LOG-BHS-Baptist Health System_CMYK

ACO Primary Contact

Primary Contact NameLizette Day
Primary Contact Phone Number(210) 202-9958
Primary Contact Email Address[email protected]

Organizational Information

ACO ParticipantsACO Participant in Joint Venture
Alma Lemez M.D. P.A.N
Andres S Enriquez, M.D. P.A.N
Bhs Physicians Network Inc.N
Borderland Medica, P.A.N
Community Family Medicine P.A.N
El Paso Wellness And Healthcare Center P.A.N
Juarez & Juarez Family Medical Clinic, Inc.N
Kevin P. Comfort M.D.N
Leo EdwardsN
Mariaelena Gonzalez-Sozer, M.D. P.A.N
Muneer E. Assi D.O. P.A.N
North San Antonio Healthcare AssociatesN
Saint Vincent Physician Services, Inc.N
Sun City Sports Medicine And Family Clinic, P.A.N
Westwind Medical Associates, P.A.N

ACO Governing Body:

Member
Last Name		Member
First Name		Member
Title/Position		Member's Voting Power: expressed as a percentage or numberMembership TypeACO Participant Legal Business Name/DBA, if applicable
AlprinCliffordPhysician Board Chair12.50%ACO Participant RepresentativeNorth San Antonio Healthcare Associates
ComfortKevinPhysician Board Member12.50%ACO Participant RepresentativeKevin P. Comfort, MD
EnriquezAndresPhysician Board Member12.50%ACO Participant RepresentativeAndres S Enriquez MD, PA
Chopra-MillerMonicaPhysician Board Member12.50%ACO Participant RepresentativeBHS Physicians Network, Inc.
EdwardsLeoPhysician Board Member12.50%ACO Participant RepresentativeDr. Leo K. Edwards, Jr
BocanegraJavierPhysician Board Member12.50%ACO Participant RepresentativeCommunity Family Medicine
WolfePerryBoard Member12.50%Medicare Beneficiary RepresentativeN/A
NeakarseJenniferSenior Director Quality, TPR0%OtherN/A
EarpDeanPhysician Board Member12.50%ACO Participant RepresentativeBHS Physicians Network, Inc.

 

Key ACO clinical and administrative leadership:

  • ACO Executive: Lizette Day
  • Medical Director: Clifford Alprin
  • Compliance Officer: Adam Fielding
  • Quality Assurance/Improvement Officer: Lizette Day

Associated committees and committee leadership:

Committee NameCommittee Leader Name and Position
N/AN/A

Types of ACO participants, or combinations of participants, that formed the ACO:

ACO professionals in a group practice arrangement
Networks of individual practices of ACO professionals
Partnerships or joint venture arrangements between hospitals and ACO professionals
Hospital employing ACO professionals

 

Shared Savings and Losses

Amount of Shared Savings/Losses:

  • Third Agreement Period
    • Performance Year 2022, $6,448.615
    • Performance Year 2021, $6,824,866
    • Performance Year 2020, $9,993,608
    • Performance Year 2019, $9,290,277
  • Second Agreement Period
    • Performance Year 2019, $9,290,277
    • Performance Year 2018, $9,666,039
    • Performance Year 2017, $17,479,903
    • Performance Year 2016, $12,479,101
  • First Agreement Period
    • Performance Year 2015, $2,708,375
    • Performance Year 2014, $2,816,277
    • Performance Year 2013, $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.

Shared Savings Distribution:

  • Third Agreement Period
    • Performance Year 2022
      • Proportion invested in infrastructure: 25%
      • Proportion invested in redesigned care processes/resources: 25%
      • Proportion of distribution to ACO participants: 50%
    • Performance Year 2021
      • Proportion invested in infrastructure: 25%
      • Proportion invested in redesigned care processes/resources: 25%
      • Proportion of distribution to ACO participants: 50%
    • Performance Year 2020
      • Proportion invested in infrastructure: 25%
      • Proportion invested in redesigned care processes/resources: 25%
      • Proportion of distribution to ACO participants: 50%
    • Performance year 2019
      • Proportion invested in infrastructure: 25%
      • Proportion invested in redesigned care processes/resources: 25%
      • Proportion of distribution to ACO participants: 50%
  • Second Agreement Period
    • Performance Year 2019
      • Proportion invested in infrastructure: 25%
      • Proportion invested in redesigned care processes/resources: 25%
      • Proportion of distribution to ACO participants: 50%
    • Performance Year 2018
      • Proportion invested in infrastructure: 25%
      • Proportion invested in redesigned care processes/resources: 25%
      • Proportion of distribution to ACO participants: 50%
    • Performance Year 2017
      • Proportion invested in infrastructure: 25%
      • Proportion invested in redesigned care processes/resources: 25%
      • Proportion of distribution to ACO participants: 50%
    • Performance Year 2016
      • Proportion invested in infrastructure: 25%
      • Proportion invested in redesigned care processes/resources: 25%
      • Proportion of distribution to ACO participants: 50%
  • First Agreement Period
    • Performance Year 2015
      • Proportion invested in infrastructure: N/A
      • Proportion invested in redesigned care processes/resources: N/A
      • Proportion of distribution to ACO participants: N/A
    • Performance Year 2014
      • Proportion invested in infrastructure: N/A
      • Proportion invested in redesigned care processes/resources N/A
      • Proportion of distribution to ACO participants: N/A
    • 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
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.

Quality Performance Results

2022 Quality Performance Results:

Quality performance results are based on CMS Web Interface Collection Type

Measure #Measure NameCollection TypeReported Performance RateCurrent Year Mean Performance Rate (SSP ACOs)
Quality ID# 001Diabetes: Hemoglobin A1c (HbA1c) Poor Control2CMS Web Interface11.2510.71
Quality ID# 134Preventative Care and Screening: Screening for Depression and Follow-up PlanCMS Web Interface79.6576.97
Quality ID# 236Controlling High Blood PressureCMS Web Interface73.5276.16
Quality ID# 318Falls: Screening for Future Fall RiskCMS Web Interface90.887.83
Quality ID# 110Preventative Care and Screening: Influenza ImmunizationCMS Web Interface71.8577.34
Quality ID# 226Preventative Care and Screening: Tobacco Use: Screening and Cessation InterventionCMS Web Interface66.6779.27
Quality ID# 113Colorectal Cancer ScreeningCMS Web Interface78.5175.32
Quality ID# 112Breast Cancer ScreeningCMS Web Interface76.3578.07
Quality ID#438Statin Therapy for the Prevention and Treatment of Cardiovascular DiseaseCMS Web Interface91.8186.37
Quality ID# 370Depression Remission at Twelve MonthsCMS Web Interface11.916.03
Measure# 479Hospital-Wide, 30-Day, All-Cause Unplanned Readmission (HWR) Rate for MIPS GroupsAdministrative Claims0.1560.151
Measure# 484Clinician and Clinician Group Risk-standardized Hospital Admission Rates for Patients with Multiple Chronic Conditions Administrative Claims28.7630.97
CAHPS-1Getting Timely Care, Appointments, and InformationCAHPS82.9483.96
CAHPS-2How Well Providers CommunicateCAHPS93.3593.47
CAHPS-3Patient’s Rating of ProviderCAHPS93.1592.06
CAHPS-4Access to SpecialistsCAHPS80.9377
CAHPS-5Health Promotion and EducationCAHPS65.0762.68
CAHPS-6Shared Decision MakingCAHPS57.9560.97
CAHPS-7Health Status and Functional StatusCAHPS72.3473.06
CAHPS-8Care CoordinationCAHPS83.0485.46
CAHPS-9Courteous and Helpful Office StaffCAHPS88.2991.97
CAHPS-11Stewardship of Patient ResourcesCAHPS25.8525.62
For Previous Years’ Financial and Quality Performance Results, please visit data.cms.gov.