PolicyBrief
S. 1264
119th CongressApr 2nd 2025
Mental and Physical Health Care Comorbidities Act of 2025
IN COMMITTEE

This Act establishes a Medicare demonstration program for hospitals to test and share innovative, collaborative treatment models for patients with co-occurring mental and physical health conditions, while also addressing social determinants of health.

Michael Bennet
D

Michael Bennet

Senator

CO

LEGISLATION

New Medicare Pilot Program Launches $35 Monthly Integrated Care Test for Complex Patients

The newly proposed Mental and Physical Health Care Comorbidities Act of 2025 is setting up a major five-year test drive for how hospitals treat some of the toughest cases out there: patients who are dealing with serious mental health issues, chronic physical illnesses, and major social problems like poverty or food insecurity all at once. Starting October 1, 2025, this Medicare demonstration program will fund hospitals willing to completely rethink how they deliver care to these high-need individuals, specifically targeting those who receive Medicare subsidies, are on Medicaid, or are uninsured (Sec. 2).

The Triple Threat: Integrating Health and Social Care

This isn't just about adding a therapist to a doctor's office; it’s about tackling the “triple threat” of mental, physical, and social problems simultaneously. Hospitals that sign up, called “eligible hospitals,” must submit detailed plans showing how they will use integrated care teams—think social workers, mental health specialists, and primary care doctors working together—to address all these issues at the same time (Sec. 2). For example, a provision allows for new treatments that screen for mental health during routine physical checkups and even use community health workers to provide home-based care that includes things like nutrition support. If you’re a single parent juggling a chronic condition and depression while worrying about where the next meal is coming from, this program aims to treat all those factors under one coordinated plan instead of forcing you to navigate three separate systems.

Who Gets to Play and How They Get Paid

The bill is very specific about which hospitals qualify. We’re talking about safety-net hospitals—those rural hospitals with a high percentage of low-income patients (at least 35% low-income ratio), or large urban teaching hospitals that handle a high volume of complex cases (Sec. 2). These hospitals must commit to a “learning collaborative,” essentially a nationwide group chat where they share what’s working and what’s not, ensuring that successful innovations spread quickly across the country.

Funding for these new activities is flexible. The Secretary of Health and Human Services will negotiate a yearly payment structure with each hospital, which could be a lump sum or a set payment per patient (capitated). Crucially, this payment structure might even include financial risk for the hospital, meaning they get rewarded for good outcomes but could face penalties if they fail to deliver on their quality metrics. This setup is designed to push hospitals to find real, sustainable solutions that improve patient health and reduce costly emergency room visits and readmissions in the long run (Sec. 2).

The Real-World Impact and Fine Print

If this program is successful, the biggest benefit will be for patients suffering from complex conditions—like someone with diabetes and schizophrenia who also struggles with housing stability. The integrated approach is designed to stop these patients from falling through the cracks, which often leads to devastating health crises and massive costs for the system. By explicitly requiring hospitals to partner with local non-profits and address social needs, the bill recognizes that your health isn't just determined by your doctor, but by your ZIP code and your access to resources.

However, there is some administrative complexity. The Secretary has broad authority in negotiating those yearly payments and defining the level of financial risk hospitals take on, which could lead to inconsistent funding across different participating hospitals. Furthermore, the hospitals must prove their new activities are adding to existing services rather than just rebranding old ones. While the program mandates a final report to Congress by 2031 to detail successes and cost savings, the day-to-day oversight of this complex requirement will be a challenge, relying heavily on the hospitals’ honest reporting within the learning collaborative (Sec. 2).