The Council of Accountable Physician Practices (CAPP) seeks to foster the development and recognition of accountable physician practices as a model for transforming the American health care system.

Promoting greater awareness of health care quality and value by demonstrating that accountable physician practices can deliver effective, efficient health care is chief among CAPP’s goals.

CAPP and the following member groups believe that together we can make the health care delivery system better for everyone. And we are only just beginning to make our case.

Austin Regional Clinic, Texas

The Cleveland Clinic, Ohio

Billings Clinic, Montana

Dean Health System, Wisconsin

Duluth Clinic, Minnesota

The Everett Clinic, Washington

Fallon Clinic, Massachusetts

Geisinger Clinic, Pennsylvania

Group Health Permanente, Washington, Idaho

Harvard Vanguard Medical Associates, Massachusetts

HealthCare Partners Medical Group, California

HealthPartners, Minnesota

Henry Ford Medical Group, Michigan

The Jackson Clinic, Tennessee

Intermountain Health Care, Utah

Lahey Clinic, Massachusetts

Marshfield Clinic, Wisconsin

Mayo Clinic, Arizona, Florida, Minnesota

Mayo Health System, Iowa, Minnesota, Wisconsin

Nemours, Delaware, Florida, Maryland, New Jersey, Pennsylvania

Ochsner Clinic, Louisiana

Palo Alto Medical Foundation, California

The Permanente Federation, California, Colorado, Georgia, Hawaii, Maryland, Ohio, Oregon, Virginia, Washington, Washington, D.C.

Sharp Rees-Stealy Medical Group, California

Scott and White, Texas

Virginia Mason Medical Center, Washington

Wenatchee Valley Medical Center, Washington

“CAPP’s 35 MSMGs [multispecialty medical groups] share a common vision as learning organizations dedicated to the improvement of clinical care. Their features include physician leadership and governance; commitment to evidence-based care management processes; well-developed quality improvement systems; team-based care; the use of advance clinical information technology; and the collection, analysis, and distribution of clinical performance information. These features are congruent with the [Institute of Medicine’s] recommendations on key elements needed to redesign delivery systems.”

From Chapter 5, “Developing the Test Bed—Linking Integrated Service Delivery Systems: Council of Accountable Physician Practices,” by Michael A. Mustile, MD. The Learning Healthcare System: Workshop Summary (IOM Roundtable on Evidence-Based Medicine), edited by LeighAnne Olsen, Dara Aisner, and J. Michael McGinnis, National Academies Press, 2007.

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“A shift from the current care model to a more coordinated care model centered on primary care is one potential way to help stave off the healthcare dilemma.”

“It's too expensive to be a primary-care doctor,” by Debra A. Geihsler, president and CEO of Harvard Vanguard Medical Associates & Atrius Health. Boston Globe, July 25, 2007.

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Medicare Payment Advisory Committee’s March 2007 Report to the Congress: “In three of the four [metropolitan statistical] areas, beneficiaries whose main physician was in multispecialty or hospital-affiliated groups had lower average annual spending than beneficiaries whose main physician was in solo or single-specialty groups. At the highest quintile of spending, all four areas show lower average spending for beneficiaries whose main physicians were in multispecialty or hospital-affiliated groups.”

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