Christianson Jon B, Feldman Roger
Department of Healthcare Management, University of Minnesota, Minneapolis, MN 55455, USA.
Milbank Q. 2005;83(1):149-76. doi: 10.1111/j.0887-378X.2005.00339.x.
When first implemented in Minneapolis and St. Paul, Minnesota, the Buyers Health Care Action Group's (BHCAG) purchasing approach received considerable attention as an employer-managed, consumer-driven health care model embodying many of the principles of managed competition. First BHCAG and, later, a for-profit management company attempted to export this model to other communities. Their efforts were met with resistance from local hospitals and, in many cases, apathy by employers who were expected to be supportive. This experience underscores several difficulties that appear to be inherent in implementing purchasing models based on competing care systems. It also, once again, suggests caution in drawing lessons from community-level experiments in purchasing health care.
明尼阿波利斯和明尼苏达州圣保罗市首次实施买家医疗保健行动组织(BHCAG)的采购方法时,这种作为雇主管理、消费者驱动的医疗保健模式受到了广泛关注,它体现了管理竞争的许多原则。首先是BHCAG,后来是一家营利性管理公司试图将这种模式推广到其他社区。他们的努力遭到了当地医院的抵制,而且在很多情况下,那些本应给予支持的雇主也表现得漠不关心。这一经历凸显了基于竞争医疗系统的采购模式在实施过程中似乎固有的几个困难。它还再次表明,在从社区层面的医疗保健采购实验中吸取教训时要谨慎。