30 Day readmissions for CHF patients
David Herbetko
Thomas Jefferson University
30 Day readmissions for CHF patients
Abstract
Hospital readmissions are a prominent healthcare issue today. The Centers for Medicare and Medicaid Services are experiencing financial losses in the billions in regards to this patient population. Within the Patient Protection and Affordable Care Act, Section 3025 passed the Hospital Readmissions Reduction Program. This program identifies hospitals with large-scale readmission rates for patients within thirty days of discharge related to congestive heart failure, heart attack, and pneumonia, and marked them liable for the penalties of the program. This program presents notable reimbursement cuts for
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With reimbursement rates at stake, hospitals have no choice, but to put their best efforts forward to reduce readmissions. There are pros and cons to the penalty program. Although penalties may seem harsh and unjustifiable, the government has seen few changes in readmission rates over the years and the financial losses are mounting. Hospital readmissions are possibly a large fragment of the American health stigma, quick fix methods with medications. Patients need to be reintroduced to preventative care and health education. The declining health of Americans has surged an increase in preventable diseases and is affecting the rise in hospital readmissions. A penalty program is necessary to inspire …show more content…
Overall, patients are going to be rendered more diagnosis-centered care, with an interdisciplinary look at each case inpatient, as well as outpatient. Patients will be given a work-up and plan for success, no longer as a “quick-fix”, but a long term plan of care to control chronic diseases outside of the acute care setting. Looking at a study from Connecticut, “By revamping the discharge process and working with post-acute providers, UConn Health Center/John Dempsey Hospital, Farrington, CT, reduced thirty-day heart failure readmissions from 25.1% in August 2010 to 17.1% in March 2012. Key initiatives included follow-up appointments within seven days in the hospital heart clinic, revising nursing education, adding automated dietician, social worker, pharmacy, and cardiology consults with the diagnosis order set, and collaborating with the community providers to smooth the transition of care” (“Hospital Initiative”, 2012). Another group, the Quality Partners, a nonprofit group established to be a Medicare improvement organization, tested an intervention to reduce thirty-day hospital readmissions. As a Medicare-funded pilot program, it involved coaches meeting with patients to empower them to reach out to community providers when symptoms begin, rather than when waiting until there is a need for the hospital (“Intervention Lowers”, 2011). These studies display the opportunity for change when healthcare
HF is not only detrimental to the patient but also impacts funding, reimbursement methods, economy, businesses and cost of our society. The rate of HF readmissions will continue to increase with time due to the aging population. Implementing strategies to offset these causes are important for the financial growth of healthcare today. Elimination of all probable causes prior to discharge will result in evidence based outcomes and promote a longer lifespan.
Heart failure is a health condition affecting millions of people worldwide. Heart failure readmissions for healthcare agencies continues to be an area of concern due to the cost associated with each readmission. Readmissions to the hospital for heart failure is tied to reimbursement and financial penalties. Developing a plan to combat readmission is a difficult task.
In 2010, the aggregate shortfall of government funding for Medicare and Medicaid beneficiaries was estimated at $28 billion dollars. Currently, Medicare and Medicaid in combined do not cover the complete cost of care for program recipients but their beneficiaries account for about half the care provided by hospitals . In the chart it shows the uncompensated care and payment shortfalls from Medicare and Medicaid in billions of dollars, 2010 Similarly, between 2000 and 2010, the cost of uncompensated care grew by 82 percent, from $21.6 to $39.3 billion. In the below chart it shows the cost-based uncompensated care in billions of dollars, 1990 – 2010 .EMTALA’s
This type of care is referred to as client centered care, which is to put the Veteran and their goals, not the disease, at the center of care (The Department of Veteran Affairs, 2011). According to Bertakis and Azari (2011), “Patient-centered care is associated with decreased utilization of health care services and lower total annual charges. Reduced annual medical care charges may be an important outcome of medical visits that are patient-centered”. The VA used an evidenced based model referred to as the "Elements of Patient Centered Care" This model is based on a holistic approach and is encompassed of both the experience of having a healing environment and relationship, as well as practice, which uses an individualized health and well- being
Our medical attention in the war is not at its full potential. The soldiers deserve the best care that they can receive; therefore, despite the limitations of medical supplies and money, America needs to drastically upgrade the medical field in war. Red Tape is the process where Veterans go to receive their military benefits. It is a lengthy, intricate process, so America needs to work to improve and expedite this system. Some Veterans say that it takes appointments just to set up an appointment.
In 2013 CMS implemented a penalty for hospitals that have higher than average readmission rates in the selected disease
Introduction For several decades, government officials and healthcare experts have been discussing the broken and dysfunctional US healthcare system. The US ranks highest for cost and lowest for outcomes. Healthcare accounted for 17.4 percent of the gross domestic product in 2013 (CMS.gov). The Institute for Healthcare Improvement highlighted the quality of healthcare in the US or lack of quality with the 100,000 lives campaign. The Institute for Healthcare Improvement brought national attention and awareness to the epidemic of hospital errors and the loss of life related to those errors.
ACOs is consider to be groups of doctors, hospitals and insurance companies that connection together to offer a higher-quality of patient care. By improving the quality of care and making more cost-efficient health care decisions. There are ACO core standards in place to ensure that health providers receive the appropriate incentives across the board. ACO’s also have to establish a system wide approach to continuous improvement, and communication, and education to ensure that the quality of care is cost effective. ACO 's Strategic Plan ACO’s require to meet certain benchmarks for keeping patients healthy without requiring a hospital stay.
Hope is not lost for our nations veterans, there are initiatives that may be implemented in order to improve the quality of care. We have identified four key areas that we feel will improve the quality of care for our nations veterans. These areas are; Patient Aligned Care Teams (PACTS), the program of vocational rehab, positive media relations, and universal electronic medical records. PACTS are formed when a veteran works together with multiple care disciplines in order to achieve whole person care and sustain life long wellness (VHA, 2015). These teams focus on patient medical partnerships, access to care, coordinated care among disciplines, and team based care with the veteran as the focus (VHA, 2015).
Working in a renal/urology medical-surgical unit, it is a challenge for both the nursing staff and nursing administration to have readmissions due to fluid and electrolyte imbalance from patients with ESRD and CHF. In my own experience, patients who have been in and out of the hospital for the past six months to a year are at a higher risk of acquiring nosocomial infections resulting in a weaker immune system to an already compromised one, as well as longer hospital stay. Readmissions from these patients pose as a physical, emotional and financial strain to both patients and/or their families. Additionally, readmissions within 30 days for patients with CHF poses as an additional cost for hospitals as there is reduced Medicare payments for Inpatient
Many feel that the answer to this problem is more severe punishment, however, this does not solve the addiction problem. Many times it was believed that our prisons release inmates who are have not received treatment while incarcerated, or do not have the follow up treatment that is needed to reduce recidivism. Currently inmates undergo treatment before and after incarceration have shown a reduction in criminal behavior. Caulkins, J. P., Kasunic, A., & Michael A C Lee. (2014).
This act led to changes within hospitals and workplaces across the nation. One change is the way hospitals are run. According to Roper, "That means hospitals are focusing on what happens after a patient is released-- are they getting follow-up care, seeing their primary physician, taking necessary medications? And hospital care is being even more closely documented" (2). Because
A hospital’s primary goal should be to provide quality medical care to the patients so that they can be as healthy as possible. A possible way to be able to measure the quality of care a hospital is giving would be to look at their readmission numbers. If a patient is readmitted into a hospital in a short period of time after being discharged, then it is very likely that the hospital did not fully address the patients’ health needs during the initial stay. In an effort to improve the quality of service that hospitals are giving, the Medicare 30-day readmission rule was established to help by incentivizing hospitals to provide better quality care for its patients or be financially penalized.
Hospital Readmission has a high burden to both healthcare systems and patients. Most readmission is thought to be related to the quality of healthcare system. In the US, nearly 20 percent of Medicare patients are readmitted within 30 days after discharge and related with an estimated annual cost of 17 billion (1). Hospital readmission for patients early after an inpatient stay can be a traumatic experience (2).
The study of this program is beneficial because most elderly clients who come into the emergency department with pain or injury associated chronic illness. More often than not, these clients, who may be cared for with palliative or hospice care, do not have easy access to these services. In addition, Medicare does not always pay for necessary services that are so needed by clients with severe chronic illnesses, especially in urban areas. Sixty-nine percent of clients and their families’ who participated in this study expressed true satisfaction in the services provided by nurses.