Book

The Unfinished Business of the Baby Boom Generation: Healthcare for the 21 st Century

Categories
Published
of 38
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Related Documents
Share
Description
Clinical Neuroscience Practice 2009 Annual Conference The Unfinished Business of the Baby Boom Generation: Healthcare for the 21 st Century John Kitzhaber, M.D. The Greatest Generation Won Second World
Transcript
Clinical Neuroscience Practice 2009 Annual Conference The Unfinished Business of the Baby Boom Generation: Healthcare for the 21 st Century John Kitzhaber, M.D. The Greatest Generation Won Second World War Built system of Higher Education Created interstate highway system Built the transmission grid Went to the moon Cured polio and eradicated smallpox Put in place the great programs of the 20 th Century Social Security GI Bill Medicare Medicaid The Unfinished Business of the Baby Boom Generation To resolve crisis need: Agreed upon system objectives Accurate diagnosis of problem why current system is not achieving those objectives Clear description of the design elements necessary to achieve objectives Objectives Health vs. Health Care System Objectives The Triple Aim (Institute for Healthcare Improvement) 1. Improve population health 2. Reduce per capita cost 3. Improve patient experience Outcome Safety Satisfaction Health Field Model Influence Factors on Health Status Social 15% Environmental 5% Human Biology 30% Lifestyle & Behavior 40% Medical Care 10% Source: McGinnis J.M., Williams-Russo, P., Knickman, J.R. (2002). Health Affairs, 21(2), 83 CATEGORICAL ELIGIBILITY EVOLUTION OF CURRENT ELIGIBILITY AND FINANCING STRUCTURE 1954 Tax Reform Act - Granting preferential tax treatment to employer sponsored coverage 1965 Enactment of Medicare 1965 Enactment of Medicaid COVERAGE GAP GAP Public Private Medicaid Medicare Employment-based coverage Those who don t fit into a category COST SHIFTING (Shifting Accountability) Change Eligibility Drop Coverage Public Private ER Must Explicitly Answer the Question Who has the responsibility to pay for the health care needs of those who cannot afford to do so themselves? Chronic Disease* People with chronic diseases 70% HC spending Diabetes Coronary Artery Disease Congestive Heart Failure Asthma Mental health / chemical dependency *George Halvorson Health Care Reform Now Distribution of Health Care Expenditures* 1% of population 35% of HC spending 5% of population 60% of HC spending 10% of population 70% of HC spending *George Halvorson Health Care Reform Now Managing Chronic Disease Preventable Progressive We know how to intervene to prevent complications. Requires Care team to coordinate care and share information Most important care giver is patient and family Well educated patients who can recognize early warning signs of a complication Rapid response Not everyone has the same capacity for self-care Problems in the Delivery System Acute care infectious disease model Solo or small group practices working independently Lack of Data Most people with chronic conditions Interact with the care system only in crisis Get the appropriate care only 50% of the time Financial Incentives* Financial incentives reward acute care interventions and discourage reorganization around chronic care management. 9,000 individual billing codes No code for a cure No billing code for prevention No billing code for health improvement These are not billable events *George Halvorson Health Care Reform Now Transformational Change Financing Must explicitly answer question: Who has the responsibility to pay for the health care needs of those who cannot afford to do so themselves? Public Sector Responsibility But not an open ended responsibility Eliminate Categorical Eligibility Publicly financed Floor Defined benefit Prioritization process (Oregon Health Plan) Value Based Cost Sharing (Two Tiers) Co-payments used to drive individual behavior and personal accountability Little or no cost-sharing for services which are highly effective and rank high in terms of population health Higher cost-sharing for elective and/or discretionary services and those which rank lower in terms of population health Organization of Care The basic level of care must be organized around Families of Conditions 1. Pregnancy, childbirth and early childhood 2. Chronic Life Threatening (e.g., diabetes) 3. Acute Life Threatening (e.g., trauma, acute MI) 4. Acute episodic non-life Threatening (e.g., UTI) 5. End of Life Care The New Delivery Model Revenue flows to risk bearing entities at the regional or local level each of which would bear economic risk and assume responsibility for the health of a defined population. A hospital with an affiliated physician group A large primary care group practice Visionary health plan New entity Risk Bearing Entity 1. Recognizes local and regional differences 2. Provides single point of contact (advocate, case manager) for each individual within defined population 3. Serves as an integrator Payment Subscription payment For maintaining the relationship with each individual. Patient education Maintaining an electronic record Individual case management Coordinating care Office visits 24/7 consultation Bundled payment For managing complex conditions especially those requiring hospitalization. Performance bonus payment For high quality care (i.e., reducing complications, hospitalizations, etc.) Economic Stakeholders Uninsured Workers with good employer-sponsored coverage Seniors on Medicare Those with disabilities and other special needs Employers Doctors, hospitals and other providers Insurers and health plans Pharmaceutical manufacturers Medical device manufacturers Others The Future State Most Can Be Winners (D. Berwick, M.D., IHI) CURRENT STATE BURDEN FUTURE STATE TIME The Transition State Hard for All (D.Berwick, MD., IHI) CURRENT STATE TRANSITION STATE BURDEN FUTURE STATE TIME Shift Focus from Where We Want to End Up to How We Get There (D.Berwick, MD., IHI) CURRENT STATE TRANSITION STATE BURDEN FUTURE STATE TIME Agreeing on a Shared Vision No wind is the right wind if you don t know what port you are sailing for. -- Seneca Accountable Care Organizations* Local integrated delivery systems Accountable for health/cost across defined population Large enough to support performance measurement Able to provide/manage full continuum of care Participate in Shared Savings Interim step toward fundamental payment reform *Elliott Fisher, MD Dartmouth Institute For Health Policy & Clinical Practice Leadership Starts with Us The Unfinished Business of the Baby Boom Generation Leadership Starts with Us
Search
Related Search
We Need Your Support
Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

Thanks to everyone for your continued support.

No, Thanks