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The Cost to Successfully Apply for Level 3 Medical Home Recognition.成功申请三级医疗之家认证的成本。
J Am Board Fam Med. 2016 Jan-Feb;29(1):69-77. doi: 10.3122/jabfm.2016.01.150211.
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Multipayer patient-centered medical home implementation guided by the chronic care model.以慢性病护理模式为指导的多支付方患者为中心的医疗之家实施
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The cost of sustaining a patient-centered medical home: experience from 2 states.维持以患者为中心的医疗之家的成本:来自两个州的经验。
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Offsetting Patient-Centered Medical Homes Investment Costs Through Per-Member-Per-Month or Medicare Merit-based Incentive Payment System Incentive Payments.通过按人头每月付费或医疗保险基于绩效的激励支付系统激励付款来抵消以患者为中心的医疗之家投资成本。
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Pathways to Medical Home Recognition: A Qualitative Comparative Analysis of the PCMH Transformation Process.通往医学之家认可的途径:医疗之家转型过程的定性比较分析。
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Provider Experiences with Chronic Care Management (CCM) Services and Fees: A Qualitative Research Study.医疗机构提供慢性护理管理(CCM)服务和费用的体验:一项定性研究。
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Costs of Transforming Established Primary Care Practices to Patient-Centered Medical Homes (PCMHs).将现有基层医疗实践转变为以患者为中心的医疗之家(PCMH)的成本。
J Am Board Fam Med. 2017 Jul-Aug;30(4):460-471. doi: 10.3122/jabfm.2017.04.170039.
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Measuring the Cost of the Patient-Centered Medical Home: A Cost-Accounting Approach.衡量以患者为中心的医疗之家的成本:一种成本核算方法。
J Ambul Care Manage. 2017 Oct/Dec;40(4):327-338. doi: 10.1097/JAC.0000000000000196.

本文引用的文献

1
Outcomes for implementation science: an enhanced systematic review of instruments using evidence-based rating criteria.实施科学的成果:使用循证评级标准对工具进行强化系统评价。
Implement Sci. 2015 Nov 4;10:155. doi: 10.1186/s13012-015-0342-x.
2
Implementation of Patient-Centered Medical Homes in Adult Primary Care Practices.以患者为中心的医疗之家在成人初级保健实践中的实施。
Med Care Res Rev. 2015 Aug;72(4):438-67. doi: 10.1177/1077558715579862. Epub 2015 Apr 10.
3
Lessons from Washington State's Medical Home Payment Pilot: What It Will Take to Change American Health Care.华盛顿州医疗之家支付试点的经验教训:改变美国医疗保健所需的条件。
Popul Health Manag. 2015 Aug;18(4):237-45. doi: 10.1089/pop.2014.0117. Epub 2015 Jan 21.
4
The Society for Implementation Research Collaboration Instrument Review Project: a methodology to promote rigorous evaluation.实施研究合作工具审查项目协会:一种促进严格评估的方法。
Implement Sci. 2015 Jan 8;10:2. doi: 10.1186/s13012-014-0193-x.
5
Total cost of care lower among Medicare fee-for-service beneficiaries receiving care from patient-centered medical homes.接受以患者为中心的医疗之家护理的 Medicare 按服务收费受益人的总护理成本较低。
Health Serv Res. 2015 Feb;50(1):253-72. doi: 10.1111/1475-6773.12217. Epub 2014 Jul 31.
6
Costs and benefits of transforming primary care practices: a qualitative study of North Carolina's Improving Performance in Practice.转变初级保健实践的成本和收益:北卡罗来纳州改善实践绩效的定性研究。
J Healthc Manag. 2014 Mar-Apr;59(2):95-108.
7
More extensive implementation of the chronic care model is associated with better lipid control in diabetes.更广泛地实施慢性病护理模式与糖尿病患者更好的血脂控制相关。
J Am Board Fam Med. 2014 Jan-Feb;27(1):34-41. doi: 10.3122/jabfm.2014.01.130070.
8
Estimating the staffing infrastructure for a patient-centered medical home.估算以患者为中心的医疗之家的人员配备基础设施。
Am J Manag Care. 2013 Jun;19(6):509-16.
9
Partial and incremental PCMH practice transformation: implications for quality and costs.部分和渐进式 PCMH 实践转型:对质量和成本的影响。
Health Serv Res. 2014 Feb;49(1):52-74. doi: 10.1111/1475-6773.12085. Epub 2013 Jul 5.
10
Patient-centered medical home among small urban practices serving low-income and disadvantaged patients.为低收入和弱势患者服务的小型城市诊所中的以患者为中心的医疗之家。
Ann Fam Med. 2013 May-Jun;11 Suppl 1(Suppl 1):S82-9. doi: 10.1370/afm.1491.

成功申请三级医疗之家认证的成本。

The Cost to Successfully Apply for Level 3 Medical Home Recognition.

作者信息

Halladay Jacqueline R, Mottus Kathleen, Reiter Kristin, Mitchell C Madeline, Donahue Katrina E, Gabbard Wilson M, Gush Kimberly

机构信息

From the Department of Family Medicine (JRH, KED), Cecil G. Sheps Center for Health Services Research (JRH, KED, KM, CMM), the Department of Health Policy and Management, Gillings School of Global Public Health (KR), University of North Carolina at Chapel Hill, Chapel Hill; the University of North Carolina Physicians Network, Morrisville (WMG); and Village Pediatrics of Chapel Hill (KG).

出版信息

J Am Board Fam Med. 2016 Jan-Feb;29(1):69-77. doi: 10.3122/jabfm.2016.01.150211.

DOI:10.3122/jabfm.2016.01.150211
PMID:26769879
原文链接:https://pmc.ncbi.nlm.nih.gov/articles/PMC4878853/
Abstract

BACKGROUND

The National Committee for Quality Assurance patient-centered medical home recognition program provides practices an opportunity to implement medical home activities. Understanding the costs to apply for recognition may enable practices to plan their work.

METHODS

Practice coaches identified 5 exemplar practices (3 pediatric and 2 family medicine practices) that received level 3 recognition. This analysis focuses on 4 that received recognition in 2011. Clinical, informatics, and administrative staff participated in 2- to 3-hour interviews. We determined the time required to develop, implement, and maintain required activities. We categorized costs as (1) nonpersonnel, (2) developmental, (3) those used to implement activities, (4) those used to maintain activities, (5) those to document the work, and (6) consultant costs. Only incremental costs were included and are presented as costs per full-time equivalent (pFTE) provider.

RESULTS

Practice size ranged from 2.5 to 10.5 pFTE providers, and payer mixes ranged from 7% to 43% Medicaid. There was variation in the distribution of costs by activity by practice, but the costs to apply were remarkably similar ($11,453-15,977 pFTE provider).

CONCLUSION

The costs to apply for 2011 recognition were noteworthy. Work to enhance care coordination and close loops were highly valued. Financial incentives were key motivators. Future efforts to minimize the burden of low-value activities could benefit practices.

摘要

背景

国家质量保证委员会以患者为中心的医疗之家认可计划为医疗机构提供了实施医疗之家活动的机会。了解申请认可的成本有助于医疗机构规划其工作。

方法

实践指导人员确定了5个获得3级认可的典范医疗机构(3个儿科和2个家庭医学医疗机构)。本分析聚焦于2011年获得认可的4个机构。临床、信息学和行政人员参与了2至3小时的访谈。我们确定了开展、实施和维持所需活动所需的时间。我们将成本分为(1)非人员成本、(2)开发成本、(3)用于实施活动的成本、(4)用于维持活动的成本、(5)记录工作的成本以及(6)咨询成本。仅纳入增量成本,并以每个全时当量(pFTE)提供者的成本形式呈现。

结果

医疗机构规模从2.5至10.5个pFTE提供者不等,支付方组合中医疗补助占比从7%至43%不等。各医疗机构按活动划分的成本分布存在差异,但申请成本非常相似(每个pFTE提供者为11,453 - 15,977美元)。

结论

申请2011年认可的成本值得关注。加强护理协调和闭环工作受到高度重视。财务激励是关键推动因素。未来尽量减少低价值活动负担的努力可能会使医疗机构受益。