4.1.2
The Duke heart failure program
Dr. O’Connor received a $100,000 seed grant to create the Duke Heart Failure Program. The proposed strategy included, a geographically distinct unit for CHF, multidisciplinary care teams that included physicians (cardiology, family practice, and internists), nurses, dieticians, therapists, pharmacists, and administrative staff, formally defined care guidelines that identify patients based on New York Health Association (NYHA) functional classification, and an outpatient disease management clinic, which served as the foundation for the Same Day Access Clinic.
For patients enrolled in the program from July 1998 to April 1999, study data indicated the hospitalization rate decreased from 1.5 to 0 hospitalizations per patient per year while the number of clinic visits increased from 4.3 to 9.8 clinic visits per patient per year. Duke saved a median of $8571 in charges per patient per year as a result of reduced inpatient costs. 7
Despite the fact that the program proved successful at reducing costs, there was no change in their contracts with payers. Fast forward ten years - in 2011, Dr. Zubin Eapen became involved in the CHF program leadership, and redoubled delivery reform efforts after Medicare instituted the Hospital Readmission Reduction Program in 2012.
4.1.3
Heart@home initiative
To become self-sustaining, the H@H team determined that preventing 1 readmission every 2 weeks would result in a 1percent reduction in total CHF case costs. This was calculated by determining the amount at risk due to the 3percent Medicare Readmission penalty, nearly $30 million a year. The H@H financing model covers the costs of the program intervention and administration, with savings accruing to the payers (the total amount of savings is unknown at the time of publication).
In 2012, with encouragement from Duke Heart Center leadership such as Dr. Bimal Shah, Catherine McCarver, and others partnered with the Duke Translational Nursing Institute (DTNI) and Dr. Bradi Granger to obtain $500,000 in grants to fund further improvements. Specific changes included: (1) putting in place a dedicated care team for each patient, (2) improving communication, (3) coordinating care across all providers and sites of care, and creating standard protocols for post-discharge processes, including follow up procedures, ensuring all inpatients discharged from the hospital had an outpatient follow-up within 1 week, and (4) patient education and self-care support such as an iPad app, which captures specific CHF information that is exchanged with providers, including an interactive calendar, self-assessments, education modules, and an online pill box.
4.1.4
Same day access clinic
Duke researchers analyzed an American Heart Association registry of thousands of Medicare patients, and found that seeing a doctor within 7 days of a hospitalization significantly reduced the risk of readmission, emphasizing the need to improve post-discharge care. As a result, the leadership decided to launch a Same Day Access (SDA) Heart Failure clinic that would allow patients to see a CHF specialist immediately without an appointment. The SDA Clinic opened in 2012 and is located in the cardiology outpatient offices. This “one-stop shop” provides consistency of care, ensures proper transitions, and assists with navigating the health system and managing comorbidities.
4.1.5
Outcomes and results
Preventable CHF readmission rates at Duke have gone down 15 percent in the first year of the initiative. 8 Secondary clinical outcomes include improved quality of patient care transitions evaluated using measures of communication, patient satisfaction, and skill-based educational outcomes that include patients׳ ability to understand and manage medicines, symptoms, dietary salt intake, and daily activity.
4.2
Aligning payment reforms: the shared savings ACO model
Duke׳s physician leadership is committed to improving CHF delivery and had interest in exploring new payment models. Ultimately, the Duke care redesign team and senior leaders elected to enroll in the ACO MSSP. Launched in January 2014, Duke Connected Care , is a community-based, physician-led MSSP ACO that includes 1700 doctors from Duke, the Lincoln Community Health Center, and three other practices to care for a population of over 45,000 Medicare beneficiaries.
4.2.1
Why Duke opted not to pursue a bundled payment for CHF
The economic principle behind a bundle is to separate technical risk (things clinicians can manage) from probability risks (thing outside their control), and transfer the former to clinicians and the latter to insurers. Perhaps one of the most important factors driving Duke׳s decision is the inherent variability of CHF; they believe separating technical from probability risks in CHF would be very difficult. Duke expressed concern that efforts aimed at decreasing admissions for CHF might, in a bundled payment, create financial incentives that were misaligned with the goals of improving patient care. Namely, a shift in volumes to higher-acuity CHF inpatients might over-emphasize probability risks compared to prior years. BPCI episodes typically fall into one of two categories-medical and surgical. Surgical episodes, such as a knee replacement, can be easier to predict and have less variability among the care needed. Medical episodes, particularly chronic, complex conditions like CHF, have a much greater range in care needed- both inpatient and outpatient, which is a key reason the bundles have not gained widespread traction. The variation in care leads to extremely high cost cases, that create risk for BPCI participants, while also creating potential opportunties for savings through improvements in care delivery.
Duke׳s leadership in particular believed that a variety of complicating factors in its patient population could make any bundle for CHF too risky. One of the greatest strengths of a bundle is to provide predictability and standardization of care and costs. Due to the complexity of CHF, medical and support care is not systematically applied the same way to each patient. Further, CHF is not an isolated acute care episode with a clear beginning and end that lends itself to developing a fixed payment per episode. In addition to the MSSP, Duke did enroll in one BPCI pilot: percutaneous cardiac intervention (a procedure used to treat narrowed arteries in a patient׳s heart, known as PCI) instead of CHF. This was a way of “dipping a toe in the water” until better metrics and risk adjustment can be developed for CHF based on experience managing the PCI bundle. Unlike a bundle that is procedure oriented with a well-defined start and episode of care, the chronic nature of CHF as a disease made an index hospitalization less appealing as a trigger for a bundled payment. Duke was also unsure if the BPCI׳s required 30, 60, or 90-day bundle would be appropriate for CHF because they hoped to focus on care strategies, such as Heart@Home, that went beyond these time periods to determine the stability of a discharged CHF patient.
Due to the variety of unknown factors involved, Duke took a conservative approach. Known CHF costs were indexed in the inpatient setting. Yet, a large portion of costs and care was performed in outpatient settings. Such longitudinal, post-acute care is often performed in rehabilitation centers, community health centers, and skilled nursing facilities that Duke does not have control over care and costs. They also did not have enough evidence that their clinical interventions were effective in reducing CHF costs. Thus, they worried that a large investment of resources in new delivery models was unlikely to result in significant cost reduction that would reap savings in a bundled payment setting. In contrast, Duke׳s participation in the MSSP program will, in the long term, lead to investment in enhanced primary care services. This may lead to more fundamental delivery reform and potential investments in prevention and population health.
4.3
University of Colorado hospital: the path to bundled Payments
The University of Colorado Hospital is an academic medical center composed of four campuses and five hospitals across the state based in Aurora, CO ( Fig. 3 ). The three major components of the system are the hospitals, the School of Medicine, and United Physicians Inc. (UPI), a nonprofit organization that supports the medical operations of Colorado. Elizabeth Kissick, the director of health plan development for UPI and Dr. Larry Allen, a professor and cardiologist have been administrative and clinical leaders in the push toward care and payment redesign, especially for the CHF population.
4.3.1
The challenge of care redesign
The American College of Cardiology and Institute for Healthcare Improvement started the national “Hospital to Home,” or H2H program. This program is a resource for hospitals and cardiovascular care providers committed to improving transitions from hospital to “home” and reduce their risk of readmission penalties. 9 In 2010, Dr. Larry Allen, an advanced CHF and transplant physician, identified a need at his own hospital, and started a Colorado-based H2H in 2010. Like Duke, Colorado has re-engineered its care of CHF, but with a very specific focus on using technological innovation to reduce length of inpatient hospitalizations and reduce readmissions ( Fig. 4 ).
4.1.2โปรแกรมดยุหัวใจล้มเหลวดร.โอได้รับ $100000 เมล็ดให้สร้างโปรแกรมดยุหัวใจล้มเหลว นำเสนอกลยุทธ์การรวม CHF ทีมดูแล multidisciplinary ที่รวมแพทย์ (ทันตกรรมประดิษฐ์ ครอบครัว และการฝึกอบรมอายุรแพทย์), พยาบาล dieticians บำบัด เภสัชกร และเจ้า หน้าที่ธุรการ หน่วยแตกต่างกันทางภูมิศาสตร์อย่างเป็นกิจจะลักษณะกำหนดแนวทางการดูแลผู้ป่วยตามประเภทงานสมาคมสุขภาพนิวยอร์ก (NYHA) และการรักษาโรคจัดการคลินิก จะเป็นรากฐานสำหรับคลินิกเข้าวันเดียวกัน ที่สำหรับผู้ป่วยที่ลงทะเบียนในโปรแกรมจาก 1998 กรกฎาคม 2542 เมษายน ศึกษาข้อมูลระบุอัตราโรงพยาบาลลดลงจาก 1.5 การ 0 hospitalizations ต่อผู้ป่วยต่อปีในขณะที่จำนวนคลินิกเข้าชมเพิ่มขึ้นจาก 4.3 เยี่ยมชมคลินิก 9.8 ต่อผู้ป่วยต่อปี ดุ๊คบันทึกค่ามัธยฐานของ $8571 ค่าธรรมเนียมต่อผู้ป่วยต่อปีจากห้องคลอดลดต้นทุน 7ทั้ง ๆ ที่โปรแกรมพิสูจน์แล้วว่าประสบความสำเร็จในการลดค่าใช้จ่าย มีการเปลี่ยนแปลงในสัญญามีรายงานผู้ชำระ กรอไปข้างหน้า 10 ปี - ใน 2011 ดร. Zubin Eapen กลายเป็นที่เกี่ยวข้องในการนำโปรแกรม CHF และ redoubled ปฏิรูปจัดส่งหลังจากที่เมดิแคร์โลกโปรแกรมการลด Readmission ของโรงพยาบาลในปี 20124.1.3ริ Heart@homeTo become self-sustaining, the H@H team determined that preventing 1 readmission every 2 weeks would result in a 1percent reduction in total CHF case costs. This was calculated by determining the amount at risk due to the 3percent Medicare Readmission penalty, nearly $30 million a year. The H@H financing model covers the costs of the program intervention and administration, with savings accruing to the payers (the total amount of savings is unknown at the time of publication).In 2012, with encouragement from Duke Heart Center leadership such as Dr. Bimal Shah, Catherine McCarver, and others partnered with the Duke Translational Nursing Institute (DTNI) and Dr. Bradi Granger to obtain $500,000 in grants to fund further improvements. Specific changes included: (1) putting in place a dedicated care team for each patient, (2) improving communication, (3) coordinating care across all providers and sites of care, and creating standard protocols for post-discharge processes, including follow up procedures, ensuring all inpatients discharged from the hospital had an outpatient follow-up within 1 week, and (4) patient education and self-care support such as an iPad app, which captures specific CHF information that is exchanged with providers, including an interactive calendar, self-assessments, education modules, and an online pill box.4.1.4Same day access clinicนักวิจัยดยุวิเคราะห์รีจิสทรีการสมาคมหัวใจอเมริกันของผู้ป่วยที่เมดิแคร์ และพบว่า เห็นแพทย์ภายใน 7 วันของการรักษาในโรงพยาบาลอย่างมีนัยสำคัญลดความเสี่ยงของการ readmission เน้นจำเป็นในการปรับปรุงการดูแลหลังจำหน่าย ดัง เป็นผู้นำที่ตัดสินใจเปิดคลินิกเข้าวันเดียวกัน (SDA) หัวใจล้มเหลวที่จะช่วยให้ผู้ป่วยดู CHF ผู้เชี่ยวชาญทันทีโดยไม่ต้องนัดหมาย คลินิก SDA เปิดในปี 2555 และอยู่ในสำนักงานผู้ป่วยนอกฉุกเฉิน "ต้องร้านนี้" มีความสอดคล้องของ ใจเปลี่ยนเหมาะสม และช่วยนำทางระบบสุขภาพ และการจัดการ comorbidities4.1.5ผลลัพธ์และผลลัพธ์อัตรา readmission CHF preventable ที่ดยุคได้ไปลง 15 เปอร์เซ็นต์ในปีแรกของการริเริ่ม ผลลัพธ์ทางคลินิกรอง 8 รวมถึงเพิ่มคุณภาพของการเปลี่ยนดูแลผู้ป่วยที่ถูกประเมินโดยใช้การวัด ความพึงพอใจผู้ป่วย และการสื่อสารทักษะการศึกษาผลที่มี patients׳ ความสามารถในการเข้าใจ และจัดการยา อาการ บริโภคอาหารเค็ม และกิจกรรมประจำวัน4.2ตำแหน่งปฏิรูปการชำระเงิน: แบบ ACO ประหยัดใช้ร่วมกันนำแพทย์ Duke׳s มุ่งมั่นที่จะปรับปรุงส่ง CHF และได้สนใจในการสำรวจรูปแบบการชำระเงินใหม่ สุด ดูแลดุ๊กออกแบบทีมงานและผู้นำอาวุโสที่เลือกที่จะลงทะเบียนใน ACO MSSP เปิดตัวในเดือน 2014 มกราคม ดยุ Connected ดูแล มีการชุมชน แพทย์นำ MSSP ACO ที่มีแพทย์ 1700 จากดุ๊ค ศูนย์สุขภาพชุมชนลินคอล์น และสามอื่น ๆ ปฏิบัติดูแลประชากรของผู้รับผลประโยชน์กว่า 45000 ของเมดิแคร์4.2.1ทำไมดยุตกลงยินยอมการชำระเงินกลุ่มสำหรับ CHFThe economic principle behind a bundle is to separate technical risk (things clinicians can manage) from probability risks (thing outside their control), and transfer the former to clinicians and the latter to insurers. Perhaps one of the most important factors driving Duke׳s decision is the inherent variability of CHF; they believe separating technical from probability risks in CHF would be very difficult. Duke expressed concern that efforts aimed at decreasing admissions for CHF might, in a bundled payment, create financial incentives that were misaligned with the goals of improving patient care. Namely, a shift in volumes to higher-acuity CHF inpatients might over-emphasize probability risks compared to prior years. BPCI episodes typically fall into one of two categories-medical and surgical. Surgical episodes, such as a knee replacement, can be easier to predict and have less variability among the care needed. Medical episodes, particularly chronic, complex conditions like CHF, have a much greater range in care needed- both inpatient and outpatient, which is a key reason the bundles have not gained widespread traction. The variation in care leads to extremely high cost cases, that create risk for BPCI participants, while also creating potential opportunties for savings through improvements in care delivery.Duke׳s leadership in particular believed that a variety of complicating factors in its patient population could make any bundle for CHF too risky. One of the greatest strengths of a bundle is to provide predictability and standardization of care and costs. Due to the complexity of CHF, medical and support care is not systematically applied the same way to each patient. Further, CHF is not an isolated acute care episode with a clear beginning and end that lends itself to developing a fixed payment per episode. In addition to the MSSP, Duke did enroll in one BPCI pilot: percutaneous cardiac intervention (a procedure used to treat narrowed arteries in a patient׳s heart, known as PCI) instead of CHF. This was a way of “dipping a toe in the water” until better metrics and risk adjustment can be developed for CHF based on experience managing the PCI bundle. Unlike a bundle that is procedure oriented with a well-defined start and episode of care, the chronic nature of CHF as a disease made an index hospitalization less appealing as a trigger for a bundled payment. Duke was also unsure if the BPCI׳s required 30, 60, or 90-day bundle would be appropriate for CHF because they hoped to focus on care strategies, such as Heart@Home, that went beyond these time periods to determine the stability of a discharged CHF patient.Due to the variety of unknown factors involved, Duke took a conservative approach. Known CHF costs were indexed in the inpatient setting. Yet, a large portion of costs and care was performed in outpatient settings. Such longitudinal, post-acute care is often performed in rehabilitation centers, community health centers, and skilled nursing facilities that Duke does not have control over care and costs. They also did not have enough evidence that their clinical interventions were effective in reducing CHF costs. Thus, they worried that a large investment of resources in new delivery models was unlikely to result in significant cost reduction that would reap savings in a bundled payment setting. In contrast, Duke׳s participation in the MSSP program will, in the long term, lead to investment in enhanced primary care services. This may lead to more fundamental delivery reform and potential investments in prevention and population health.4.3University of Colorado hospital: the path to bundled PaymentsThe University of Colorado Hospital is an academic medical center composed of four campuses and five hospitals across the state based in Aurora, CO ( Fig. 3 ). The three major components of the system are the hospitals, the School of Medicine, and United Physicians Inc. (UPI), a nonprofit organization that supports the medical operations of Colorado. Elizabeth Kissick, the director of health plan development for UPI and Dr. Larry Allen, a professor and cardiologist have been administrative and clinical leaders in the push toward care and payment redesign, especially for the CHF population.4.3.1The challenge of care redesignThe American College of Cardiology and Institute for Healthcare Improvement started the national “Hospital to Home,” or H2H program. This program is a resource for hospitals and cardiovascular care providers committed to improving transitions from hospital to “home” and reduce their risk of readmission penalties. 9 In 2010, Dr. Larry Allen, an advanced CHF and transplant physician, identified a need at his own hospital, and started a Colorado-based H2H in 2010. Like Duke, Colorado has re-engineered its care of CHF, but with a very specific focus on using technological innovation to reduce length of inpatient hospitalizations and reduce readmissions ( Fig. 4 ).
การแปล กรุณารอสักครู่..