Center, which receives about 80 percent of its total revenue from Medicare, filed a rebuttal of the auditor's decision to suspend payments in September. The clinic learned last week that CMS/Medicare dropped all but one claim against the pain center but did not lift AdvanceMed's order to stop Medicare payments.
Dr. Dean Willis, chief medical officer and founder of the Alabama Pain Center, said he will continue to appeal the decision, but that process could take more than a year. The Alabama Pain Center, which serves more than 2,700 patients and employs 124 staff members, only has enough reserves to continue operating through November.
"We are bitterly disappointed that this action by CMS and AdvanceMed will force our clinic to close resulting in the inability for our patient's (sic) to receive the care they need," he said in a written statement. "For over 20 years, the one goal of the Alabama Pain Center has been to provide the highest quality state of the art treatments for the thousands of patients who have come to us for help from across our region. It is heartbreaking that this action will no longer allow us to achieve that goal."
Attempts to reach NCI, which acquired AdvanceMed in 2011, on Monday afternoon were unsuccessful. Serving CMS/Medicare since 1999, AdvanceMed is an integrity services provider based in Virginia that works to detect and prevent fraud, waste and abuse in healthcare programs in 38 states.
Willis said Alabama Pain Center patients and staff will continue to work with the Congressional Delegation to stop this decision, and officials are preparing an appeal "based on the danger to life and health that closure of this practice presents to patients." On Tuesday, the Medical Association of the State of Alabama will meet to discuss what options are available to keep the pain center open.
Approximately 322 patients who have received customized spinal medication through the clinic's implantable pain pump therapies will be most affected by the closure.
"They depend on it in order to perform normal daily activities like walk, stand, sit and smile," an announcement said. "These patients are among the most severe of chronic pain sufferers. Each of them have received care from multiple other physician specialists and have tried many other pain therapies, including pain medications, pain blocks, counseling, physical therapy and surgery with no relief."
Willis said the impending closure of the clinic because of a "misguided, bureaucratic review like this" has been upsetting to his staff.
"It is still my hope and my prayer that someone at CMS will put the needs of these patients first," he said. "These patients truly are our family and it is heartbreaking to our entire staff that a misguided bureaucratic review like this can needlessly cause them such pain and suffering. As always, we welcome any audit or review and will participate willingly just as we have done for each of the seven previous reviews. Our desperate plea is for Medicare to allow us to continue the excellent care we have been providing for these past 26 years while this review continues."
During the last five years, the clinic has been audited by three different government agencies or contractors, and none of the reviews resulted in negative findings, the Alabama Pain Center told AL.com in September.

http://www.al.com/business/index.ssf/2013/10/alabama_pain_center_undergoing.html

Monday, October 14, 2013

Late Mountain Home Doctor May Have Crafted Largest Medicare Fraud in State's History: $14.7M


If Dr. Stacey M. Johnson of Mountain Home had not died earlier this year at 63, he likely 
would have been charged with overbilling Medicare by $14.7 million, according to a criminal 
investigator’s affidavit that was recently made public.
Johnson’s medical career ended in 2009 when the Arkansas State Medical Board pulled his
 license for recklessly running too many tests on patients. Now the U.S. Attorney’s Office for
 the Western District of Arkansas is in the process of recovering money from what may be the
 largest Medicare fraud in the state’s history.
On Sept. 20, the U.S. Attorney’s Office filed a civil forfeiture lawsuit in an attempt to seize 
Johnson’s ex-wife’s Mountain Home mansion, which prosecutors said was paid for with 
proceeds from the Medicare fraud. Johnson’s ex-wife, Cynthia Johnson, paid $600,000 to 
settle the lawsuit and keep the property. The case was closed Oct. 4.
Cynthia Johnson told Arkansas Business last week that she had been given immunity from
 criminal prosecution and was scheduled to meet with federal investigators on Oct. 10.
She said she didn’t believe her former husband committed Medicare fraud.
“I worked in the office for 28 years with him, and he did not overbill Medicare,” she said. 
“He didn’t even pay attention to what was being billed. He was simply the physician and he 
did what he felt was right for the patients.”
Others disagree.
Conner Eldridge, U.S. attorney for the Western District of Arkansas, told Arkansas Business
last week that recovering more assets is “an ongoing effort.”
“We are serious about trying to do all we can to locate those funds or assets,” he said. “There 
are a number of assets that we’re taking a look at.”
He wouldn’t say whether anyone would be charged. “It’s an ongoing investigation,” he said.
Dr. Johnson was allowed to continue practicing despite signs and allegations of over-testing 
dating back for years.
“It’s a serious Medicare fraud case,” said Eldridge, who was appointed U.S. attorney at the
end of 2010. “So when you look at the amounts of overbilling and the amounts of money that
was sought and obtained for Medicare for tests that were not medically necessary, it’s pretty 
astounding.”
While fraud against government insurance programs can come at any level, the fraud that is
prosecuted tends to be by providers rather than beneficiaries. For instance, of the seven cases
of fraud against Medicaid, the joint federal and state insurance program for the poor, that
Arkansas Attorney General Dustin McDaniel has announced since May, only one alleges fraud
by a beneficiary.
‘Lifelong Dream’
Born Oct. 20, 1949, in Alma, Ga., Stacey Johnson’s “lifelong dream was to become a physician,” 
according to the obituary posted online by Roller Funeral Home in Mountain Home.
After receiving his medical degree from Tulane University in New Orleans in 1975, Johnson 
completed a residency program in internal medicine and then a fellowship in cardiology in
Dallas. Stacey and Cynthia Johnson met in Texas and were married in 1976. After he 
completed his training, they started looking for a place to practice. He wanted to live in a 
small town and she wanted to live on a lake. They found the right combination in Mountain 
Home, Cynthia Johnson said.
In 1980, Dr. Johnson started his private practice in internal medicine and cardiology and 
opened the Physicians’ Medical Center of the Ozarks in 1982.
The first signs of trouble surfaced between 1985 and 1990, when Dr. Johnson was counseled 
by Medicare “for conducting excessive tests on patients,” Cynthia Johnson told investigators 
in 2010, according to an affidavit filed in the forfeiture case by Thomas Kowalski, a special 
agent with the Department of Defense’s Office of Inspector General.
She told Arkansas Business that questions about over-testing dogged Dr. Johnson for years.
“There were times when I would say to him, ‘Stacey, can you just not order quite so many 
follow-up tests,’” Cynthia Johnson said last week. “And he would look at me and say, ‘Are 
you the doctor?’”
She said he didn’t order the tests for the money. Instead, Cynthia Johnson told Kowalski in 
2010, Dr. Johnson had an undiagnosed disorder that caused him to attempt to find anything
that could be wrong with a patient.
The early 1990s was a rough time for Dr. Johnson. The first of what would be more than two 
dozen complaints involving over-testing was filed against him at the state Medical Board, 
though no action was taken against him for many years.
He also struggled with alcoholism. In 1991, he spent four to five months in an alcohol and drug rehabilitation program. (Johnson revealed the treatment in a statement filed with the Medical 
Board, but it is unclear whether he was forced into the program or went voluntarily.)
Doctors’ Concerns
Cynthia Johnson told Arkansas Business that other cardiologists who worked for the hospital
 in Mountain Home, Baxter Regional Medical Center, didn’t like her husband because he was 
competition.
She said that in the early 2000s, the doctors tried to have his privileges revoked at the 
hospital and conducted a scathing review of his work.
In 2003, Cynthia Johnson hired Dr. J. David Talley of Paducah, Ky., to review Dr. Johnson’s 
files that the other hospital doctors had inspected. Talley’s report, which Cynthia Johnson 
provided to Arkansas Business, found no fault with Dr. Johnson’s work.
“It appears that Dr. Johnson is a caring cardiologist who pays attention to patients’ symptoms 
and wants to make a diagnosis and an appropriate treatment plan,” Talley wrote. “I personally
find this refreshing.”
A Baxter Regional Medical Center spokeswoman said last week that Johnson was a member
of the hospital’s medical staff in good standing until he lost his license in 2009.
In 2003, Dr. Johnson decided to expand his medical office to include a blood lab, nuclear 
cardiology, imaging and outpatient surgery.
“I was aiming for better care for my patients in an environment that I could have more 
control,” he wrote in a 2011 application to recover his medical license. “I wanted to break 
even and make a living, but we gave out a lot of free care.”
The 19,000-SF, three-story building opened in 2004 and cost about $11 million. The building 
was attached by a covered walkway to his medical clinic. He also used the third floor of the 
building as an apartment. The expansion helped Johnson’s billings balloon from $2.6 million in 
2003 to $8.6 million in 2006. But the increased billing raised red flags.
An ‘Aberrant’ Biller
In 2006, in an attempt to root out fraud, the Centers for Medicare & Medicaid Services hired 
AdvanceMed Corp. to analyze Medicare billings by providers in Arkansas, Louisiana and 
Oklahoma for 2003-05.
The analysis ranked Johnson as the most “aberrant” biller among cardiologists in Arkansas. 
That sparked a full investigation, which was launched on July 25, 2006.
AdvanceMed’s year-long review found problems with more than 90 percent of his billing.
It said Johnson performed 115 unnecessary heart catheterizations between 2004 and 
June 30, 2006. Nearly 80 percent of the 822 claims he submitted during that period were
denied because the documentation didn’t support the medical need for the procedure billed.
AdvanceMed wasn’t alone in its analysis. In 2007, Pinnacle Business Solutions Inc., which is 
contracted by CMS to pay Medicare claims, became alarmed by Dr. Johnson’s claims, finding 
that between April and September 2006, he was the No. 1 biller in the country for two 
procedures involving catheter placements.
Those findings were forwarded to the Office of the Inspector General for the U.S. Department 
of Health & Human Services, which started an investigation in August 2008 and found even 
more questionable billings, Kowalski’s affidavit said. After looking at the periods between 
Jan. 1, 2004, and June 30, 2006, and Jan. 1, 2007, through June 26, 2009, “an established 
Medicare overpayment to Johnson was calculated as” $14.7 million, Kowalski’s affidavit said.
A U.S. attorney — Kowalski’s affidavit didn’t say which one — hired Dr. Maan Jokhadar of 
Atlanta to look over the medical records of six of Johnson’s patients.
Jokhadar found “Dr. Johnson’s documentation was voluminous, repetitious and overall poor 
in quality,” Kowalski wrote. “Documentation focused on patients’ social and family situations, 
and rarely elaborated on symptoms or complaints presented by the patients.”
Jokhadar also found that Johnson ordered a number of tests that weren’t medically 
necessary, while other tests were just duplicates of previous tests.
Meanwhile, patient complaints were stacking up against Johnson at the state Medical Board. 
And his marriage to Cynthia was falling apart. She told Arkansas Business that he left her for 
a younger woman. He fired Cynthia from her job at his practice and filed for divorce on the 
same day, Jan. 13, 2009.
‘Potentially Dangerous’
On March 31, 2009, Principal Life Insurance Co. of Des Moines, Iowa, which had policyholders 
who were treated by Johnson, filed a complaint with the Arkansas State Medical Board. It said 
Dr. Johnson’s “excessive testing both invasive and noninvasive is not within the standard of 
care and potentially dangerous to the patient.”It also said that after reviewing 10 medical records of Johnson’s patients, it “identified, what we feel, are serious concerns regarding the outcome of those reviews.”
The concerns were that the tests performed “are far in excess of what is justified by the patient’s problems,” the letter said. And many of the tests posed “significant unnecessary risks to the
patients,” the letter said.
In 2009, the Medical Board had other doctors review Johnson’s patient files. What they found 
troubled them. Dr. Donald Meacham of Little Rock told the board that a 39-year-old patient had 92 
tests, of which only six were appropriate.
“I believe this does rise to the level of gross negligence or ignorant malpractice,” Meacham wrote.
The board found that Johnson’s behavior “is a danger to the public health, safety, and welfare” 
and issued an emergency order of suspension on Aug. 17, 2009. He would try but would never 
get his license back.
‘I Greatly Miss Medicine’
While investigators continued to look into Johnson’s overbilling, he was devastated by the loss 
of his practice.
“I greatly miss Medicine,” Johnson wrote in an April 2012 letter to Dr. Bob Cogburn of 
Mountain Home, a member of the Medical Board. “Medicine is the only thing I know how to do. … 
I hate to see 13 years [of] training and 29 years [of] experience go down the drain.”
Apparently, the more than $8 million Johnson received in the form of salary, dividends and other 
income between April 1999 and January 2009 was gone.
In his letter to Cogburn, Johnson blamed his financial troubles on his ex-wife, who he said 
used his money “to build her ostentatious lake house, and left me and my Practice in heavy
debt. I will soon need to go on public relief or get a job at McDonalds; is this something you 
want to see happen to a fellow physician?”Cynthia Johnson said that after he lost his license, 
her ex-husband didn’t take care of himself, smoking and eating too much.And investigators 
were closing in.
Federal agents were pursuing criminal charges for wire and health care fraud and a civil 
forfeiture of assets, Special Agent Kowalski said in his affidavit.One person close to the case 
who asked not to be named said a federal grand jury had been called and Dr. Johnson 
was likely to be indicted.
But that didn’t happen. On March 5, he died of natural causes.

Friday, October 11, 2013

Private Practice: The End of an Era or a Value Added Proposition?



-Kameron Gifford, CPC  10/11/13

The practice of medicine in America is changing rapidly under new regulations, greater enforcement and tightening reimbursement policies. We are seeing more and more physicians opting to sell their practices rather than the time honored tradition of “modify and adapt”.
This month marks a significant point in our journey down the road of “Healthcare Reform” for the entire industry, but to me, it means more than the opening of healthcare exchanges and the final countdown to ICD-10; it signifies the potential end of an era. 
Just as any other small business owner, my father has worked countless hours building his business from the ground up. Over the last 35 years, he has kept his patients healthy, managed employees, handled payroll and navigated numerous changes in insurance and healthcare reform. He has supervised residents, moonlighted in the Emergency Room, held medical directorships and worked hand in hand with managed care companies to improve their outcomes. 
On October 2nd, at 70 years old, he sold his private practice to a “corporate medical group.” This sell was bitter sweet for me as I have come to know and care for each and every one of our patients.  As a child, I spent many summer days reading medical text books in his office and accompanying him on hospital rounds. As an adult, I was honored to work side by side with him as his office manager.
Today, I ponder the future experiences of my patients and the overall effect on outcomes. Who will “lead” their plight for wellness now? What does the commercialization of primary care mean for consumers? What is the ultimate number of dollars saved versus the experience of the care delivered? And how will corporate medicine ultimately affect future access?
Policies and procedures are a necessary evil in terms of practice management. For example, we did not accept walk-ins, but I never turned a patient away from my window. Would you shut the door on a friend in need? Of course not, even when it is inconvenient . When Mr. Hernandez’s grandson was visiting from New York, and was stung by a jelly fish, we worked him in, even though he was 17, and we did not see anyone under 18. This flexibility on the front line increases patient satisfaction and improves the overall experience of care. 
When you called the office, there was a 1 in 3 chance that I (the office manager) would answer the phone. Why, because during clinic, I sat up front and checked out every patient. Because this is the last step in the process, and ultimately your last opportunity to ensure that your “customer” leaves with a smile, or at least a clear understanding of what to do next. My “instructions” came in many different vehicles, but the over arching theme was “please call with questions, I am here to help and I care”.
Same day appointments were always available and “no show” patients didn’t exist. When employers changed plans and Mr. Jones forgot his insurance card, we still checked his blood pressure, and when Mrs. Allen accidentally enrolled in a plan we were not participating with, we continued her treating her all year without a charge. Why? Because after 15 years of care it was the right thing to do. Mrs. Allen only came in twice that year, but 5 years later she is still with us. When new members were added to our managed care rosters, we reached out to them, instead of waiting for them to contact us. All this was standard procedure, years before the ACA or quality incentives. 
My father ran his practice with strict protocols. He took the history of all new patients, personally. Our collection of new patient forms did not include the standard lists of boxes to check. His “standard” set of questions had been refined again and again through out the years to ensure a “yes” or “no” answer would be difficult. Instead of “do you drink?” it might be “what did you drink with dinner last night?” or "how much do you drink?" Antibiotics were never given out over the phone, and sinus infections were confirmed by a sinus x-ray before writing the prescription. All appointments for tests and specialists were made by us, without exception. Why? Because this ensured we always received the report, and would be able to remind them when and where they were to go. Diabetics and pre-diabetics were seen every 3 months fasting, and we tracked and monitored all LDL’s internally on a quarterly basis. Every  patient had a comprehensive physical exam, even before Medicare Wellness Exams were reimbursed. And when you came to our office for our physical, you met with doctor in his office, after getting dressed to discus the results. All of this, long before primary care came into the spotlight, and quality was ever mentioned in terms of payment.
So, what value has this acquisition ultimately added to the experience of care for my patients? Will the shiny new furniture and upgraded computers really have an impact on their health? And what about the "standards" of corporate medicine? Will the new spirometery machine really improve the overall health of the population, or will it's purpose be closer tied to revenue?
I can’t help but wonder what will be lost in translation from private practice to corporate medicine? If Mrs. Jackson calls without her hearing aids in, will a live person be there to assist her? Or will she be forced to fumble through an automated phone system? And if she gets a voicemail instead of a person, how will that ultimately influence her decision to seek or not to seek care?
Now consider for a moment the potential financial impact of 1 coronary event, or the prevention of 1 coronary event.  That phone call might have been our single opportunity to reduce the probability of a negative outcome.  
I am willing to bet that the magical point of sustainability in our healthcare system lies within both our past experiences and future capabilities. Perhaps the answer we are all searching so desperately to find is not black and white, but instead a mix of "old" and "new." As an industry, I believe that we need to embrace the collective experiences of those who have been on the front lines, and work together to create innovative solutions instead of closing the door on an era and such a wealth of intelligence.  There is no one that knows what your members need or want more than the person that answers the phone at your PCP’s office. I believe the most innovative solutions are yet to come.  What could this collective intelligence add to your current value proposition?