The healthcare payment landscape, which is more accurately described as a sobering wasteland of ineffective status quo arrangements and failed attempts at reform, has heralded a winner in the form of bundled payments. These are lump sums given to acute and post-acute providers to cover the costs of care across the continuum in one bucket, from which providers will share in savings that are supposed to derive from more effective and lower-cost care.
The Center for Medicare and Medicaid Innovation (CMMI) is working hard to spread the model across the nation, in accord with its stated goal to tie 90 percent of reimbursements to quality or value by 2018. Earlier this month, CMMI announced proposed rules that would require hospitals in 80 geographic areas to participate in 5-year bundled payment demonstrations for knee and hip replacements. These rules concern almost all hospitals – not just the hospitals that are already confident in their abilities to manage cost and quality under value-based arrangements.
Such a program has the potential to catalyze real change. CMMI, and its talented and ambitious people, should be commended for “walking the talk” and pushing the agenda forward on value, quality and incentives. Requiring broad hospital participation in a new model of care financing and delivery is never easy and rarely popular, but it is an effective means to an important end. That CMMI is willing to go out on such a limb for a new idea suggests that bundled payments are showing real promise.
Michael E. Porter, the Harvard Business School professor who developed the Five Forces framework back in the late 70s, has explored the concept of value in healthcare in books and papers over the past decade. Earlier this year, he and co-author Robert S. Kaplan explained in a working paper how bundled payments will transform healthcare financing and delivery. The lengthy, well-written treatise defines bundled payments and outlines a sensible playbook for implementation. One contention warrants further examination, however:
“Eventually, value-based bundles should be fully risk adjusted for the variations in outcomes and costs caused by co-morbidities, such as diabetes and cardiac conditions, and patient risk factors, such as age and obesity. At present, we often lack sufficient data and experience to do so, but limiting bundles to less complex patients and other practical steps can allow widespread introduction of bundles as risk adjustment improves.”
I have doubts that limiting bundles to less complex patients is the right way to improve quality and reduce costs of care in places where those results are most needed. Provider groups that are participating in bundled payment initiatives are focusing on high-volume procedures for which a high degree of coordination with post-acute providers already exists. An analysis from Thomas Tsai and colleagues at the Harvard School of Public Health found the following:
“Postacute care explains the largest variation in overall episode-based spending, signaling an opportunity to align incentives across providers. However, the focus on a few selected clinical conditions and the high degree of integration that already exists between enrolled hospitals and postacute care providers may limit the generalizability of bundled payment across the Medicare system.”
It seems that most of the bundled payment action involves providers who are already delivering highly-standardized, tightly-integrated care across the continuum for patients undergoing high-volume and high-cost procedures. While the CMMI proposed rules will rapidly expand bundled payments beyond these blue chip healthcare systems, the demonstration is still limited to 90-day episodes of care that start with a knee or hip replacement in an acute care setting.
Although it is good that providers are being rewarded for their efforts to create more effective processes and better outcomes for important procedures, one wonders to what degree the benefits of the bundled payment program will reach patients who have different healthcare needs, such as diabetes or heart failure, that cannot be measured in discrete episodes of care and might involve numerous providers beyond the primary, acute, and post-acute care continuum.
These chronically ill patients are major drivers of healthcare costs. Analysis of the 2009 Medical Expenditure Panel Survey indicates that the highest-spending one percent of patients accounts for almost a quarter of healthcare spending and that the five percent of highest-spending patients account for almost half of spending.
With such high concentration of health costs and consequences among few patients, should we not focus our efforts on the most complex and sick patients first if we want to make the greatest impact on overall cost and quality? I believe we should.
Setting the expectation for providers and payers that the highest-cost and most-complex patients are the right pilot population for bundled payments will compel more rapid adoption and use of care coordinators, community health workers, and other emerging approaches to patient support. The focus would be set on preventing health events and readmissions concerning the patient who has four chronic diseases, sees six different providers, takes eight medications and lacks access to convenient transportation.
Under the current bundled payment programs, providers are spending more energy ensuring that the cost of elective orthopedic procedures and post-acute rehabilitation doesn’t deviate too much from a target price. It’s a nice goal, but it does not address the larger challenge in healthcare.
This reasoning applies to healthcare provider incentive programs far beyond bundled payments including pay-for-performance. As Richard Fuller and Norbert Goldfield, researchers in 3M’s Clinical and Economic Research unit write: “Exclusion from incentive programs may remove [complex, high-needs] patient populations from the radar of cost-cutting administrators but will also ensure that attempts to improve their care will not be a top priority.”
Including the toughest patients first in bundled arrangement is not the path that will make most providers shimmer like stars, but sometimes the band aid has to be ripped off all at once to see who steps up to embrace complexity and lead real change.
In the second part of this post, I will present a modest proposal for a different kind of bundled payment – one that prioritizes and meets the needs of complex patients with chronic disease.