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The very costly frequency of delirium in hospitals

By SANDRA G. BOODMAN, for Kaiser Health News

When B. Paul Turpin, M.D., was admitted to a Tennessee hospital in January, the biggest concern was whether the 69-year-old endocrinologist would survive. But as he battled a life-threatening infection, Turpin developed terrifying hallucinations, including one in which he was performing on a stage soaked with blood. Doctors tried to quell his delusions with increasingly large doses of sedatives, which only made him more disoriented.

Nearly five months later, Turpin’s infection has been routed, but his life is upended. Delirious and too weak to go home after his hospital discharge, he spent months in a rehab center, where he fell twice, once hitting his head. Until recently he did not remember where he lived and believed he had been in a car wreck. “I tell him it’s more like a train wreck,” said his wife, Marylou Turpin.

“They kept telling me in the hospital, ‘Everybody does this,’ and that his confusion would disappear,” she said. Instead, her once astute husband has had great difficulty “getting past the scramble.”

Turpin’s experience illustrates the consequences of delirium, a sudden disruption of consciousness and cognition marked by vivid hallucinations, delusions and an inability to focus that affects 7 million hospitalized Americans annually. The disorder can occur at any age — it has been seen in preschoolers — but disproportionately affects people older than 65 and is often misdiagnosed as dementia.

While delirium and dementia can coexist, they are distinctly different illnesses. Dementia develops gradually and worsens progressively, while delirium occurs suddenly and typically fluctuates during the course of a day. Some patients with delirium are agitated and combative, while others are lethargic and inattentive.

Delirium Triggers

Patients treated in intensive-care units who are heavily sedated and on ventilators are particularly likely to become delirious; some studies place the rate as high as 85 percent. But the condition is common among patients recovering from surgery and in those with something as easily treated as a urinary tract infection. Regardless of its cause, delirium can persist for months after discharge.

Federal health authorities, who are seeking ways to reduce hospital-acquired complications, are pondering what actions to take to reduce the incidence of delirium, which is not among the complications for which Medicare withholds payment or for which it penalizes hospitals. Delirium is estimated to cost more than $143 billion annually, mostly in longer hospital stays and follow-up care in nursing homes.

“Delirium is very underrecognized and underdiagnosed,” said geriatrician Sharon Inouye, M.D., a professor of medicine at Harvard Medical School. As a young doctor in the 1980s, Inouye pioneered efforts to diagnose and prevent the condition, which was then called “ICU psychosis.” Its underlying physiological cause remains a mystery.

“Physicians and nurses often don’t know about it,” added Inouye, who directs the Aging Brain Center at Hebrew SeniorLife, a Harvard affiliate that provides elder care and conducts gerontology research. Preventing delirium is crucial, she said, because “there still aren’t good treatments for it once it occurs.”

Researchers estimate that about 40 percent of delirium cases are preventable. Many cases are triggered by the care patients receive — especially large doses of anti-anxiety drugs and narcotics to which the elderly are sensitive — or the environments of hospitals themselves: busy, noisy, brightly lit places where sleep is constantly disrupted and staff changes frequently.

Recent studies have linked delirium to longer hospital stays: 21 days for delirium patients compared with nine days for patients who don’t develop the condition. Other research has linked delirium to a greater risk of falls, an increased probability of developing dementia and an accelerated death rate.

“The biggest misconceptions are that delirium is inevitable and that it doesn’t matter,” said E. Wesley Ely, M.D., a professor of medicine at Vanderbilt University School of Medicine who founded its ICU Delirium and Cognitive Impairment Study Group.

In 2013, Ely and his colleagues published a study documenting delirium’s long-term cognitive toll. A year after discharge, 80 percent of 821 ICU patients ages 18 to 99 scored lower on cognitive tests than their age and education would have predicted, while nearly two-thirds had scores similar to patients with traumatic brain injury or mild Alzheimer’s disease. Only 6 percent were cognitively impaired before their hospitalization.

Cognitive and memory problems are not the only effects. Symptoms of post-traumatic stress disorder are also common in people who develop delirium. A recent meta-analysis by Johns Hopkins  University researchers found that 1 in 4 discharged ICU patients displayed PTSD symptoms, a rate similar to that of combat veterans or rape victims.

David Jones, a 37-year-old legal analyst in Chicago, said that he was entirely unprepared for persistent cognitive and psychological problems that followed the delirium that began during his six-week hospitalization for a life-threatening pancreatic disorder in 2012. Terrifying flashbacks, a hallmark of PTSD, were the worst. “They discharged me and didn’t tell me about this at all,” said Jones, whose many hallucinations included being burned alive.

Jones’s ordeal is typical, said psychologist James C. Jackson of Vanderbilt’s ICU Recovery Center, a multidisciplinary program that treats patients after discharge.

Vivid Flashbacks

“They go home and don’t have the language to describe what has happened to them,” said Jackson, adding that such incidents are often mistaken for psychosis or dementia. “Some patients have very striking delusional memories that are very clear distortions of what happened: patients who were catheterized who think they were sexually assaulted and patients undergoing MRIs convinced that they were fed into a giant oven.”

Some hospitals are moving to prevent delirium through a more careful use of medications, particularly tranquilizers used to treat anxiety called benzodiazepines, which are known to trigger or exacerbate the problem. Others are trying to wean ICU patients off breathing machines sooner, to limit the use of restraints and to get patients out of bed and moving more quickly. Still others are trying to soften the environment by shutting off lights in patients’ rooms at night, installing large clocks and minimizing noisy alarms.

A recent meta-analysis led by Harvard researchers found that a variety of non-drug interventions — which included making sure that patients’ sleep-wake cycles were preserved, that they had their eyeglasses and hearing aids and that were not dehydrated — reduced delirium by 53 percent. These simple fixes had an added benefit: They cut the rate of falls among hospitalized patients by 62 percent.

Inouye and other experts say that encouraging hospitals to recognize and treat delirium is paramount. They have vehemently argued that federal officials should not classify delirium as a “never” event for which Medicare payment will be denied, fearing that would only drive the problem further underground. (“Never” events include severe bedsores.)

Delirium “is not like pneumonia or a fracture” and lacks an obvious physical indicator, said Malaz Boustani, an associate professor of medicine at Indiana University. He proposes that Medicare create a bundle payment that would pay for treatment up to six months after delirium is detected.

Creating effective incentives is essential, said Ryan Greysen, M.D., an assistant professor of medicine at the University of California at San Francisco. Delirium, he said, suffers from a “pernicious know-do gap” — a disparity between knowledge and practice. Many proven interventions, he said, do not seem sufficiently medical. “There’s no gene therapy, no new drug,” Greysen said. “I think we need to put this in the realm of hospital protocol, which conveys the message that preventing and treating delirium is just as important as giving people their meds on time.”

Growing Awareness

Awareness that delirium is a significant problem, not a transitory complication, is recent, an outgrowth of growing expertise in the relatively new field of critical care medicine. The graying of the baby boom generation, whose oldest members are turning 69, is fueling interest in geriatrics. And many boomers are encountering delirium as they help care for their parents who are in their 80s and older.
“In the early 1990s, we thought it was a benevolent thing to protect people from their memories of having a tube down their throat, of being tied down, by using large doses of drugs to paralyze and deeply sedate patients,” Ely noted. “But by the late 1990s, I was just getting creamed by families and patients who told me, ‘I can’t balance my checkbook, I can’t find my car in the parking lot and I just got fired from my job.’ Their brains didn’t work anymore.”

Delirium “is now taught or at least mentioned in every medical and nursing school in the country. That’s a huge change from a decade ago,” said Inouye, adding that research has increased exponentially as well.

In some cases, delirium is the result of carelessness.

One woman said she was repeatedly rebuffed several years ago by nurses at a Washington area hospital after her mother started acting “stoned” after hip surgery. “She said things like ‘I’m having a dinner party tonight and I’ve invited a nice young man to meet you,’ ” recalled the daughter. She asked that her name be omitted to protect the privacy of her mother, now 96, who lives independently in Northern Virginia and “still has all her marbles — and then some.”

“The nurses kept telling me she was off all medication” and that her confusion was to be expected because of her age. “It was only when I insisted on talking to the doctor and going through her chart” that the doctor discovered that a motion-sickness patch to prevent nausea had not been removed. “Within an hour, my mother was acting fine. It was very scary because if she hadn’t had an advocate, she might have been sent to a nursing home with dementia.”

Inouye, who developed the Confusion Assessment Method, or CAM scale, now used around the world to assess delirium, said that significant systemic obstacles to preventing delirium remain.

“We need to back up in our care of older patients so that we don’t treat every little symptom with a pill,” she said. Sometimes, she said, a hand rub or a conversation or a glass of herbal tea can be as effective as an anti-anxiety drug.

Two months ago, Inouye, who is in her 50s, was hospitalized overnight, an experience that underscored the ordeal that older, vulnerable patients face. “I was woken out of the deepest sleep every two hours to check my blood pressure,” she said. In addition, alarms in her room began shrieking because a machine was malfunctioning.

“Medical care,” she added, “has evolved to be absolutely inhumane to older people.”

HELP

In an effort to prevent or reduce delirium, Inouye created a program called HELP, short for Hospital Elder Life Program, currently operating in 200 hospitals around the country. While the core of the program remains the same, each hospital implements the program in different ways. Some enroll ICU patients, while others exclude them. A 2011 study found that HELP saved more than $7 million in one year at UPMC Shadyside Hospital in Pittsburgh.

At Maine Medical Center, in Portland, HELP is a voluntary program open to patients older than 70 who have been in the hospital for 48 hours or less and do not show signs of delirium. ICU and psychiatric patients are excluded. The program relies on a cadre of 50 trained volunteers who visit patients up to three times daily for half-hour shifts, providing help and companionship and helping them stay oriented.

The CAM scale is built into the hospital’s electronic medical record, said geriatrician Heidi Wierman, who oversees the program and heads a medical team that sees patients regularly. HELP prevented delirium in 96 percent of patients seen last year, she said, adding that resistance by doctors and nurses to the 13-year-old program has been minimal because “we tied the incidence of falls to the prevention of delirium.”

Marylou Turpin, whose husband recently returned to their home outside Nashville, is planning to enroll him at Vanderbilt’s ICU Recovery Center as soon as possible. “I’m just hoping we can have some kind of life after this,” she said.


Stop penalizing high-performing ACO’s

 

punish

James Weinstein, M.D., and William Weeks, M.D.,  both affiliated with Dartmouth’s medical complex, write that Medicare should end its penalty for high-performing hospital systems under the Accountable Care Organization model.

At the start of their piece in Modern Healthcare they write:
“Imagine a company that produces a high-quality product, operates efficiently and generates $16 million in year-over-year savings. Then imagine that the company is not allowed to retain those savings, but is assessed a financial penalty. Hard to imagine? Well, it’s a reality in the American healthcare system today.”They elaborate: “It is … important to recognize that participation in the program required these ACO’s to make the expensive upfront investments in information technology and case- management personnel that are indispensable to success in shared-savings models. And, while these investments improve quality, they also reduce healthcare utilization, which reduces per capita Medicare revenue—the basis for shared savings.”Given these high initial investments, anticipated lower Medicare revenue and the lack of well-designed incentives, this financial model is struggling for wider adoption. When Medicare established the Pioneer ACO shared-savings model in 2011, 32 healthcare systems participated in the effort; today 19 remain. ”

“{H}istorically, Dartmouth-Hitchcock {Medical Center} has had very low Medicare per-beneficiary costs. Under the Pioneer ACO model, program results are measured against an annual cost target, instead of on year-over-year improvement. Using this method, healthcare systems with high baseline costs…have a lot of room for improvement, while those with low baseline costs—such as Dartmouth-Hitchcock—do not,” they explain.

“Just as it is easier for an athlete who runs a 10 minute mile to run faster than it is for one who runs a 4 minute mile to do so, it is easier for providers with high baseline healthcare costs to reduce them than it is for providers with low baseline healthcare costs to do so.”

“Given the Pioneer ACO program’s flawed current incentive structure, Dartmouth-Hitchcock is deciding whether to continue to participate.”

Healthcare fragmentation’s high cost

dollars

The Fiscal Times reports on a HealthAffairs analysis on the  vast administrative costs associated with the Affordable Care Act.

The analysis in HealthAffairs found that the ACA would add about $273.6 billion in administrative costs in  2014-22, including $172.2 billion in higher private insurance overhead.

David Himmelstein, M.D., and Steffie Woolhandler, M.D., professors at the City University of New York School of Public Health and lecturers at Harvard Medical School, cite  rising enrollment in private plans, the law’s Medicaid expansion and the cost of setting up and running health-insurance exchanges.

Instead of the ACA, it would have cheaper, easier and more efficient to simply extend the traditional Medicare program to everyone — but that was seen as ideologically and politically impossible. So we have a system whose fragmentation and contradictory incentives and disincentives maximizes costs as each constituency demands its cut.

The latest estimate means about $1,375 in extra administrative costs per newly insured person per year, according to the report. That’s “over and above what would have been expected had the law not been enacted,” Dr. Himmelstein wrote on the Health Affairs blog.

 

 

 

 


Trying to identify a ‘good’ hospital merger isn’t easy

 

Leemore S. Dafny, Ph.D., and Thomas H. Lee, M.D., writing for the New England Journal of Medicine, look at the difference between good and bad hospital mergers.

“A ‘good’ merger or affiliation is one that increases the value of healthcare by reducing costs, improving outcomes, or both, thereby enabling providers to generate and respond to competition. The all-too-common alternative is a merger intended to reduce competition — to ensure referral streams (which would otherwise be earned through superior offerings) or to help providers negotiate higher prices and thereby avoid the difficult work of improving outcomes and efficiency.”

“Although regulators can sometimes stop a ‘bad’ merger, they cannot create a good one,” they note.

“The harsh reality is that it’s difficult to find well-documented examples of mergers that have generated measurably better outcomes or lower overall costs — the greater value that is publicly touted as the motivation underlying these combinations. The most consistently documented result of provider mergers is higher prices, particularly when the merging hospitals are in close proximity. Providers’ hopes for improving value by consolidating and then integrating care within merged entities remain objectives rather than accomplishments in most organizations.”

 

 

 


Barriers, opportunities to end ‘more is always better’

 

Rita F. Redberg, M.D., and Deborah G. Grady, M.D., write in MedPage Today about the barriers to ending “more is always better” mindset  of clinicians and consumers in U.S. healthcare.

Many procedures and treatments currently being used  have no known benefit.

They note how “Less healthcare stirs fears of rationing, or withholding care simply to save money….Doctors and health systems may earn more money when they do more.”

“We felt that focusing on the harms of overuse and the benefits of less healthcare might counter these forces and educate Americans that there are also often good reasons to ‘withhold’ care.”

“Unfortunately, awareness of the harms of overuse of medical care probably isn’t enough to achieve the ‘less is more’ goal. {But} we are very encouraged to see that many new efforts are underway to reduce overuse, including educational initiatives, computer-based alerts, and decision support tools, peer review and feedback, and system changes supported by implementation and behavioral sciences.

“Important changes are also occurring in the U.S. healthcare system, moving us away from fee-for-service medicine, which rewards high-volume care regardless of appropriateness, towards bundled payments, Accountable Care Organizations, and capitated systems that can better align incentives towards high-value care.”

 


Telemedicine seen as undermining profession

 

Lee Schwamm, M.D., says that telemedicine vendors offering acute-care services risk undermining healthcare, just as charter schools have challenged public education and Fed Ex the U.S. Postal Service.

“Urgent care should be part of an integrated delivery network,” said Dr.  Schwamm, who is also the director of telestroke services at Massachusetts Massachusetts General Hospital, at the iHT2 Health IT summit in Boston.

MedCity News paraphrased that he said that “telemedicine companies risk creating their own information silos because they don’t do an adequate job of ensuring these patient-physician interactions get passed along to patients primary care physicians and aren’t designed with follow-up care in mind. They are also attracting dissatisfied physicians who want to set their own work hours rather than the long hours they currently work.”

“It destroys the profession,”  he said, adding, MedCity News reported, that it is attracting wealthier patients who can pay out of pocket for these services.

“It’s pulling dollars out of the healthcare system that are desperately needed to care for poorer patients.”

 

 

 

 


Trinity Health chief: CMS should stop micromanaging

 

Richard Gilfillan, M.D., president and CEO of Trinity Health, a Livonia, Mich.-based healthcare network serving patients in 21 states, said Medicare would work better if the Centers for Medicare and Medicaid Services (CMS) stopped micromanaging quality measurement.

“I would love for the {Obama} administration to recognize that they need to stay ‘high-level,'” Dr. Gilfillan told a briefing on the future of Medicare sponsored by the Alliance for Health Reform.

“Thirty-two [quality] metrics for Accountable Care Organizations (ACO’s) to meet is too much — we should have five to seven patient-reported functional status outcomes,” MedPage Today reported he said.

“Hold us accountable, sure but don’t go describing 30 to 50 different ways that allow us to teach and perform to the test. Don’t go deep — let the marketplace be innovative in responding.”

When asked what examples of those five to seven measures would be, Gilfillan said, “I would think there’s a way for us to ask people, ‘How is your functional status? How are you doing now compared to when you went into the hospital?’ Or for all the hip [replacement] folks, ‘How are you doing at 30 days or 60 days?’ Look for those kinds of measures that are straightforward, that are based in the patient.”

Dr. Gilfillan also suggested that CMS give money to  about 20 specialty societies for each to develop an outcomes registry to which providers would voluntarily contribute.


AAFP pushes to defend hospital-employed physicians

 

 

The American Academy of Family Physicians has written  a letter to  the the Centers for Medicare and Medicaid Services seeking to defend the rights of family physicians employed by hospitals.

Becker’s Hospital Review reports that in a letter to Andy Slavitt, CMS acting administrator,  AAFP’s board chairman, Reid Blackwelder, M.D.,  argued that hospital-employed physicians have the right to “due process” before being fired from hospitals’ medical staff.

“We believe physicians deserve fair hearings when threatened by termination from a hospital and that fear of retribution may limit or prevent physicians from fully advocating for their patients’ best interests,” Dr. Blackwelder wrote. He added that “physicians with due process rights are more likely to protest fraudulent practices that threaten the integrity of the Medicare and Medicaid programs.”

Becker’s reported that the AAFP is asking CMS to revise the “conditions of participation” form that Medicare-participating hospitals sign, saying that AAFP believes that  hospitals and physician-staffing companies should be prohibited “from including language that facilitates physician dismissal without a fair hearing in physician employment contracts.”

 


A way to lubricate patient flow

The American Journal of Medical Quality describes the Patient Flow Management Center (PFMC) at the three-hospital, 935-bed Thomas Jefferson University Hospitals system, in Philadelphia. The center improved rates of emergency department (ED) walkouts, ED and post-anesthesia care unit (PACU) boarding, ambulance diversion, and average elapsed time from ED door to hospital bed.

“This is about taking non-value-added steps out of the process and getting rid of the ‘silos’ of bed management,” said lead author Paris B. Lovett, M.D.,  emergency-medicine specialist at Jefferson. “Lots of hospitals suffer from poor patient flow. The problem is the hospital itself being very full—with a mismatch of demand and supply that impacts a lot of areas. We were having all of these problems [at Jefferson].”

The PFMC, with an open floor plan and 18 pods, lets the hospital system  integrate services that, in other hospitals, typically do not share management or reporting relationships and are not in a shared workspace, including, Medscape summarizes:

  • Environmental services for cleaning rooms.
  • Within-facility patient transport.
  • Around-the-clock bed management by a patient flow clinical supervisor who is a critical care nurse.
  • Dispatch for local ambulance services and for advanced life support air and ground transport.
  • Transfer center for coordinating transfer of patients from other facilities.
  • A single technology platform for all of these functions.

 


Telemedicine parity laws slowly spread

MedPage Today reports that 24 states and Washington, D.C.,  have enacted “parity laws requiring comparable coverage of and reimbursement for services delivered via telemedicine as is available for in-person services, by state-approved private insurance plans, state employee medical plans, and Medicaid.”

That’s up three states from last September.

“Health insurers in states still lacking parity laws are feeling the pressure, according to a major South Carolina healthcare provider….”

“Ninety percent of the private insurance [in South Carolina] is Blue Cross Blue Shield,”  pediatrician James McElligott,  M.D., medical director for telehealth at the Medical University of South Carolina (MUSC) Health, told MedPage Today. “‘They have each year taken baby steps [in telemedicine reimbursement]. [That’s] the main reason we are not going for parity legislation.”‘

“Telemedicine reimbursement is ‘not as good as we need, but we’re working with Blue Cross Blue Shield so that would cover the vast majority of the state,’ McElligott says. ”Insurers in states still lacking parity laws hope to avoid passage of such laws by responding to demands for greater coverage of telemedicine….”

“Medicare reimbursement of telemedicine services, the only category not covered by the ATA survey, remains a more daunting challenge to states with a particular kind of geography, such as South Carolina. In that state, ’44 out of 46 counties are rural by our definitions, but not by [Medicare’s],’ McElligott says. “It’s almost as if telehealth is only acceptable if you’re North Dakota, where you have these huge distances.”‘

 


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