Game-changing value-based reimbursement models are radically altering the healthcare landscape. CMS’s new program, Medicare Access & CHIP Reauthorization Act of 2015 (MACRA), along with the expanding Bundled Payment for Care Improvement Initiative
(BPCI) are dominating headlines, calling into question physician and organizational readiness and the ability to address complexities that impact the revenue cycle.
These new payment models will require clinicians to collaborate around their patients in ways that they have not done so in the past. Increased collaboration is necessary to effectively coordinate a patient’s care among care team members who cross ambulatory, acute and post-acute care settings and organizations. To quote one esteemed health system nursing executive, “If you can’t communicate and exchange information with all of the people involved in an ACO or other new risk-sharing model, you can’t deliver quality care.”
However, many obstacles exist – brought about by healthcare’s fragmented cottage-industry structure – which critically hinder efficient care team collaboration. Inefficiencies are inherent in this siloed work culture, which if left unaddressed can lead to compromises in patient safety and employee relationships.
The inevitable lack of communication, coordination and access to critical information points to our most prevalent problems with patient care.
Collaborating under one payment model, one price
This concept is best illustrated by Michael Porter and Robert Kaplan in an article from the July-August 2016 Harvard Business Review in which they offered a simple analogy between buying a car and paying for healthcare services. According to the authors, consumers do not buy the motor, the brakes, the seats, the wheels and other individual parts from different suppliers. Instead, “They buy the complete product from a single entity.”
Like the automotive industry, our healthcare system comprises different suppliers – different healthcare professionals employed by different organizations who provide components of care in a single episode of care. However, unlike the automotive industry, patients rarely, if ever, pay for all of these services from a single entity. Bundled payment aims to change this paradigm.However, numerous navigational barriers exist in provider-to-provider communication, primarily because each organization possesses different workflows optimized around their own needs for how they receive communications. This ranges from identifying and coordinating the right specialist for a consult, to arranging physical therapy and tests.To echo Porter and Kaplan, it just makes good sense to collaborate under one model and one price where all suppliers unite to assemble a car—or administer care—in the most efficient manner for the consumer/patient, which is where value-based payments come into play.
Rethinking strategies and tools for bundled payments
Under the new bundled payment model for as many as 48 clinical conditions, CMS will disperse one lump sum to the health system or hospital covering a patient’s entire episode of care. This means that organizations must rethink the most effective strategies and supporting tools to coordinate care activities among a network of acute and post-acute provider participants in a community—and pay them.
Without a doubt, efficient care team collaboration and patient-centered coordination are the nexus of transformative change. To accelerate this level of collaboration, innovative communication technologies are necessary to support this new era of incentivized care. But these communication technologies must be purposefully designed and extend beyond the EHR (and the hospital).
About the author: Terry Edwards is the visionary founder, president and CEO of PerfectServe. In 1999, he invented the prototype of what has evolved into the industry’s most comprehensive and secure care team collaboration solution. He since has guided PerfectServe’s successful expansion.