Health reform in-depth: small + rural hospital.
Yet some of the factors that make rural care unique--remoteness, low population density, limited financial resources and workforce shortages--give rural hospital executives a reason to pause as they think about health care reform. "We don't know enough about how health care reform will affect rural providers," says Brock Slahach, senior vice president for member services of the National Rural Health Association. "There are lots of positives, but also a lot of uncertainty."
Most of the questions revolve around delivery system changes, particularly the formation of accountable care organizations. The Centers for Medicare & Medicaid Services has said that hospitals that elect to form ACOs must serve a minimum of 5,000 Medicare beneficiaries. "It's too early to tell, but conventional wisdom suggests it will be difficult for small and rural organizations to participate in ACOs because of the population requirements," says Tom Bell, president and CEO of the Kansas Hospital Association. However, he adds, "In some ways, they may be better suited because their patient populations are more homogeneous."
Increased access to coverage also presents a challenge to small and rural organizations. Actual reimbursement rates have not been set and a large proportion of these formerly uninsured now will be covered under Medicaid, which pays hospitals considerably below the cost of providing care. These organizations likely will see an increase in volume and must ensure that resources are in place to care for the influx of new patients. To accomplish this, organizations may need to expand and upgrade their facilities and bolster their workforce. Each of these tasks remains difficult in light of the current economy and the ongoing workforce shortage.
Whether the workforce provisions in the health reform law will be enough to increase the pool of employees for small and rural health care organizations remains to be seen. The American Academy of Family Physicians estimates a nationwide shortage of 44,000 adult care generalist physicians by 2025. Delivery system changes under health care reform will increase the need for primary care physicians nationwide, notes Marry Fattig, CEO of Nemaha County Hospital, a 20-bed critical access hospital in Auburn, Neb. "There's going to be a huge amount of competition for these providers," he says. "It's already more difficult for small and rural organizations to recruit them and it will likely be more so once health care reform is up and running."
Then there's the need for robust, reliable information technology. "The future of health care is linked to better IT systems," Bell says. But rural hospitals tend to be further behind in IT adoption, notes Chantal Worzala, the American Hospital Association's director of health information technology. The incentive program under meaningful use is retrospective, making it more difficult for small and rural organizations that have less capital, she says. "Hospitals appreciate the importance of this," Worzala says, adding, "Small and rural hospitals are committed to using electronic health records to support clinical care and address population and community needs."
This gatefold examines the impact of health reform for small hospitals--those with fewer than 200 beds--and rural hospitals, and explores some of the ways these organizations are preparing for the forthcoming changes under health reform.
Although health reform provides a number of provisions to assist small and rural hospitals, it also presents numerous challenges. Here's a look at these challenges and their implications.
PRIMARY CARE PHYSICIAN SHORTAGE
The availability of primary care providers remains a major concern for many small and rural organizations. About a quarter of Americans live in rural areas, but only 10 percent of physicians practice there. The expansion of coverage under health care reform will further challenge access to primary care in rural areas.
DATA: Percentage of primary care physicians by location, 2005
Primary care remains a critical need for rural communities. Low compensation, limited time off and scarcity of jobs for spouses often lure primary care providers away from rural settings.
Primary care physicians per 100,000 population Urban 71 Large rural 61 Small rural 59 Isolated small rural 36 Source: WWAMI Rural Health Research Center Policy Brief, April 2009 Note: Table made from bar graph.
ACCESS FOR UNINSURED
Rural Americans are more likely to be uninsured than their urban counterparts. As more Americans gain insurance under health care reform, rural facilities must ensure they have the resources necessary to care for an influx of new patients.
DATA: Uninsured rates in urban and rural areas
Percent uninsured 1,997 Number of rural hospital Population less than 2,500 23% Rural not adjacent 21% Rural adjacent 19% Rural total 20% Urban total 19% Source: Miane Rural Health Research Center, Research and Policy Brief, July 20009 Note: Table made from bar graph. STAFFING IT DEPARTMENTS As with primary care providers, small and rural organizations face challenges in recruiting information technology professionals. A projected nationwide shortage of IT professionals does not bode well. The issue is of critical importance under the health care reform law, which promotes increased use of electronic medical records and health information exchanges. DATA: National NIT workforce shortage projections Year/goal of Projected projected shortage shortfall Source Bureau of Labor 2018 35,000 Statistics HIMSS Analytics HIMSS EMR Adoption 41,000 Model Stage 4 Office of the 2,015 50,000 National Coordinator Source: U.S. Healthcare Workforce Shortages HIT Staff CSC Healthcare Group, 2010
MEANINGFUL USE PENALTIES
Information technology will play a critical role in meeting reform objectives for small and rural hospitals. However, cue to limited resources, these organizations are less likely to have implemented electronic health records or are in the early stages of doing so. As result, some hospitals expect to incur a financial penalty for failing to achieve meaningful use by 2014.
DATA: Percent of hospitals that expect to incur financial penalty for failing to demonstrate meaningful use by 2015
55% Percent of all responding hospitals that expect to incur penalties Fewer than 100 beds 61% 100-299 beds 51% 200+beds 47% Critical access hospitals 66% Rural * 56% Urban * 48% Source: American Hospital Association analysis of survey data from 795 nonfederal, short-term acute care hospitals collected in January and February 2010. * Excluding critical access hospitals Note: Hospital responses based on meaningful use as defined in the proposed rule released by the Centers for Medicare & Medicaid Services in January 2010. Note: Table made from bar graph.
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Meyersdale Medical Center Selects 16-slice CT Scanner
Meyersdale's challenge: Upgrade a single-slice CT scanner so that patients did not have to travel 20 to 40 miles for multislice CT imaging; increase diagnostic confidence; increase business volume for CT cases: and find a way to upgrade under the constraints of limited space and resources.
Meyersdale's answer: "The Siemens SOMATOM Emotion 16 slice was the ideal choice for the cases we see at Meyersdale," says Mary Libengood, president. "And we were pleasantly surprised to find the lease payments for the new scanner would be a very manageable increase over the lease payments we were making on our single-slice system."
With the SOMATOM Emotion[R] 16, Meyersdale increased its patient volume by 9.5 percent within the first six months, and referrals have increased. The staff can now perform coronary CTA exams, which expands the services offered to patients. And, Meyersdale can now accommodate patients who weigh up to 440 lbs.
Nacogdoches Memorial Hospital Implements HIS System
Nacogdoches' challenge: Implement an HIS system to help improve clinical and operational efficiencies, specifically reduce agency nursing costs and accounts receivable days, improve nursing workflow, and move the facility one step closer toward its goal of electronic medical records.
Nacogdoches' answer: Siemens MedSeries4[R], a comprehensive, scalable HIS designed to help community hospitals achieve high-quality outcomes and greater patient and staff satisfaction, as well as Siemens Pharmacy and Med Administration Check[TM].
As a result, Nacogdoches reduced its accounts receivable by 20 days, reduced its agency nursing costs by 70 percent, and increased its available cash from 6 days to 80+ days.
Ashley County Medical Center Adds Onsite MRI Scanner
Ashley County's challenge: Decreasing referrals and subsequent reduced revenue, and limited budget. Need to improve patient satisfaction by offering services close to home.
Ashley County's answer: Siemens 1.5T MAGNETOM[R] ESSENZA with its broad range of applications and unique Tim[R] technology, which enables Parallel Imaging for workflow improvements, increased patient throughput, and an improved bottom line. The system is engineered to perform at an optimal operating cost, which could save facilities as much as 50 percent on their MR energy bills. *
"We projected that the system would pay for itself over time, and Ultimately, provide a positive bottom line to the hospital," says Russ Sword, chief executive officer. "in fact, it's already accomplishing that" by enabling the center to perform additional imaging that previously was referred elsewhere.
* Results may vary. Data on file.
Health reform includes a number of provisions directed at small and rural hospitals. The following address Medicare payment, as well as workforce and graduate medical education opportunities.
1 Rural Physician Payments
MEDICARE BONUS: Medicare will provide a 10 percent bonus payment to primary care practitioners. The bonus will apply for five years and began Jan. 1. Qualifying practitioners providing care in a health profession a shortage area will receive a 10 percent bonus on hospital visit codes that are typical of primary medicine.
General surgeons providing care in shortage areas also will receive a 10 percent bonus on major procedures over toe same period.
2 Protections for Rural Hospitals
LOW-VOLUME HOSPITALS: The law allots $300 million over 10 years in payment adjustments for low-volume hospitals. A low-volume hospital is defined as one that is more than 15 road miles from another comparable hospital and has up to 1,600 Medicare discharges for FY 2011 and FY 2012. An add-on payment will be determined by, the Health & Human Services secretary using a continuous linear scale ranging from 25 percent for low-volume hospitals with Med care discharges below 200 to no adjustments for hospitals with more than 1,600 Medicare discharges
3 Low-cost Counties
The law allots $200 million over two years for hospitals located in counties that rank in the lowest quartile of J Medicare beneficiary spending adjusted by age, sex and race. For FY 2011 and FY 2012, each hospital will receive funding n an amount that is proportional to the Medicare in patient hospital payments made to the individual hospital as a percentage of the Medicare inpatient hospital payments mane to all hospitals receiving the funding*
4 Critical Access Hospital Payments
The law requires that CAHs are paid 101 percent of costs for all outpatient services they provide, regardless of the billing method elected and for providing qualifying ambulance services.
5 Home Health Payments
The law reinstates a 3 percent add-on payment for home health providers serving rural areas for episodes ending on April 1, 2010 and before January 1, 2016.
6 Laboratory Service Payments
The law reinstates toe reasonable cost payment for clinical diagnostic laboratory services for qualifying rural hospitals with 50 beds or fewer in certain states with low-density rural areas for cost reporting periods beginning July 1, 2010, to June 30, 2011.
7 Workforce Initiatives
The law creates a National Health Workforce Commission to analyze the supply, distribution diversity and skill needs of the workforce of the future
8 Allopathic and Osteopathic Medicine
The law establishes a grant program through the Health Resources and Services Administration providing $4 million for each of FYs 2010-2013 to assist schools of allopathic or osteopathic medicine in: recruiting students most likely to practice medicine in underserved rural communities: providing rural-focused training and experience; and increasing the number of recent medical school graduates who practice in underserved rural communities
9 Unused Residency Positions
Unused residency training positions will be redistributed to encourage increased training of primary care physicians and general surgeons. For cost-reporting periods beginning on or after July 1, 2011, hospitals will lose 65 percent of their unused or unfilled residency positions 'based on the three most recent cost-reporting periods ending March 23, 2010) and qualifying hospitals will able to request up to 75 new positions Certain hospitals, including rural teaching hospitals with fewer than 250 beds will be exempt from redistribution of any of their unused positions. Priority for the new positions will be distributed. Seventy percent of positions will be allocated to hospitals in states with resident-to-population ratios in the lowest quartile and 30 percent of positions will be allocated to hospitals located in rural areas and hospitals Iocated in the too 10 states in terms of population living in a health professions shortage area relative to toe genera population.
North Texas Medical Center, Gainesville
North Texas Medical Center, a 60-bed hospital about 60 miles north of Dallas, is thinking his picture when it comes to health reform. "Health reform forces us to run a much better organization, keeping costs down and quality up," says Kelly Hayes, chief financial officer. The organization is examining how coverage expansion and delivery system changes will impact its operations. "It's pretty obvious that quality has to be the No. 1 priority," says CEO Randy Bacus. Technology will play a central role, The organization is adopting an electronic health record to improve safety and efficiency and enable information exchange with other providers in the community. Although not part of the reform law, meeting meaningful-use objectives is of critical importance. "The law could change," says Hayes. "Our goal is to meet meaningful-use objectives as early as possible to take advantage of the incentives." The hospital also has invested heavily in clinical technology to help keep patients the community for their care.
Tulare (Calif.) Regional Medical Center
One of the biggest concerns for Shawn Bolouki, CEO of members Tulare Regional O Medical Center, is providing care to newly insured members of his community. An assessment conducted prior to passage of health reform identified the need for 16 primary care physicians. The 112-bed hospital is in the midst of an expansion project. Coupled with delivery system changes under health reform, the number of needed primary care physicians likely will increase. California restricts hospital employment of physicians, making it difficult to align hospital and physician incentives. "We need to completely rethink our system, the way we provide care to the community," Bolouki says. IT will play a big role in coordinating care in the community, he adds. The organization is exploring the ACO concept, but too many questions remain. "There are many details no resolved," Bolouki says. "It makes it difficult to plan systematically."
Nemaha County Hospital, Auburn, Neb.
A 20-bed critical access hospital in southeastern Nebraska. Nemaha County Hospital is feeling optimistic about health care reform. "They kind of left critical access hospitals alone." says CEO Marty Fattig. "I think that's a good thing." Fattig's optimism is due, in part, to his organization's early adoption of an electronic health record. "We already have what we need to achieve meaningful use," he says. Many CAH hospitals don't have that advantage, he acknowledges, adding, "The gap between the haves and have-nots is getting larger and that scares me." Fattig does express concern about the unknowns surrounding health reform. "There is so much in the health care reform bill that still has to be decided," he says. And he's not sure how the ACO concept will benefit small and rural organizations. If an organization is able to meet the 5,000 minimum Medicare beneficiary, it still may not be enough to nitigate the risk. "An organization has no control of where its patients go," he says. "It will be difficult to control costs and behaviors."
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|Author:||Jarousse, Lee Ann|
|Publication:||H&HN Hospitals & Health Networks|
|Date:||Jan 1, 2011|
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