Appendix D
The Medical Home

The National Academies of Sciences, Engineering, and Medicine
500 Fifth St. N.W. | Washington, D.C. 20001

Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement

Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 111
Appendix D The Medical Home 

OCR for page 111
 IMPROVING COLORECTAL CANCER SCREENING TABLE D-1 The Major Differences Between the Current State of Chronic Care Management and a Future-State Medical Home Model Current State Future State Primary provider Primary care physician Primary care clinician with health coaches Primary incentive Visits (volume) Increased patient adherence to self-care regimen Infrastructure None Electronic medical record investments with registry function and knowledge management tools, and personal health records for patients; required infrastructure investments in practice operations that support coaching platforms, including patient classroom facilities, websites with blog and social networking capabilities, and redesigned educational materials reflecting customized self- care regimen for discrete patient groups (total one- time investment costs of approximately $80,000 to $120,000) Incremental costs None $100,000–$115,000 per primary care clinician, $78,000 per health coach; 56 percent loada for coaching tools (data collection, telephones, information technology [IT] systems, etc.); 33 percent full-time equivalent data manager at $65,000 per data manager; and $5,000–$20,000 for health IT and website technical support annual maintenance

OCR for page 111
 APPENDIX D TABLE D-1 Continued Current State Future State Panel size 5,000–7,000 charts 1,000–2,000 patients, (1,500–2,500 active patient depending on prevalence records) and intensity of chronic care management requirements (does not include case- managed population) $350,000–$600,000b Net revenues $500,000–$1 million ($500/ (annual, per patient in panel) inclusive of physician) performance bonus aInternal Deloitte references. bCleverley and Cameron (2007). SOURCE: Deloitte Center for Health Solutions (2008). Reprinted, with permission, from The Medical Home: Disruptie Innoation for a New Primary Care Model, http://www and us_chs_MedicalHome_w.pdf. Copyright 2008 by the Deloitte Center for Health Solutions, part of Deloitte LLP.

OCR for page 111
 IMPROVING COLORECTAL CANCER SCREENING BOX D-1 Critical Features of the Medical Home: A Platform for Guided Self-Care Management • ersonal physician: Each patient has an ongoing relationship with a Primary P Care Physician, as well as clinician health coaches, who are trained to provide first-contact, continuous, and comprehensive care. These clinicians are com- petent in the use of active listening, health coaching, evidence-based holistic medicine, clinical information technology, population-based outcome improve- ment and measurement, care team recruitment, and leadership. • hysician-directed primary care professional organization: A physician leads a P team of health coaches who collectively take responsibility for the ongoing care of patients. The day-to-day operation of the practice is focused on managing population-based outcomes and maximizing individual patient adherence to a distinct, customized self-care management program that leverages information technology. Note: A health coach is an allied professional (nurse/patient educa- tor) with specialized training in patient behavior modification and motivational interviewing to match patient values, preferences, and triggers to specific, measurable, short-term, self-care lifestyle modifications. • Whole person” orientation toward adherence, not compliance, incorporating “ holistic methods with conventional allopathic interventions: The primary care team is responsible for providing all of the patient’s health care needs and ap- propriately arranging care with other qualified professionals. This includes care for all stages of life: acute care, chronic care, preventive services, and end-of- life care, with strong consideration for the individual’s value system, personal preferences, and level of engagement in decision making. A key focus is the dispensation of directives (prompts, alerts, reminders) in teachable moments to patients and family members/significant influencers to expedite adherence to self-care suggestions (not just compliance to directives). In these clinical models, holistic therapeutic interventions, such as mindful daily practices, are integrated with traditional therapeutic interventions. • onitored, coordinated and, integrated care using electronic medical records M and personal health records: Care is facilitated across all elements of the com- plex health system (e.g., subspecialty care, hospitals, home health agencies, nursing homes) and the patient’s community (e.g., family, public and private community-based services) by registries, health information exchanges, and other electronic means to ensure that patients get the indicated care when and where they need and want it, in a culturally and linguistically appropriate manner. The information exchanges among members of the patient’s care team are synchronized and real-time. These technologies are also used to reduce unnecessary visits, tests, and referrals. Sharing information among medical homes and other providers in the local and regional care system is indicative of an advanced medical home model. • easured and managed adherence to evidence-based practices by the care M team and the patient: Results measured are hallmarks of the medical home. They range from measures of processes and outcomes to patient satisfaction and success rates in changing behavior:

OCR for page 111
 APPENDIX D • vidence-based medicine and clinical decision-support tools guide decision E making. Nonadherence by the care team and/or the patient is monitored and measured, and root-cause analysis is conducted to assess errors and near-misses. • hysicians in the practice accept accountability for continuous quality P improvement by voluntarily engaging in performance measurement and improvement. • atients actively participate in decision making, and feedback is sought to P ensure patients’ expectations are being met. • nformation technology is used to appropriately support optimal patient care, per- I formance measurement, patient education, and enhanced communication. • atients and families participate in quality improvement activities at the P practice level. • nhanced accessibility: Care anywhere, anytime: Care is available via open E scheduling, expanded hours, and new communications options among pa- tients, their personal physician, and practice staff. Innovations such as group visits, cybervisits, robust customized educational tools, and self-monitoring devices are available through the practice. • mphasis on physician incentives for improvements in self-care management: E Physician reimbursements appropriately recognize the added value provided to pa- tients who have a patient-centered medical home. The payment structure should: • eflect the value of patient-centered care management work that falls out- R side of the face-to-face visit. • ay for services associated with care coordination within a given practice P and among consultants, ancillary providers, and community resources. • upport adoption and use of health information technology for quality S improvement. • upport enhanced communication access such as secure e-mail and tele- S phone consultation. • ecognize the value of technology-based physician work associated with R remote monitoring of clinical data. • llow for separate fee-for-service payments for face-to-face visits. (Pay- A ments for care management services that fall outside of the face-to-face visit, as described above, should not result in reduced payments for face- to-face visits.) • ecognize case-mix differences in the patient population being treated R within the practice. • llow physicians to share in savings from reduced hospitalizations associ- A ated with physician-guided care management in the office setting. • llow additional payments for achieving measurable and continuous quality A improvements. SOURCE: Deloitte Center for Health Solutions (2008). Reprinted, with permission, from The Medical Home: Disruptive Innovation for a New Primary Care Model, and content/us_chs_MedicalHome_w.pdf. Copyright 2008 by the Deloitte Center for Health Solutions, part of Deloitte LLP.

OCR for page 111