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Payment Innovation in Emergency Care: A Case for Global Clinician Budgets - 20/08/24

Doi : 10.1016/j.annemergmed.2024.04.002 
Jesse M. Pines, MD, MBA a, b, , Bernard S. Black, JD c, L. Anthony Cirillo, MD a, Marika Kachman, MD a, Dhimitri A. Nikolla, DO, MS a, d, Ali Moghtahderi, PhD b, Jonathan J. Oskvarek, MD, MBA a, e, Nishad Rahman, MD a, Arjun Venkatesh, MD, MBA f, Arvind Venkat, MD a, g
a Clinical Innovations, US Acute Care Solutions, Canton, OH 
b Department of Emergency Medicine, George Washington University, Washington, DC 
c Pritzker School of Law and Kellogg School of Management, Northwestern University, Chicago, IL 
d Department of Emergency Medicine, Allegheny Health Network - Saint Vincent Hospital, Erie, PA 
e Department of Emergency Medicine, Summa Health System, Akron, OH 
f Department of Emergency Medicine, Yale University, New Haven, CT 
g Department of Emergency Medicine, Allegheny General Hospital, Pittsburgh, PA 

Corresponding Author.

Abstract

The fee-for-service funding model for US emergency department (ED) clinician groups is increasingly fragile. Traditional fee-for-service payment systems offer no financial incentives to improve quality, address population health, or make value-based clinical decisions. Fee-for-service also does not support maintaining ED capacity to handle peak demand periods. In fee-for-service, clinicians rely heavily on cross-subsidization, where high reimbursement from commercial payors offsets low reimbursement from government payors and the uninsured. Although fee-for-service survived decades of steady cuts in government reimbursement rates, it is increasingly strained because of visit volatility and the effects of the No Surprises Act, which is driving down commercial reimbursement. Financial pressures on ED clinician groups and higher hospital boarding and clinical workloads are increasing workforce attrition. Here, we propose an alternative model to address some of these fundamental issues: an all-payer-funded, voluntary global budget for ED clinician services. If designed and implemented effectively, the model could support robust clinician staffing over the long term, ensure stability in clinical workload, and potentially improve equity in payments. The model could also be combined with population health programs (eg, pre-ED and post-ED telehealth, frequent ED use programs, and other innovations), offering significant payer returns and addressing quality and value. A linked program could also change hospital incentives that contribute to boarding. Strategies exist to test and refine ED clinician global budgets through existing government programs in Maryland and potentially through state-level legislation as a precursor to broader adoption.

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Plan


 Supervising editor: Donald M. Yealy, MD. Specific detailed information about a possible conflict of interest for individual editors is available at editors.
 Authorship: All authors attest to meeting the four ICMJE.org authorship criteria: (1) Substantial contributions to the conception or design of the work; or the acquisition, analysis, or interpretation of data for the work; AND (2) Drafting the work or revising it critically for important intellectual content; AND (3) Final approval of the version to be published; AND (4) Agreement to be accountable for all aspects of the work in ensuring that questions related to the accuracy or integrity of any part of the work are appropriately investigated and resolved.
 Funding and support: By Annals’ policy, all authors are required to disclose any and all commercial, financial, and other relationships in any way related to the subject of this article as per ICMJE conflict of interest guidelines (see www.icmje.org/). The authors have stated that no such relationships exist. JMP has had funding from CSL Behring and Abbott Point-of-Care for unrelated work.


© 2024  American College of Emergency Physicians. Publié par Elsevier Masson SAS. Tous droits réservés.
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Vol 84 - N° 3

P. 305-312 - septembre 2024 Retour au numéro
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