Following are descriptions of current CAPP research studies:

Group Practice Performance Study - CAPP launched a study to test the feasibility of linking three important data sources: (1) data from CAPP multispecialty group practices identifying physicians within their groups; (2) Medicare claims data from Dartmouth’s Medicare fee-for-service claims database; and (3) National Survey of Physician Organizations (NSPO) - NSPO1 and NSPO2 data on organizational attributes and care management processes at these organizations. This linked data will be analyzed to provide insight into differences in performance across these organizations and the association between better performance and the presence of specific organizational attributes and specific care management processes. In addition, the study hopes to be able to compare the performance of CAPP groups and the other providers within their hospital markets. As of February 2007, the data collection phase is completed, and initial analyses are being formulated. This study is being led by Elliott Fisher, MD, of the Dartmouth Center for Evaluative Clinical Sciences, Larry Casalino, MD, of the University of Chicago, and Stephen Shortell, PhD, of University of California, Berkeley.

Degree of Integration and Care Management Processes - CAPP launched a project to collect best practices in the following areas: (1) use of IT and the EMR in the care of chronic conditions, (2) capabilities to provide feedback and guidance on the overall performance of a practice and its physicians, and (3) capabilities to provide patient-centered care. Participants in this project are HealthPartners Research Foundation; University of California, Berkeley; National Committee for Quality Assurance (NCQA); and Novartis. The study will summarize the current capabilities across the CAPP groups and examine the relationship between the degree of integration and use of care management processes.

“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.

Click here for full report


“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.

Click here for full report

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.”

Click here for full report