The pilot experience and enlightenment of value-based purchasing payment reform in the United States / 中华医院管理杂志

The United States is the country with the most pilot practices in value-based healthcare payment reform, and value-based purchasing (VBP) is one of its pilot projects. The authors introduced the basic situation and implementation effects of the pilot projects of VBP payment reform in the United States from the hospital and physician levels respectively, and analyzed the causes for their unsatisfactory implementation effects. Then, the authors proposed its enlightenments for China from such aspects as the construction of value-based medical payment index system, implementation of value-based medical payment reform, and management costs, to provide reference for the construction of high-quality value-based medical service system in China.

Process-based Management aimed at improving health care and financial results / Gestión basada en procesos visando a mejoría de los resultados asistenciales y financieros en Salud / Gestão baseada em processos visando à melhoria dos resultados assistenciais e financeiros em Saúde

ABSTRACT The limited resources allocated to the health area and the growing demands require leaders' qualified and committed performance in hospital management. In this perspective, the objective of this study is to reflect on the management practices that can be applied to hospital facilities to achieve better care and financial results. Among them, process-based management proposes an approach for continuous process improvement to achieve desired results; the method Lean Six Sigma allows identifying and eliminating waste in production processes; the continuous improvement model combines practical knowledge with the knowledge of how the system to be improved works, through observations and changes that allow its results measurement; and cost management and value-based healthcare provides for care mapping, from beginning to end, to assess what actually adds value to patients. The contributions of implementing these practices are recognized worldwide; using them, processes can be increased, improving efficiency, reducing waste, adding value to the business, increasing its revenue, and resulting in savings that can be passed on to the consumer, by improving quality.

RESUMEN Los recursos limitados destinados al área de Salud y las crecientes demandas exigen la actuación calificada y comprometida de líderes en la gestión hospitalaria. En esta perspectiva, el objetivo es reflexionar sobre las prácticas de gestión que se pueden aplicar a las instituciones hospitalarias para lograr mejores resultados asistenciales y económicos. Entre ellos, la gestión basada en procesos propone un enfoque de mejora continua de procesos para lograr los resultados deseados; el método Lean Six Sigma permite identificar y eliminar los desperdicios en los procesos productivos; el modelo de mejoría continua combina el conocimiento práctico al conocimiento del funcionamiento del sistema que se reta mejorar, a través de observaciones y cambios que permitan la medición de sus resultados; y la gestión de costes y de salud atención médica basada en el valor establece que la atención sea mapeada, desde el principio hasta el final del proceso, para evaluar lo que efectivamente es lo que agrega valor a los pacientes. Las contribuciones de implementación de esas prácticas son reconocidas a nivel mundial; con ellas se pueden incrementar los procesos, aumentando la eficiencia, reduciendo los desperdicios, agregando valor al negocio, aumentando sus ingresos y generando ahorros que pueden transferirse al consumidor, al mejorar la calidad.

RESUMO Os recursos limitados destinados à área da Saúde e as demandas crescentes requerem a atuação qualificada e compromissada dos líderes na gestão hospitalar. Nesta perspectiva, objetiva-se refletir sobre as práticas de gestão passíveis de serem aplicadas às instituições hospitalares visando o alcance de melhores resultados assistenciais e financeiros. Dentre elas, a gestão baseada em processos propõe uma abordagem para melhoria contínua dos processos a fim de alcançar os resultados desejados; o método Lean Six Sigma permite identificar e eliminar desperdícios nos processos produtivos; o modelo de melhoria contínua alia o conhecimento prático ao conhecimento do funcionamento do sistema a ser melhorado, por meio de observações e mudanças que permitam a mensuração de seus resultados; e a gestão de custos e a Saúde baseada em valor preveem que o cuidado seja mapeado, do início ao fim do processo, para avaliar o que, de fato, agrega valor aos pacientes. As contribuições da implementação dessas práticas são reconhecidas mundialmente; utilizando-as, os processos podem ser incrementados, aumentando a eficiência, reduzindo os desperdícios, agregando valor ao negócio, aumentando a sua receita e resultando em economias que podem ser repassadas ao consumidor, pela melhoria da qualidade.

Profile and inspirations of hospital value-based purchasing of MS-DRG in the United States / 中华医院管理杂志

Pay-for-performance(P4P) is the third stage of payment evolution in the United States. As of 2010, the Centers for Medicare and Medicaid Services launched a series of P4P programs, including hospital value-based purchasing(HVBP) program. This paper introduced the background and eligibility of HVBP in the United States, focusing on the contents and calculation methods of HVBP as references for the reform of payment methods in China.

Perioperative surgical home: a new scope for future anesthesiology / 대한마취과학회지

The health care system is changing from ‘pay for volume’ to ‘pay for value.’ These changes are turning health care delivery into a more cost-effective and coordinated care setup that drives hospitals to lower costs and greater quality gains. The present perioperative care service in Korea has proven to be costly, fragmented, and neither evidence-based nor patient-centered. Recently, a new concept of a perioperative care model termed perioperative surgical home (PSH) has been proposed. The PSH is a patient-centered, team-based, and coordinated perioperative care setup, composed of the head anesthesiologist-perioperativist in tandem with dedicated nurse practitioners and other PSH team doctors. All pre-, intra-, and postoperative patient care functions are performed by a single PSH team, not several different departments. The PSH care extends from the decision to operate till 30 days post-discharge. Several evidence-driven perioperative strategies for reducing postoperative complications and shortening hospital stay can be adapted to each specific hospital situation, rather than strictly applying any given strategies. With the PSH, patients are more satisfied and experience better outcomes. It is also a good hospital business model. The expanded role of anesthesiologists in the PSH has the potential to invigorate the specialty.

¿Qué compra, cómo y de quién el Seguro Popular de México? Experiencia con la compra estratégica nacional y en una entidad pionera / What is purchased, how and from whom by Seguro Popular in Mexico? Experience with strategic purchasing at national level and in a pioneer institution

Resumen: Objetivo: Analizar el alcance de los subsidios a la demanda mediante la compra estratégica de servicios de salud. Material y métodos: Entrevistas y revisión documental a nivel federal y estudio de caso en el estado de Hidalgo. Resultados: El Sistema de Protección Social en Salud (SPSS) prioriza las intervenciones por financiar de manera explícita y norma tabuladores y topes de gasto. Se financia predominantemente a prestadores públicos mediante la compra de insumos y la contratación de recursos humanos, sin competencia y con bajo grado de autonomía de gestión. El Seguro Popular en Hidalgo ha diversificado prestadores de servicios y mecanismos de pago. Conclusiones: El SPSS tiene amplia oportunidad para ampliar y profundizar la compra estratégica. Se requiere mayor autonomía de prestadores y pagadores así como reglamentación para promover redes de servicios en entornos competitivos.

Abstract: Objective: To analyze the scope of demand subsidies through strategic purchasing of health services. Materials and methods: Interviews and document analyses at national level and a case study of the state of Hidalgo. Results: SPSS explicitly prioritizes interventions to be financed and regulates prices and expenditure ceilings. Public providers are predominantly funded through the purchasing of inputs and the contracting of human resources, in the absence of competition and with a low degree of managerial autonomy. Seguro Popular in Hidalgo has diversified service providers and payment mechanisms. Conclusions: SPSS has ample opportunity to extend and deepen strategic purchasing. Greater decision-making autonomy of payers and providers is required, as well as regulations to promote provider networks in competitive environments.

"The Practices of ""Hospital Value-Based Purchasing"" Program and Its Implication" / 中国卫生经济

As a mode of pay for performance,hospital value-based purchasing has been become widespread the US.Medicare managed to encourage the service providers to provide medical services with more value and quality.The implementation background,financing,payment mode and performance evaluation of hospital value-based purchasing were briefly introduced.In the payment reform of China,it also needed to focus on the medical service quality,learn from the performance evaluation system,incentive mechanism and multiple measurement,reasonably design the implementation scheme.

Asignación financiera en el Sistema de Protección Social en Salud de México: retos para la compra estratégica / Financial allocations in the System for Social Protection in Health in Mexico: challenges for strategic purchasing

Resumen: Objetivo: Analizar la coordinación financiera del Sistema de Protección Social en Salud (SPSS) y su capacidad para apoyar la compra estratégica de servicios. Material y métodos: Se analizaron informes oficiales y encuestas. Resultados: El SPSS cubre una cápita por afiliado de 2 765 pesos mexicanos, equivalente a 0.9% del PIB para 2013. La Secretaría de Salud asignó 35% del total; los gobiernos estatales 16.7%, y los beneficiarios 0.06%. La Comisión Nacional de Protección Social en Salud recibió 48.3% de estos recursos, de los cuales asignó 38% a los estados y pagó directamente a prestadores 7.4% del total. El aporte estatal está en déficit mientras que las contribuciones familiares tienden a no cobrarse. Conclusión: El SPSS no ha integrado fondos especializados en la compra estratégica capaz de transformar los presupuestos históricos. La autonomía de los prestadores es clave para que puedan contribuir a reducir el gasto de bolsillo mediante la oferta de servicios de calidad.

Abstract: Objective: The financial coordination of the System of Social Protection in Health (SPSS) was analyzed to assess its support to strategic purchasing. Materials and methods: Official reports and surveys were analyzed. Results: SPSS covers a capita of 2 765 Mexican pesos, equivalent to 0.9% of GDP. The Ministry of Health contributed 35% of the total, state governments 16.7% and beneficiaries 0.06%. The National Commission for Social Protection in Health received 48.3% of resources, allocating 38% to State Social Protection Schemes in Health and paying 7.4% of the total directly to providers.The state contribution is in deficit while family contributions tend not to be charged. Conclusion: SPSS has not built funds specialized in strategic purchasing, capable of transforming historical budgets.The autonomy of providers is key to reduce out-of-pocket spending through the supply of quality services.

Megatrends and Perspectives of Emerging Medical Services

In the era of u-health, the megatrends of new medical services are the use of information and communication technologies to provide health care information and services to stakeholders including medisumers. They pursue improved quality of health care, increased access to information and process, cost-saving, industry development related to u-Health, and enforcement of competitiveness. The goals of activating u-Health are to improve laws and regulations, to provide incentives, to increase government support and establish a monitoring system, and to encourage financial investment for institutes related to health service market for an effective health system. Characteristics of megatrends in the era of u-health are represented as 5 c's: content, community, commerce, connectivity, and care. It contains the development of 'contents' for u-health, share and exchange information in the 'u-community', promote 'commercial u-health care models', 'connectivity' for standardization, activating 'care for network governance' by developing services, and build a value- and IT-based and patient-centered purchasing system, which will bring a paradigm shift in medical services.