Garnick Deborah W, Horgan Constance M, Reif Sharon, Merrick Elizabeth L, Hodgkin Dominic
Institute for Behavioral Health, Schneider Institutes for Health Policy, Heller School for Social Policy and Management, Brandeis University, Waltham, Mass., USA.
J Ambul Care Manage. 2008 Oct-Dec;31(4):330-41. doi: 10.1097/01.JAC.0000336552.62084.3b.
We explored the techniques used by private health plans or by their contracted managed behavioral healthcare organizations (MBHOs) to maintain networks of behavioral health providers. In particular, we focused on differences by health plans' product types (health maintenance organization, point-of-service plan, or preferred provider organization) and contracting arrangements (MBHO contracts, comprehensive contracts, or no contracts). More than 94% of products selected providers using credentialing standards, particular specialists, or geographic coverage. To retain providers viewed as high quality, 54% offer reduced administrative burden and 44% higher fees. Only 16% reported steerage to a core group of highest-quality providers and few reported an annual bonus or guaranteed volume of referrals. Some standard activities are common, but some health plans are adopting other approaches to retain higher-quality providers.
我们探究了私人健康保险计划或其签约的管理式行为医疗保健组织(MBHOs)用于维持行为健康服务提供商网络的技术。具体而言,我们重点关注了不同健康保险计划的产品类型(健康维护组织、服务点计划或优选提供者组织)以及签约安排(MBHO合同、综合合同或无合同)之间的差异。超过94%的产品通过资质标准、特定专科医生或地理覆盖范围来选择服务提供商。为了留住被视为高质量的服务提供商,54%的计划提供减轻行政负担的措施,44%的计划支付更高的费用。只有16%的计划报告了将患者引导至核心的最高质量服务提供商群体,很少有计划报告提供年度奖金或保证转诊量。一些标准活动很常见,但一些健康保险计划正在采用其他方法来留住更高质量的服务提供商。