ACO Name and Location
Cumberland
Center for Healthcare Innovation, LLC
260 W 5th Street
Cookeville, TN 38501
ACO Primary Contact
Brent Staton, MD
931-400-0011
Organizational Information
ACO Participants:
|
ACO Participants |
ACO Participant in Joint Venture |
|
Armadillo Medical Services |
No |
|
Brett Ferrell, MD |
No |
|
Byrdstown Medical Center, PLLC |
No |
|
Callie Medical Group |
No |
|
C.S. Sewell, MD |
No |
|
Cannon County Healthcare (DBA Woodbury Medical Center) |
No |
|
Christopher P. Dill, MD (DBA Dil Family Medicine) |
No |
|
Cornerstone Family Medicine, LLC |
No |
|
Cumberland Adult Medicine, PLLC |
No |
|
Cumberland Family Care, PC |
No |
|
Dannie Glover, MD (DBA Glover Primary Care) |
No |
|
Debora C. Daniel, MD |
No |
|
Family Medical, PC |
No |
|
Family Practice Center of Tullahoma |
No |
|
Frix-Jennings Clinic, PC |
No |
|
Gigi Davis, DO |
No |
|
Grace Primary Care |
No |
|
Innovative Family Care |
No |
|
James R Spurlock III, DO (DBA Mountain View Medical) |
No |
|
John R Clough, MD (DBA Priority Care Medical Clinic) |
No |
|
Johnson Family Medicine, LLC |
No |
|
Larry Barnes, MD (DBA Norris Creek Family Practice) |
No |
|
Livingston Family Healthcare, LLC |
No |
|
Lynchburg Medical Clinic, LLC |
No |
|
McMinnville Medical Associates, PLLC |
No |
|
Mutigen, LLC (DBA Universal Family Care) |
No |
|
Providence Family Medicine |
No |
|
Seasons Family Medicine, PLLC |
No |
|
Sequatchie Valley Primary Care |
No |
|
Spectrum Medical Associates |
No |
|
Stacey B. Carlton, MD |
No |
|
Staton Southern Medical, PLLC |
No |
|
Tullahoma Immediate Care, PC |
No |
|
Woman’s Clinic, PA |
No |
|
493 Internal Medicine |
No |
ACO Governing Body:
|
Member |
Member |
Member Title/Position |
Member’s Voting Power (Expressed as a percentage) |
Membership |
ACO Participant Legal Business Name, if applicable |
|
James |
Spurlock III |
Chair |
12.5% |
ACO Participant Representative |
James R Spurlock III, DO (DBA Mountain View Medical) |
|
Kenneth |
Beaty |
Voting Member |
12.5% |
ACO Participant Representative |
Livingston Family Healthcare |
|
Karin |
Boeck |
Voting Member |
12.5% |
ACO Participant Representative |
Sequatchie Valley Primary Care |
|
John |
Patsimas |
Voting Member |
12.5% |
ACO Participant Representative |
Family Practice Center of Tullahoma |
|
George “Bill” |
Robertson II |
Voting Member |
12.5% |
ACO Participant Representative |
Family Medical, PC |
|
Brent |
Staton |
Voting Member |
12.5% |
ACO Participant Representative |
Staton Southern Medical |
|
Ty |
Webb |
Voting Member |
12.5% |
ACO Participant Representative |
Cumberland Family Care |
|
James |
Stafne |
Voting Member |
12.5% |
Medicare Beneficiary Representative |
N/A |
Key ACO Clinical and Administrative Leadership:
ACO Executive: Brent Staton, MD
Medical Director: Ty Webb, MD
Compliance Officer: Brent Staton, MD
Quality Assurance/Improvement Officer: Ty Webb, MD
Associated Committees and Committee Leadership:
|
Committee Name |
Committee Leader Name and Position |
|
Clinical Transformation Committee |
Ty Webb, MD, Chair |
|
Finance Committee |
James Spurlock III, DO, Chair |
|
Compliance Committee |
Brent Staton, MD, Chair |
|
|
|
Types of ACO Participants, or Combinations of Participants, That Formed the ACO:
· Networks of individual practices of ACO professionals
· Rural Health Clinic (RHC)
Amount of Shared Savings/Losses:
· Third Agreement Period
o Performance Year 2023, $7,818,301
o Performance Year 2022, $8,634,907
o Performance Year 2021, $7,274,084
o Performance Year 2020, $8,073,516
o Performance Year 2019, $6,093,148
Note: Our ACO participated in multiple performance years during Calendar Year 2019. Shared savings/losses amount reported for Performance Year 2019 therefore represents net shared savings or losses across all performance years in 2019 and is shown under all agreement periods in which the ACO operated during Calendar Year 2019.
· Second Agreement Period
o Performance Year 2019, $6,093,148
o Performance Year 2018, $2,869,968
o Performance Year 2017, $3,169,816
o Performance Year 2016, $0
Note: Our ACO participated in multiple performance years during Calendar Year 2019. Shared savings/losses amount reported for Performance Year 2019 therefore represents net shared savings or losses across all performance years in 2019 and is shown under all agreement periods in which the ACO operated during Calendar Year 2019.
· First Agreement Period
o Performance Year 2015, $1,863,290
o Performance Year 2014, $2,994,177
o Performance Year 2013, $0
· Third Agreement Period
o Performance Year 2023
§ Proportion invested in infrastructure: 4%
§ Proportion invested in redesigned care processes/resources: 20%
§ Proportion of distribution to ACO participants: 76%
o Performance Year 2022
§ Proportion invested in infrastructure: 9%
§ Proportion invested in redesigned care processes/resources: 10%
§ Proportion of distribution to ACO participants: 81%
o Performance Year 2021
§ Proportion invested in infrastructure: 8%
§ Proportion invested in redesigned care processes/resources: 10%
§ Proportion of distribution to ACO participants: 82%
o Performance Year 2020
§ Proportion invested in infrastructure: 4%
§ Proportion invested in redesigned care processes/resources: 9%
§ Proportion of distribution to ACO participants: 87%
o Performance Year 2019
§ Proportion invested in infrastructure: 8%
§ Proportion invested in redesigned care processes/resources: 18%
§ Proportion of distribution to ACO participants: 74
Note: Our ACO participated in multiple performance years during Calendar Year 2019. Distribution of shared savings reported for Performance Year 2019 therefore represents the distribution of the net shared savings across all performance years in 2019 and is shown under all agreement periods in which the ACO operated during Calendar Year 2019.
· Second Agreement Period
o Performance Year 2019
§ Proportion invested in infrastructure: 8%
§ Proportion invested in redesigned care processes/resources: 18%
§ Proportion of distribution to ACO participants: 74%
o Performance Year 2018
§ Proportion invested in infrastructure: 21%
§ Proportion invested in redesigned care processes/resources: 27%
§ Proportion of distribution to ACO participants: 52%
o Performance Year 2017
§ Proportion invested in infrastructure: 24%
§ Proportion invested in redesigned care processes/resources: 57%
§ Proportion of distribution to ACO participants: 19%
o Performance Year 2016
§ Proportion invested in infrastructure: N/A
§ Proportion invested in redesigned care processes/resources: N/A
§ Proportion of distribution to ACO participants: N/A
Note: Our ACO participated in multiple performance years during Calendar Year 2019. Distribution of shared savings reported for Performance Year 2019 therefore represents the distribution of the net shared savings across all performance years in 2019 and is shown under all agreement periods in which the ACO operated during Calendar Year 2019.
· First Agreement Period
o Performance Year 2015
§ Proportion invested in infrastructure: 20%
§ Proportion invested in redesigned care processes/resources: 25%
§ Proportion of distribution to ACO participants: 55%
o Performance Year 2014
§ Proportion invested in infrastructure: 8%
§ Proportion invested in redesigned care processes/resources: 4%
§ Proportion of distribution to ACO participants: 0%
o Performance Year 2013
§ Proportion invested in infrastructure: N/A
§ Proportion invested in redesigned care processes/resources: N/A
§ Proportion of distribution to ACO participants: N/A
Quality Performance Results
2023 Quality Performance Results:
Quality performance results are based on the CMS Web Interface collection type.
|
Measure # |
Measure Name |
Collection Type |
Reported Performance Rate |
Current Year Mean Performance Rate (SSP ACOs) |
|
001 |
Diabetes: Hemoglobin A1c (HbA1c) Poor Control (>9%) |
Web-Interface |
6.20 |
9.84
|
|
134
|
Preventive Care and Screening: Screening for Depression and Follow-up Plan |
Web-Interface |
90.36 |
80.97 |
|
236
|
Controlling High Blood Pressure |
Web-Interface |
84.56 |
77.80 |
|
318 |
Falls: Screening for Future Fall Risk |
Web-Interface |
92.72 |
89.42 |
|
110 |
Preventive Care and Screening: Influenza Immunization |
Web-Interface |
90.13 |
70.76 |
|
226 |
Preventive Care and Screening: Tobacco Use: Screening and Cessation Intervention |
Web-Interface |
91.30 |
79.29 |
|
113 |
Colorectal Cancer Screening |
Web-Interface |
81.20 |
77.14 |
|
112 |
Breast Cancer Screening |
Web-Interface |
83.22 |
80.36 |
|
438 |
Statin Therapy for the Prevention and Treatment of Cardiovascular Disease |
Web-Interface |
92.93 |
87.05 |
|
370 |
Depression Remission at Twelve Months |
Web-Interface |
15.15 |
16.58 |
|
321 |
CAHPS for MIPS |
CAHPS for MIPS Survey |
6.97 |
6.25 |
|
479 |
Hospital-Wide, 30-Day, All-Cause Unplanned Readmission (HWR) Rate for MIPS Eligible Clinician Groups |
Administrative Claims |
0.1449 |
0.1553 |
|
484 |
Clinician and Clinician Group Risk-standardized Hospital Admission Rates for Patients with Multiple Chronic Conditions |
Administrative Claims |
--- |
35.39 |
|
CAHPS-1 |
Getting Timely Care, Appointments, and Information |
CAHPS for MIPS Survey |
87.75 |
83.68 |
|
CAHPS-2 |
How Well Providers Communicate |
CAHPS for MIPS Survey |
94.01 |
93.69 |
|
CAHPS-3 |
How Well Providers Communicate |
CAHPS for MIPS Survey |
91.92 |
92.14 |
|
CAHPS-4 |
Access to Specialists |
CAHPS for MIPS Survey |
80.61 |
75.97 |
|
CAHPS-5 |
Health Promotion and Education |
CAHPS for MIPS Survey |
58.75 |
63.93 |
|
CAHPS-6 |
Shared Decision Making |
CAHPS for MIPS Survey |
62.62 |
61.60 |
|
CAHPS-7 |
Health Status and Functional Status |
CAHPS for MIPS Survey |
72.73 |
74.12 |
|
CAHPS-8 |
Care Coordination |
CAHPS for MIPS Survey |
83.73 |
85.77 |
|
CAHPS-9 |
Courteous and Helpful Office Staff |
CAHPS for MIPS Survey |
93.74 |
92.31 |
|
CAHPS-11 |
Stewardship of Patient Resources |
CAHPS for MIPS Survey |
38.72 |
26.69 |
For previous years’ Financial and Quality Performance Results, please visit: Data.cms.gov