For the first six months, the whole team had a special meeting each week to redesign how care was delivered in the practice. Though detailed, the meetings essentially took everything away from him except practicing medicine.
Yet 10 years after his practice made the transformation, he says too many physicians are failing to understand the power of it.
"I was in Connecticut last week and the docs are still ignoring the reality that things have to change," he says. "Their office visit looks the same as 50 years ago. What other business would still be around if that were the case?"
He says he engaged in conversation with a dermatologist, for example, who had just purchased his practice for a million dollars.
"He doesn't realize he's not going to be as busy. People won't be free to go to any derm they want to," says Anderson, who asked whether the physician was looking at trying to join any ACOs in his area. Many ACOs require PCMH designation to be included in their network, but Anderson says the physician's response was, effectively, "what's an ACO?"
"He will be in the position of being surrounded by strong ACOs and if [he doesn't] get into one quickly, he might have to declare bankruptcy," says Anderson. "That's what the system is struggling with—individual physicians. The leadership physicians get it, but the grass roots physician is working pretty hard to ignore it."
Philip Betbeze is the senior leadership editor at HealthLeaders.