How Mobile's largest independent multi-specialty group converts the Medicare panel it already manages — hypertension, type 2 diabetes, heart failure, CKD, and COPD — into recurring remote-care revenue without adding a single hire. Powered by CoachCare.
This is not a rescue story. Alabama Medical Group enters 2026 as it has operated since 1946 — physician-owned, multi-specialty, and independent. The strategic question is how to monetize the panel the group already manages, so the next 80 years are funded by the practice's own recurring revenue rather than by a buyer's balance sheet.
Founded 1946 — the largest independently owned, multi-specialty medical clinic in Mobile, Alabama, celebrating 80 years in 2026.
Alabama Medical Group PC appears on the CMS PY2026 ACO participant file for ACO A4894 — the Enhanced track, where the practice shares in two-sided savings its own chronic-care performance helps generate.
11 internal-medicine physicians anchoring a 38-provider roster across internal medicine, family medicine, infectious disease, neurology, and rheumatology — with in-house lab, accredited imaging, and a walk-in clinic.
A Veradigm-family EMR with the FollowMyHealth patient portal already live — the digital front door a remote-care program plugs into.
One structural fact completes the picture: no remote patient monitoring, chronic care management, or principal care management program is marketed anywhere on the practice's public website today. The panel, the providers, the EMR, and the shared-savings contract are all in place — the missing piece is the service line itself.
Three forces converge on an independent internal-medicine group in 2026: richer remote-care billing, mounting quality-reporting stakes, and consolidation pressure that makes practice-owned recurring revenue a strategic asset, not just a line item.
New CPT codes 99445 (2–15-day device supply) and 99470 (first 10 minutes of management) remove the 16-day floor that previously blocked episodic monitoring — so post-discharge and titration windows across the chronic panel are cleanly billable alongside the standard monthly RPM stack.
The same documented, between-visit touches that generate care-management revenue also move the measures Medicare grades primary care on — blood-pressure control, A1c control, follow-up after discharge. One program feeds both the fee-for-service ledger and the ACO's quality and cost performance.
As regional systems consolidate physician practices, the durable defense is economic: diversified, recurring, practice-owned revenue from the panel the group already manages. A remote-care service line is that revenue — built on existing patients, staffed by CoachCare, owned by the practice.
Not a point solution bolted onto one diagnosis — a named, governed service line with its own P&L and scorecard, following the multi-chronic Medicare patient the practice already knows, on the EMR the practice already uses.
| Service | Codes | ~CY2026 Magnitude | Use Across the Panel |
|---|---|---|---|
| Chronic Care Management | 99490 · 99439 | ~$60 + ~$47 add'l | The longitudinal wrapper — 2+ chronic conditions |
| RPM setup & device supply | 99453 · 99454 · 99445 (new) | ~$20 setup · ~$52/mo | HTN, diabetes, HF cohorts; 99445 unlocks 2–15-day windows |
| RPM treatment management | 99457 · 99458 · 99470 (new) | ~$52 + ~$41 add'l | Monthly review, titration, escalation |
| Principal Care Management | 99426 · 99427 | ~$60 + ~$50 add'l | Single dominant condition ≥3 months |
| Transitional Care Management | 99495 · 99496 | ~$200 / ~$280 | Every discharge back to the practice |
Illustrative national non-facility magnitudes. The Value Analysis below uses MAC-locality rates auto-resolved for ZIP 36608 (carrier 10112, locality 00 — Alabama). Verify against the current CY Physician Fee Schedule.
The same infrastructure — enrollment, devices, alerts, follow-up, documentation, billing — compounds across every layer of value an independent internal-medicine group cares about.
Alabama Medical Group runs on a Veradigm-family EMR with the FollowMyHealth patient portal — an environment CoachCare integrates with directly. Enrollment triggers, patient health history, monitored vitals, care documentation, and billing-ready claims move between the platform and the chart, so clinicians work where they already work.
successful program implementations across EMR environments — including the Veradigm family the practice runs today.
the specific Veradigm product configuration is validated during implementation planning, with integration setup scoped before launch — no surprises after signature.
"Key to achieving a program that is efficient, effective and sustainable, is creating a seamless, intuitive user experience for the patient and provider — and that's what integration with the practice's existing EMR accomplishes."
A 24-month forecast for the RPM + CCM + PCM stack: an estimated 8,500-patient Medicare panel, 38 referring providers plus one CoachCare-funded on-site enrollment specialist, MAC-locality rates for ZIP 36608, Veradigm integration. Shared-savings contribution through the ACO and the practice's APCM eligibility are not in these numbers — they are upside on top. All figures are illustrative, modeled — verify against practice data.
| Program | Year 1 | Year 2 | 24-Month |
|---|---|---|---|
| RPM net reimbursement | $488,171 | $800,671 | $1,288,842 |
| CCM net reimbursement | $471,616 | $1,044,730 | $1,516,347 |
| PCM net reimbursement | $86,811 | $107,184 | $193,996 |
| Total net reimbursement | $1,046,599 | $1,952,585 | $2,999,184 |
| Practice margin (after fees) | $301,843 | $589,616 | $891,459 |
| Includes an on-site enrollment specialist staffed at CoachCare's expense — embedded value already reflected in the fees above, never billed to the practice. | |||
Figures are illustrative and modeled — verify against practice data. Full model available as a companion workbook.
Recurring, subscription-like professional-fee volume over 24 months.
A continuous clinical picture of the HTN, diabetes, HF, CKD, and COPD panels between visits.
≈ $1.5M in avoided acute cost at $15K per admission — utilization relief the ACO's shared-savings math rewards.
≈ 28,200 care-team hours of monitoring, outreach, and documentation handled by the service line — not by practice staff.
Every enrollment curve above flattens: total program enrollments plateau at ~1,721 from month 14 onward. That is not outreach running out of steam — with 38 referring providers, a full-time enrollment specialist, and telephonic outreach, enrollment capacity outruns the eligible pool in every program. The constraint is the eligibility definition, not outreach capacity.
| Program | Enrollment Ceiling | How It's Defined | Saturates |
|---|---|---|---|
| PCM | 106 | 8,500 × 5% eligible × 25% conversion | Month 5 |
| RPM | 765 | 8,500 × 30% eligible × 30% conversion | Month 10 |
| CCM | 850 | 8,500 × 40% eligible × 25% conversion | Month 14 |
| Total plateau | ~1,721 | Sum of program enrollments, from month 14 | — |
Deliberately conservative eligibility and conversion assumptions. Every point of eligibility or conversion the practice's real chart data supports beyond these raises the ceiling — and the forecast — directly.
Advanced Primary Care Management (G0556–G0558) is Medicare's bundled monthly payment for exactly the panel this program manages — and its value-model participation requirement is one Alabama Medical Group already meets, as a verified PY2026 MSSP Enhanced-track participant (ACO A4894). A further slice of the panel sits eligible for APCM entirely outside this forecast: nothing above includes it. The CCM-vs-APCM mix is a design decision to make together at proposal stage — and it can only add to what is modeled here.
CoachCare operates as the service line's engine — enrollment outreach, device logistics, 24/7 monitoring, and billing-ready documentation — while Alabama Medical Group physicians govern protocols and every clinical decision. Full-service delivery means launch requires no new practice headcount; month 1 carries the one-time setup, and the program runs margin-positive from month 2 onward.
Named owner, P&L, scorecard; Veradigm integration scoped and the exact product configuration confirmed in contracting; billing configuration; protocol sign-off for the HTN, diabetes, HF, CKD, and COPD pathways.
The CCM wave across the multi-chronic panel plus RPM for the hypertension and diabetes cohorts; the CoachCare-funded enrollment specialist on site at the Mobile campus; TCM live on every discharge.
Enrollment extends across the Mobile and Saraland locations; RPM approaches its modeled 765-patient ceiling around month 10; monthly scorecard reporting to practice leadership.
Re-validate eligibility against real chart data, decide the CCM-vs-APCM mix on the verified-eligible slice of the panel, and align program reporting with the ACO's quality and cost measures.
The service line described on this page runs on infrastructure already proven at national scale.
Over 400 managed conditions for 500,000+ patients.
Providers committed to remote care excellence.
Successful program implementations.
Care plan coding and billing generating over 5 million claims.
Over 100 million vitals recorded and 4 million+ care actions enabled.
Every number on this page traces to the CoachCare Value Analysis workbook or cited public data. The key assumptions: