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A skeptical look at primary care in the medical home

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Robert Berenson and Rachel Burton look at the solidity or lack thereof of the primary-care foundation of the patient-centered medical home (PCMH)

They write  in HealthAffairs “{A} recent summary of the latest evidence found reason for optimism about the potential impact of the PCMH model, not only on quality but also physician morale — raising the hope that the proliferation of the PCMH model might attract more physicians to careers in primary care.

“At the same time, more robust studies that have used difference-in-differences analyses—controlling for the likelihood that practices that become PCMHs might be higher performers to start with—had less impressive results, especially regarding healthcare spending….”

“But there’s a more fundamental issue to consider regarding which aspects of primary care practice make the difference in performance. Many of the versions of the PCMH—and the accompanying recognition instruments that assess practice adoption of the PCMH model—do not assure that the well-established four ‘pillars’ of primary care are robustly adopted by PCMH practices. Rather, it’s simply assumed, despite growing evidence to the contrary, that practices are meeting the ‘four C’s,’….— providing first contact, continuity, comprehensiveness, and coordination.

“We would suggest the current emphasis of PCMH demonstrations and models on the fourth C, care coordination, is partly a reaction to decline in primary-care commitments to the three other C’s,contact, continuity, and comprehensiveness — decline that seems to have been simply accepted as facts of life by most PCMH architects. It’s no wonder the PCMH emphasizes care coordination — much of the care received by primary care clinicians’ patients is now being performed by others, without their involvement.”


The growing number of medical schools

By JULIE ROVNER

For Kaiser Health News

The  announcement by Kaiser Permanente that it plans to open its own medical school in Southern California has attracted a lot of attention in the healthcare community.

But Kaiser is actually at the trailing edge of a medical-school expansion that has been unmatched since the 1960s and 1970s, say medical education experts. (Kaiser Health News is not affiliated with Kaiser Permanente.) In the past decade alone, according to the Association of American Medical Colleges, 20 new medical schools have opened or been approved.

That’s no coincidence. In 2006, the AAMC called for a 30 percent increase in medical-school graduates by 2015 to meet a growing demand, both through expanded class sizes and newly created medical schools.

“We’re on track to meet that 30 percent increase in the next three or four years,” said Atul Grover, AAMC’s chief public-policy officer. “Enrollment is already up 25 percent since 2002.”

Many of the new schools focus on producing more primary-care physicians — those specializing in pediatrics, family medicine or general internal medicine. In fact, Kaiser Permanente already has a partnership with the University of California at Davis in the northern part of the state on a fast-track training program for primary care.

But Kaiser leaders say their new school (projected to enroll its first class in 2019) is about more than just primary care.

“We need to prepare physicians for the way healthcare is delivered in the future,” said  Edward Ellison, M.D., executive medical director for the Southern California Permanente Medical Group. He said students need to learn not just medicine, but about integrated systems of care and how to work in a much different medical environment. “Our advantage is we can start from scratch,” he said.

Another advantage is the HMO’s deep pockets.

“They’ve got huge resources,” said George Thibault, president of the Josiah Macy Jr. Foundation, which focuses on medical education. “This is a grand experiment, but if anybody can do it, Kaiser can.”

Kaiser Permanente is far from the first healthcare provider to launch its own medical school — the Mayo Clinic has had one since 1972 and is about to expand that school from its home base in Minnesota to its satellite campuses in Arizona and Florida.

Thibault said health-provider systems are already heavily involved in the new medical schools, often as partners with degree-granting universities, “which itself is a new trend.” For example, on Long Island, the North Shore-LIJ Health System co-launched a medical school with Hofstra University in 2011.

One big question is whether all these new schools will eventually produce more students than there are residency positions, which are necessary to complete the training. The federal government, which funds the majority of those residencies through the Medicare program, capped the number of residencies it would fund in the 1997 Balanced Budget Act.

Currently there are about 27,000 residency slots available each year, which are filled by students who have earned M.D. or D.O. degrees (doctors of osteopathy) in the U.S., as well as foreign medical-school graduates and U.S. citizens who have graduated from medical schools overseas.

Between the new M.D.-granting schools and a rapid expansion of osteopathic medical schools, AAMC’s Grover said, demand will soon outstrip supply. Residency slots “are growing at about 1 percent per year,” he said (mostly funded by health systems themselves since Medicare will not), “while undergraduate medical education is growing about 3 percent per year.”

But Edward Salsberg of George Washington University, who has spent a career documenting health workforce trends, said any potential conflict is still a long way off.

“When you start with an excess of 7,000 slots” of residencies over graduating U.S. medical students, “it takes a very long time” to consume that excess, he said. By the year 2024, he and others concluded in a recent article in the New England Journal of Medicine, there will still be 4,500 more slots than graduates.

“So yes, U.S. medical students will have a slightly more limited range of specialties to choose from,” said Salsberg, “but still plenty of room.”

There are also questions about whether there even is a physcian shortage that all these new schools are aiming to alleviate.

Grover, whose organization has led the call for more physicians, said the anticipated shortage of primary-care physicians might not be as acute as originally thought. That’s because the U.S. is producing dramatically more nurse practitioners and physician assistants, who also provide primary care.

That’s probably a good thing, at least in supply terms, said Thibault of the Macy Foundation. Because it turns out that many students graduating from new primary-care-focused school’s programs are in fact opting to become specialists instead.

“The career choices in the new schools look remarkably similar to career choices of more traditional schools,” he said. The graduating medical students “are responding to the same set of signals and stimuli” about prestige, income and lifestyle.


Shared decision-making in anti-depressant use

 

The move to shared decision-making between clinicians and patients includes treatment for psychiatric and emotional problems. Consider this study in JAMA of anti-depressant use in primary care using a cluster randomized trial of a “Depression Medication Choice (DMC) encounter decision aid.”

The conclusions:

The DMC decision aid helped primary care clinicians and patients with moderate to severe depression select antidepressants together, improving the decision-making process without extending the visit. On the other hand, DMC had no discernible effect on medication adherence or depression outcomes. By translating comparative effectiveness into patient-centered care, use of DMC improved the quality of primary care for patients with depression.”


Coding and definitional issues sabotage ‘wellness visit’ reimbursement

 

Launched with considerable fanfare, much of Medicare’s seemingly promised payments for “wellness visits” go  unclaimed because of difficult coding and definition issues.

As MedPage Today noted:

“A huge victory in primary care doctors’ quest for better Medicare payment came Jan. 1, 2011, or so they hoped.

“That’s when six pages of the Patient Protection and Affordable Care Act kicked in, authorizing three novel billing codes so that as many as 33 million beneficiaries enrolled in Medicare Part B could receive ‘annual wellness’ visits to help them thwart disease. Nationally, the amounts are significant, paying from $118 to $174 for each code, and possibly more in some locations.”

“But despite this potential largess for primary care, physicians have been slow to submit claims. For the third year of the new codes, only 12% of eligible beneficiaries had Medicare billings for these services, according to 2013 data from the Centers for Medicare and Medicaid Services.

“‘There’s a lot of money and services being left on the table because of the way Medicare has structured this,’ Joseph Scherger, M.D., vice president for primary care at Eisenhower Medical Center, a 48-physician practice in Rancho Mirage, Calif.,  told MedPage Today.

“{T}hese visits are different and separate, instead of being integrated into the flow of care. Now, there’s this awkward separatism that offices have to work around. Patients want to talk about their medical problems, but that ends up violating the intent of wellness visit.”

 

 

 

 

 

 


3 tips on advancing population health

 

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The National Institutes of Health, Bethesda, Md., in Montgomery County. The presence of the NIH and other big healthcare centers in the county have helped make it a healthcare-reform leader.

The Primary Care Coalition in Montgomery County, Md., discusses its lessons as it has pushed to improve population health.

  1. “Every project does not need to focus on all three dimensions of the Triple Aim (but your portfolio of projects does).”
    “Until this year, we tried to include a measure for population health, patient experience, and cost reduction for every project we had. Previously, we thought a Triple Aim portfolio was a collection of projects each of which should achieve all three aims simultaneously. We now understand that our portfolio of projects needs to achieve all three aims. ”
  2. “Be clear on the definition and identification of your population.
    “{A] lesson we learned from Kick-Start the Triple Aim was about the formal structure underlying the Triple Aim. First and foremost is to be clear on how we define and identify our population. For an organization like ours, that can get a little messy. Having complete clarity, however, drives how we operate going forward.”
  3. “Never underestimate the value of learning from patients.
    “The Triple Aim prototyping work we did with IHI {the Institute for Healthcare Improvement} focused on emergency department (ED) utilization and contributed to the success of our efforts to link ED patients to primary care (as described in a study published in Health Affairs in May 2015). During the prototyping, IHI promoted the concept of studying an “n of 1” [with “n” denoting sample size] and pushed us to see how much we could learn from talking to a single patient who went to the ED. We started small and ended up doing a number of interviews.”


How to reduce cost of Medicaid newcomers

 

Last week, the Centers for Medicare and Medicaid Services released its 2014 Actuarial Report on the Financial Outlook for Medicaid.

The  report is making headlines because the actuaries  estimate that for 2014 the newly eligible Medicaid expansion population  had costs greater than the non-newly eligible Medicaid population.

But, Emma Sandoe writes in Health Affairs, “While we still do not have final figures on how much new Medicaid enrollees spent on medical care in 2014, we do have evidence—including a recent study by Naderah Pourat and co-authors published in the July issue of Health Affairs—that primary care and care coordination can help reduce the initial care costs of Medicaid enrollees entering the healthcare system for the first time.

“After all, evidence suggests newly eligible Medicaid beneficiaries are healthier and less costly than the current Medicaid population. However, when negotiating their managed care contracts, many states estimated that the newly eligible would cost more in the first year than non-newly eligible individuals. This approach was based on the theory that the first newly eligible people to enroll would be those previously locked out of the insurance market, quickly entering the healthcare system with pent up demand. Additionally, they would be sicker and would require more healthcare services.

“But it doesn’t have to work that way. Pourat and colleagues show how, several years ago, California found a way to reduce the cost of newly insured Medicaid beneficiaries entering the healthcare system for the first time: care coordination.”

 

 

 

 

 


The routes of 2 ACOs to improve care, control costs

 

Two Accountable Care Organizations (ACOs) discussed strategies to boost engagement with patients  in order to improve healthcare delivery and outcomes while more rigorously controlling costs.

One is Mercy Clinic ACO, in Des Moines, Iowa, which in 2012 became a Medicare Shared Savings Program (MSSP) participant. The ACO has provider participants throughout Iowa and focuses on primary care,  community resources, patient advisers and health coaches, who are registered nurses.

Mercy also uses  patient advisers to find out what it can do to offer better  service to patients and the broader community, as the imperative of improving population health becomes more pressing.

The Triad Healthcare Network, in Greensboro, N.C., is is also an MSSP ACO participant. Its initial patient-engagement efforts focused on care management for high healthcare users.But that only represented  5 percent to 10 percent of its patient population.

So it reached out  via telephone to “under-utilizers” — patients with chronic illness who haven’t had an appointment in  months. The idea, of course, is to more closely monitor their condition and care to prevent their illnesses from becoming more dangerously (and expensively) serious.

 

 

 


Primary-care clinics grow and grow

 

The Sacramento Bee reports on the sort of primary-care clinic transformation we’ll be seeing a lot more of, many focused on treating low-income people. Here’s another new Federally Qualified Health Center.

 

 

 


The decades-old ‘looming’ primary-care shortage

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She writes:

“Our constant inability to address this shortage is also immutable, and it has been so for all the decades we could have used to train more primary care doctors.

“Whether by design or by happenstance, we are now working hard to reduce demand, and perceived need, for actual doctors in primary care, and at the same time, we are working equally hard, if not harder, to increase the soothing volume of cheap and inconsequential services which are considered part of primary care.”

Along the way, she also returns to the old, half-joking, half-serious comparison of primary care and Jiffy Lube.


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