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Avoiding the RocksAvoiding the Rocks
H D P i Lik BC t th B fitHow Does a Province Like BC get the Benefits of Activity Based Funding while Avoiding the
Pitfalls?Les Vertesi
CHSPR, Feb 2012
Why Do it in the First Place?• Incentives can be dangerous …
Why Do it in the First Place?
• Yes, but we have inherited a set of incentives now
“Every system is perfectly designed to …. “
• We Have Many things to be proud of, but we also have …– Access Block
• Excessive Waitlists• Delays in ED, delays in inter‐hospital transfers• Delays to Diagnostics & Consultants
ALC “ bl ”– ALC “problem”– The Quality “Struggle”– And one other small thing …And one other small thing …
2
Ignore This at Your Perilg
3
Global Funding for Hospitalsa 30+ Year Journey
• The Original Promise:g– Cost Control– Simplicity & Reduction of Overhead – Financial Stability & Certainty
• For Government• For Hospitals & Providersp• For Patients
• What were the Problems?– None at first. All th P bl L T– All the Problems were Long‐Term
4
The Longterm Legacy f l b l d
• Progressive Loss of Information about what things Cost
of Global Budgetsg g
• Loss of Transparency about What We Get for our Money• Hospital Services have no Explicit Value ‐> No Consequences
for drifts in productivity• Allows governments to be vague about their expectations,
and providers to be equally vague about what they areand providers to be equally vague about what they are producing
• Patients become “burdens” at the bottom of the influence chain
C tti S i i th i t t i th b tt li• Cutting Services is the easiest way to improve the bottom line
5
The Vicious Cycle of Cost Escalation
Global Budget
Cost Escalation
g
The FEAR of
Deny / Delay CareC b i
Cost overruns
Pass the Cost to others
Create bureaucratic systems to compensate
Delay Causes
Added Costs of Maintenance
Forces more encounters with health providers
An Ethical Dilemma?
elay CausesComplications
6
But Money Comes in BoxesBut Money Comes in Boxes
Patients Needs Don’t Always Line up with the Boxes
7
The Way We Would All Like it to BeTransparency
Timely Access Quality
AccountabilityAffordability Accountabilityy
Patient Centred8
Communication is Very ImportantCommunication is Very Important
Misunderstandings Are Common and Can Lead to ConflictMisunderstandings Are Common and Can Lead to Conflict
9
What Misunderstandings?
• ABF is replacing Global Budgets in BC
What Misunderstandings?
p g g• The purpose of ABF is to drive surgical volumes• ABF is the opposite of ‘Integrated Care’pp g• ABF tries to use money as an incentive, but instead it will drive up utilization and costs
• Fee for service hasn’t worked for doctor’s fees so why would it work in hospitals?
• ABF is hospital focused when what we need are• ABF is hospital focused when what we need are more community resources
• And others …And others …
10
What are We Actually Doing in BC?d d b llPatient Focused Funding is an Umbrella Term
ActivityProcedural CommunityPay for QualityActivity Based Funding
ProceduralCare
(Bulk Purchasing)
CommunityInitiatives
Pay forPerformance
QualityImprovement
Common Theme: Funding Follows Patients not the Facilities
11
How Much Money?
C 6%ABF Component =16%New $ supplements ABF revenue above old global ceiling
Original Global
above old global ceiling
Original GlobalBudget
Remaining FundsRemaining FundsStay Under Global
12
Controlling Utilization within ABF
• Activity Based Funding is indexed to both severity
Controlling Utilization within ABF
Activity Based Funding is indexed to both severity (cost) and volume (using CIHI’s RIW formula)
• All services included (not just surgery)( j g y)
• Differential rate forDifferential rate for – Inpatients (40%) – Outpatients (100% +)
• Why? Because 40% rate guarantees no incentive to deliberately expand inpatient caseload
13
The Real Purpose of the ABF
• Intent is no change
component in PFF
– (revenue neutral to Health Authorities)
• A Balancing Strategy to remove some of the perverse• A Balancing Strategy to remove some of the perverse incentives created by global funding:– Stop the practice of cutting services simply to save money– Prevent the cannibalizing of resources from one service to another for financial reasons
– Stop punishing hospitals that provide more patients h h f dservices through transfers & ED admissions
– Remove some of the disincentives to transfers out of hospital for ALC
14
Purpose is Different for Same Day Care
• Intent is to increase total SDC cases
Purpose is Different for Same Day Care
Intent is to increase total SDC cases – Relatively inexpensive & good value– Most (70%) of the waitlists are for SDC
• SDC has lost resources to inpatient care over the years, because it is “less important” (?)– Excessive waitlists are the target:
h d b l f h bl• They Damage Credibility of the public system• Untreated chronic pain increases overall health costs as well as costs to society
15
First Year Results:Reducing Excessive Waits
Top 10 Day Surgery ‐ # Cases Waiting > 52 WeeksContracted Cases at Contracted Facilities
1,400
1,600
1,800
Contracted Cases at Contracted Facilities
800
1,000
1,200
,
BC
400
600
800
0
200
2010
‐08
2010
‐09
2010
‐10
2010
‐11
2010
‐12
2011
‐01
2011
‐02
2011
‐03
M h E dMonth End
16
The Connection between d lABF and Quality
Risk Adjusted Results (NSQIP)
Overall* 30-Day Morbidity
2007 2010
Overall* 30-Day Morbidityy y
Observed rate: 17.69% Expected Rate: 10.46% O/E Ratio: 1.69 S N d I
Observed Rate: 11.88%Expected Rate: 10.88%O/E Ratio: 1.09
Status: Needs Improvement Status: As Expected
* Includes General and Vascular Surgery Cases
17
* Includes General and Vascular Surgery Cases
Quality Before the Advent of PFF
• Net Result:
Quality Before the Advent of PFF
– Measurable Decrease in Risk‐Adjusted complication rates• UTI’s, ventilator associated pneumonia, DVT’s, post‐op infection rates, better patient experience
• Demonstrated savings in returns to OR, antibiotics, shorter LOS– Estimated Value of savings= $1.5M per year
• Real Result:Real Result:– More patients served but …– All staff now working even harder within same resources & budget– Total costs increased without a corresponding increase in revenuep g
• Unintended Outcome: The Hospital was being punished for achieving Qualityachieving Quality
18
Another Connection to Quality the ED example at Lion’s Gate
Number and Percentage of Admitted Patients
550
600
80%
90%
Waiting in Emergency Department for < 10 hours (Lion Gate Hospital, April 2007 - March 2010)
% of Patients
350
400
450
500
40%
50%
60%
70%# Patients
200
250
300
350
10%
20%
30%
40%
150 0%
Fiscal Period
19BEFORE PFF
ACCESS to Care at LGH Did Improvep• Reduced length of stay (by 20%)• ALC dropped from 11% to 4%ALC dropped from 11% to 4%• Reduced occupancy levels (to 96%)• Shortened wait times in ED (38% to 65% within target)
BUT …• More patients arrived to ED & required admissionMore patients arrived to ED & required admission• More transfers from other hospitals since beds now available• Lower cost ALC days were reduced• Average Cost per patient day increasedAverage Cost per patient day increased
The budget went from breakeven to $4M deficit!
20
On to VGH Emergency
ED Percentage of Admitted Patients Met Target Transit Time of 10 Hours by Site
68%67% 66% 68% 66%
64%
69%
75%
69%
72%
75%
VGH
58%
56%
62%
55%
53%
54%
52% 52% 54%
62%
65% 65%
58%
60%
64%
67%
55%
65%
d Pts Met Target
S i d d l l i i
41%
49%50%
46%
44%
49%
35%
45%
% Adm
itted Sustained record level improvement in
Admitted patients meeting EDP4P target times
Start of ABF < Before ABF >
25%
35%
P7 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P1 P2 P3 P4 P5
FY07/08 FY09/10 FY10/11 FY11/12
<‐ Before ABF ‐>
FY07/08 FY09/10 FY10/11 FY11/12
August, 2011October, 2007 April, 2010
21
ED Improvements at VGH under ABF
• ED admit wait times improved• ED admit wait times improved – From 48% to 65% meeting 10 hour target
d i i i d b %• ED Admissions increased by 6.5%• Overall admissions up by 2.6%• Case costs reduced by 4.5%
• But this time … a balanced budget!
22
PFF Outside the Hospital
• AURAA Program funded by PFF focused on patients occupying
PFF Outside the Hospital
hospital beds & waiting for residential care• Purpose: to prevent avoidable ED, Acute and Residential Care
admissions and reduce LOS amongst this population & improvingadmissions and reduce LOS amongst this population & improving overall health status where possible at home
• 118 patients enrolled across 6 communities in VCH in first 4 monthsAll 118 i i li d li ibl f id i l• All 118 patients were waitlisted or eligible for residential care
• 92% of these patients are still in the community and have not had to be admitted to residential care
VCHA d i R id i l C d b 13% i• VCHA admits to Residential Care down by 13% since start
23
Impact of the AURAA Program on Reducing i i h dALC in Richmond
• The average number of ALC clients in acute care down from 40 to 24 • ALC days down from 937 days/period to 691 days/period • 800 ALC days saved at Richmond Hospital YTD• Many clients have declined Residential Care when offeredMany clients have declined Residential Care when offered
Average # of ALC ClientsVCH - Richmond
45
4039
38 38
35
2720 20 20 20 20 20 20 20 20
25
30
35
40
ient
s
P2: Start of Home First Initiative
1918
21
0
5
10
15
20Cl
11-11 11-12 11-13 12-01 12-02 12-03 12-04 12-05 12-06
Period
Clients Target
Source: VCH Decision Support Prepared by: Ana Himani
24
Other Community Successes d d b
• Early Results showing similar successes with comparable
Funded by PFFy g p
program in Fraser Health Region:
B f /Af C h (3 h 3 h )• Before/After Cohort (3 months + 3 months)– Avg # ED visits in cohort down (from 33 to 12)– Admissions to Acute Hospital Beds down (from 35 to 7)– Days (per Patient) in Acute Hospital down (from 32 to 5)– 80% Choosing to Remain at Home instead of Residential Care
• PFF also successful in Supporting Other Community Based Services: – increasing outpatient Rehab for Stroke Recovery, – COPD maintenance at home– Psychosis management in the community
25
MythbusterMythbuster
Myth:
Activity Based Funding drives increased volume
Truth:Truth:
ABF provides incentive to care for the sickest patients in acute care, and others in same day or community care, y y
It is up to US!
Slide Courtesy of Duncan CampbellChief Financial Officer
Vancouver Coastal Health Authority
26
y
SummarySummary
• A Blended Funding Model not a replacement for GlobalA Blended Funding Model, not a replacement for Global• Not Just a Hospital Based Program. Supports integrated
care into the community just as readilyy j y• Not targeted to just increase surgical volumes• Does not stimulate unwanted utilization • Design to Try to Correct Existing Perverse Incentives
• Test: Is it Consistent with Our Objectives?
27
The Way We Would All Like it to Be
Transparency
Timely Access Quality
AccountabilityAffordability Accountabilityy
Patient Centred28
Everyone Talks About “ d ”“Patient‐Centred Care”
• Global Budgets are inherently Facility‐CentredCentred
• Did we really expect Patient‐Centred Care to Result from a budget process that is 100% Facility‐Centred?
29
Moving Beyond Black or WhiteMoving Beyond Black or White
100% Global Funding 100% Funding by Activity
PFF: Getting the Blend Right
30