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Central Minnesota ACO, LLC

Central Minnesota ACO, LLC Public Reporting

ACO Name and Location:

Central Minnesota ACO, LLC.
1406 Sixth Avenue N.
St. Cloud, MN 56303

ACO Primary Contact

Hannah Wieshalla
(320) 251-2700 x57907
Hannah.Wieshalla@centracare.com

Organizational Information

ACO Participants:

  • ACO Participants
  • ACO Participant in Joint Venture
  • St. Cloud Hospital
  • N
  • Unity Family Healthcare
  • N
  • St. Cloud Ear, Nose & Throat Clinic, PA
  • N
  • St Cloud Hospital (St. Benedict's Senior Community)
  • N
  • Douglas County Hospital (Alomere Health)
  • N
  • CentraCare Health System - Melrose
  • N
  • CentraCare Health System - Long Prairie
  • N
  • CentraCare Health System - Sauk Centre
  • N
  • CentraCare Health System - NR, LLC
  • N
  • CentraCare Health - Paynesville, LLC
  • N
  • CentraCare Clinic
  • N
  • Carris Health, LLC
  • N
  • CentraCare Clinic Southwest, LLC
  • N

ACO Governing Body:

  • Member First Name
  • Member Last Name
  • Member's Title/Position
  • Member's Voting Power (Expressed as a Percentage or Number)
  • Membership Type
  • ACO Participant Legal Business Name/DBA, if Applicable
  • Mary
  • Amon
  • MD
  • 12.5%
  • ACO Participant Representative
  • CentraCare Clinic Southwest, LLC
  • Karilyn
  • Avery
  • MD
  • 12.5%
  • ACO Participant Representative
  • Unity Family Healthcare
  • Joe
  • Blonski
  • MD
  • 12.5%
  • ACO Participant Representative
  • CentraCare Health System
  • Stephen
  • Cragle
  • MD
  • 12.5%
  • ACO Participant Representative
  • St. Cloud Ear, Nose and Throat Clinic, PA
  • Allison
  • Juba
  • DO
  • 12.5%
  • ACO Participant Representative
  • Douglas County Hospital (Alomere Health)
  • Rachael
  • Lesch
  • RN, BSN, MBA, VP Population Health & Performance Excellence
  • 12.5%
  • ACO Participant Representative
  • CentraCare Health System
  • Debra
  • Peterson
  • MD
  • 12.5%
  • ACO Participant Representative
  • Carris Health, LLC
  • Greg
  • Roth
  • 12.5%
  • Medicare Beneficiary Representative

Key ACO Clinical and Administrative Leadership:

ACO Executive: Hannah Wieshalla
Medical Director: Sean Wherry, MD
Compliance Officer: Lois Schmitt
Quality Assurance/Improvement Officer: Rachael Lesch, RN, BSN, MBA

Associated Committees and Committee Leadership:

  • Committee Name
  • Committee Leader Name and Position
  • Clinical Practice and Quality Committee
  • Rachael Lesch, RN, BSN, MBA, Chair
  • Contracting and Finance Committee
  • Stephen Cragle, MD, Chair
  • Membership and Credentialing Committee
  • Joe Blonski, MD, Chair

Types of ACO Participants, or Combinations of Participants, That Formed the ACO

  • Critical Access Hospital (CAH) billing under Method II
  • Networks of individual practices of ACO professionals
  • Rural Health Clinic (RHC)

Shared Savings and Losses

Amount of Shared Savings/Losses:

  • Second Agreement Period
    • Performance Year, $6,256,733.07
    • Performance Year, 2021, $0
    • Performance Year, 2020, $6,589,778.79
    • Performance Year, 2019, $1,919,815.65
Note: Our ACO participated in multiple performance years during Calendar Year 2019. The 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
    • Performance Year 2018, $0
    • Performance Year 2017, $0
    • Performance Year 2016, $0

Shared Savings Distribution:

  • Second Agreement Period
    • Performance Year 2022
      • Proportion invested in infrastructure, 15%
      • Proportion invested in redesigned care processes/resources: 0%
      • Proportion of distribution to ACO participants: 85%
    • Performance Year 2021
      • 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 2020
      • Proportion invested in infrastructure: 15%
      • Proportion invested in redesigned care processes/resources: 0%
      • Proportion of distribution to ACO participants: 85%
    • Performance Year 2019
      • Proportion invested in infrastructure: 15%
      • Proportion invested in redesigned care processes/resources: 0%
      • Proportion of distribution to ACO participants: 85%

Note: Our ACO participated in multiple performance years during Calendar Year 2019. The 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
    • Performance Year 2018
      • 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 2017
      • 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 2016
      • 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

2022 Quality Performance Results:

Quality performance results are based on CMS Web Interface.

  • Measure #
  • Measure Name
  • Collection Type
  • Rate
  • ACO Mean
  • 001
  • Diabetes: Hemoglobin A1c (HbA1c) Poor Control
  • CMS Wed Interface
  • 6.72
  • 10.71
  • 134
  • Preventative Care and Screening: Screening for Depression and Follow-up Plan
  • CMS Wed Interface
  • 84.95
  • 76.97
  • 236
  • Controlling High Blood Pressure
  • CMS Wed Interface
  • 75.52
  • 76.16
  • 318
  • Falls: Screening for Future Fall Risk
  • CMS Wed Interface
  • 97.01
  • 87.83
  • 110
  • Preventative Care and Screening: Influenza Immunization
  • CMS Wed Interface
  • 81.49
  • 77.34
  • 226
  • Preventative Care and Screening: Tobacco Use: Screening and Cessation Intervention
  • CMS Wed Interface
  • 57.41
  • 79.27
  • 113
  • Colorectal Cancer Screening
  • CMS Wed Interface
  • 85.39
  • 75.32
  • 112
  • Breast Cancer Screening
  • CMS Wed Interface
  • 88.59
  • 78.07
  • 438
  • Statin Therapy for the Prevention and Treatment of Cardiovascular Disease
  • CMS Wed Interface
  • 85.64
  • 86.37
  • 370
  • Depression Remission at Twelve Months
  • CMS Wed Interface
  • 13.67
  • 16.03
  • 479
  • Hospital-Wide, 30-Day, All-Cause Unplanned Readmission (HWR) for MIPS Groups
  • CMS Wed Interface
  • 1437
  • 1510
  • 484
  • Clinician and Clinician Group Risk-Standardized Hospital Admission Rates for Patients with Multiple Chronic Conditions
  • CMS Wed Interface
  • 29.77
  • 30.97
  • CAHPS-1
  • Getting Timely Care, Appointments, and Information
  • CAHPS for MIPS Survey
  • 79.70
  • 83.96
  • CAHPS-2
  • How Well Providers Communicate
  • CAHPS for MIPS Survey
  • 92.71
  • 93.47
  • CAHPS-3
  • Patient’s Rating of Provider
  • CAHPS for MIPS Survey
  • 91.97
  • 92.06
  • CAHPS-4
  • Access to Specialists
  • CAHPS for MIPS Survey
  • 76.04
  • 77.00
  • CAHPS-5
  • Health Promotion and Education
  • CAHPS for MIPS Survey<
  • 62.68
  • 62.68
  • CAHPS-6
  • Shared Decision Making
  • CAHPS for MIPS Survey
  • 58.06
  • 60.97
  • CAHPS-7
  • Health Status and Functional Status
  • CAHPS for MIPS Survey
  • 87.82
  • 85.46
  • CAHPS-8
  • Care Coordination
  • CAHPS for MIPS Survey
  • 87.82
  • 85.46
  • CAHPS-9
  • Courteous and Helpful Office Staff
  • CAHPS for MIPS Survey
  • 93.04
  • 91.97
  • CAHPS-11
  • Stewardship of Patient Resources
  • CAHPS for MIPS Survey<
  • 27.00
  • 25.62

For Previous Years' Financial and Quality Performance Results, please visit data.cms.gov.