Hiroki Masahiko, Kohno Mototsugu, Kohno Yutaka, Misawa Masaki
Tsukuba Medical Center Hospital, Department of Neurology, Tsukuba, Ibaraki, Japan.
Ibaraki Mobile Healthcare Corporation, Tsukuba, Ibaraki, Japan.
West J Emerg Med. 2025 May 19;26(3):700-711. doi: 10.5811/westjem.21267.
We aimed to clarify the current challenges involved in introducing and operating mobile stroke units (MSU) in new regions, considering the social background of regions with MSUs.
We conducted a questionnaire survey on the operational and financial status of all active MSU programs worldwide as of March 2023, and investigated the demographic, economic, and healthcare backgrounds of areas with and without active MSUs. We compared the data for the two groups at the country, state, or city level. We then correlated data gathered from the survey and the investigation.
Of the 33 MSU programs contacted, 19 (59%) responded. The responding programs treated a range of 52-1,663 (median 781) patients at an MSU per year. The most commonly reported hours of operation were eight hours every weekday (5, 26%). The majority had four staff on board (11, 58%). No physicians were on board in six MSUs (32%). The catchment area radius ranged from 5-250 (median 22) kilometers. The start-up costs and subsequent annual operation costs of an MSU ranged from $0.7-1.8 million (median 1.0) and $0.7-1.7 (median 1.0) million US dollars, respectively. Reimbursement was obtained by eight (47%), with full reimbursement by two (12%). A negative gross financial balance was reported in eight MSUs (53%, of 15), and a financial challenge was reported in 17 (94%, of 18). Compared to the non-MSU group at the country level, active MSU groups had a significantly higher population, nominal gross domestic product, healthcare access and quality index, and physician density. They also had significantly lower age-standardized stroke incidence rates and age-standardized stroke disability-adjusted life year rate. The MSU operation time was significantly positively correlated with age-standardized stroke incidence rate and negatively with physician density.
Despite facing serious financial problems, mobile stroke units currently operate around the world. However, the social context of MSUs appears relatively advanced. For future implementation of MSUs, cost-saving strategies and reimbursements should be addressed, and national or regional social backgrounds should be considered.
考虑到配备移动卒中单元(MSU)地区的社会背景,我们旨在阐明在新地区引入和运营MSU所面临的当前挑战。
我们对截至2023年3月全球所有活跃的MSU项目的运营和财务状况进行了问卷调查,并调查了有和没有活跃MSU地区的人口、经济和医疗背景。我们在国家、州或城市层面比较了两组数据。然后,我们将从调查和研究中收集的数据进行关联。
在联系的33个MSU项目中,19个(59%)做出了回应。做出回应的项目每年在MSU治疗的患者数量在52至1663例之间(中位数为781例)。最常报告的运营时间是每个工作日8小时(5个项目,占26%)。大多数项目有4名工作人员(11个项目,占58%)。6个MSU(32%)没有医生。服务区域半径在5至250公里之间(中位数为22公里)。一个MSU的启动成本和随后的年度运营成本分别在70万至180万美元之间(中位数为100万美元)和70万至170万美元之间(中位数为100万美元)。8个项目(47%)获得了报销,其中2个项目(12%)获得了全额报销。15个MSU中有8个(53%)报告了负的财务总余额,18个MSU中有17个(94%)报告了财务挑战。与国家层面的非MSU组相比,活跃的MSU组的人口、名义国内生产总值、医疗可及性和质量指数以及医生密度显著更高。他们的年龄标准化卒中发病率和年龄标准化卒中伤残调整生命年率也显著更低。MSU的运营时间与年龄标准化卒中发病率显著正相关,与医生密度显著负相关。
尽管面临严重的财务问题,但移动卒中单元目前在全球范围内运营。然而,MSU的社会背景似乎相对先进。对于MSU未来的实施,应解决成本节约策略和报销问题,并考虑国家或地区的社会背景。