Is 24/7 In-House Intensivist Staffing Necessary in the Intensive Care Unit?

Over the past few decades, an increasing number of studies have shown that intensivist-staffed intensive care units (ICUs) lead to overall economic benefits and improved patient outcomes, including shorter length of stay and lower rates of complications and mortality. This body of evidence has convinced advocacy groups to adopt this staffing model as a standard of care in the ICU so that more hospitals are offering around-the-clock intensivist coverage. Even so, opponents have pointed to high ICU staffing costs and a shortage of physicians trained in critical care as barriers to implementing this model. While these arguments may hold true in low-acuity, low-volume ICUs, evidence has shown that in high-acuity, high-volume centers such as teaching hospitals and tertiary care centers, the benefits outweigh the costs. This article explores the history of intensivists and critical care, the arguments for 24/7 ICU staffing, and outcomes in various ICU settings but is not intended to be a comprehensive review of all controversies surrounding continuous ICU staffing.

Cost-effectiveness of groin hernia repair from a randomized clinical trial comparing commercial versus low-cost mesh in a low-income country.

BACKGROUND: Over 200 million people worldwide live with groin hernia and 20 million are operated on each year. In resource-scarce settings, the superior surgical technique using a synthetic mesh is not affordable. A low-cost alternative is needed. The objective of this study was to calculate and compare costs and cost-effectiveness of inguinal hernia mesh repair using a low-cost versus a commercial mesh in a rural setting in Uganda. METHODS: This is a cost-effectiveness analysis of a double-blinded RCT comparing outcomes from groin hernia mesh repair using a low-cost mesh and a commercially available mesh. Cost-effectiveness was expressed in US dollars (with euros in parentheses, exchange rate 30 December 2016) per disability-adjusted life-year (DALY) averted and quality-adjusted life-year (QALY) gained. RESULTS: The cost difference resulting from the choice of mesh was $124·7 (€118·1). In the low-cost mesh group, the cost per DALY averted and QALY gained were $16·8 (€15·9) and $7·6 (€7·2) respectively. The corresponding costs were $58·2 (€55·1) and $33·3 (€31·5) in the commercial mesh group. A sensitivity analysis was undertaken including cost variations and different health outcome scenarios. The maximum costs per DALY averted and QALY gained were $148·4 (€140·5) and $84·7 (€80·2) respectively. CONCLUSION: Repair using both meshes was highly cost-effective in the study setting. A potential cost reduction of over $120 (nearly €120) per operation with use of the low-cost mesh is important if the mesh technique is to be made available to the many millions of patients in countries with limited resources. TRIAL REGISTRATION NUMBER: ISRCTN20596933 (http://www.controlled-trials.com).

Reducing the length of postnatal hospital stay: implications for cost and quality of care.

BACKGROUND: UK health services are under pressure to make cost savings while maintaining quality of care. Typically reducing the length of time patients stay in hospital and increasing bed occupancy are advocated to achieve service efficiency. Around 800,000 women give birth in the UK each year making maternity care a high volume, high cost service. Although average length of stay on the postnatal ward has fallen substantially over the years there is pressure to make still further reductions. This paper explores and discusses the possible cost savings of further reductions in length of stay, the consequences for postnatal services in the community, and the impact on quality of care. METHOD: We draw on a range of pre-existing data sources including, national level routinely collected data, workforce planning data and data from national surveys of women's experience. Simulation and a financial model were used to estimate excess demand, work intensity and bed occupancy to explore the quantitative, organisational consequences of reducing the length of stay. These data are discussed in relation to findings of national surveys to draw inferences about potential impacts on cost and quality of care. DISCURSIVE ANALYSIS: Reducing the length of time women spend in hospital after birth implies that staff and bed numbers can be reduced. However, the cost savings may be reduced if quality and access to services are maintained. Admission and discharge procedures are relatively fixed and involve high cost, trained staff time. Furthermore, it is important to retain a sufficient bed contingency capacity to ensure a reasonable level of service. If quality of care is maintained, staffing and bed capacity cannot be simply reduced proportionately: reducing average length of stay on a typical postnatal ward by six hours or 17% would reduce costs by just 8%. This might still be a significant saving over a high volume service however, earlier discharge results in more women and babies with significant care needs at home. Quality and safety of care would also require corresponding increases in community based postnatal care. Simply reducing staffing in proportion to the length of stay increases the workload for each staff member resulting in poorer quality of care and increased staff stress. CONCLUSIONS: Many policy debates, such as that about the length of postnatal hospital-stay, demand consideration of multiple dimensions. This paper demonstrates how diverse data sources and techniques can be integrated to provide a more holistic analysis. Our study suggests that while earlier discharge from the postnatal ward may achievable, it may not generate all of the anticipated cost savings. Some useful savings may be realised but if staff and bed capacity are simply reduced in proportion to the length of stay, care quality may be compromised.

Building the right physician compensation model.

In using benchmark data from physician surveys to establish physician compensation, hospitals should follow six guidelines: Know what the benchmark data represent and how they are computed. Use all resources available in setting physician compensation. Carefully determine whether the median work relative value unit should be used. Beware of applying consistent compensation models across specialties. Be careful not to change the compensation rates annually. Think holistically.

[Palliative Care: "we have always done it like that!" Problems and experience in palliative care from the point of view of an internist]. / Palliative Care: "Das haben wir doch immer schon gemacht!" Probleme und Erfahrungen in Palliative Care aus Sicht eines internistischen Spitalarztes.

The article shows which patients are in need of palliative care, what the objectives are and that medical care, at the place of the patient's own choice, should be provided. The structures of palliative care in Switzerland and in the region of Schwyz are presented and explained in detail. The difficulties of the financial aspects of palliative care patients in the DRG-system are pointed out. Furthermore, focus is put on the different problems of palliative care from a hospital doctor's point of view. These are, funding, politics, chirurgical colleagues at the hospital, misjudgment of capabilities and capacities of all people involved in palliative care (doctors and nursing staff in and as well as out of a hospital setting), their lack of knowledge in the treatment of symptoms, insufficient communication and coordination of the care-staff of various professions, no guarantee of complete twenty-four-hour care of patients and the lack of standardization in the final phase of terminal care according to the guidelines of Liverpool Care Pathway in all institutions and at home.

The effects of pay and job satisfaction on the labour supply of hospital consultants.

There is little evidence about the responsiveness of doctors' labour supply to changes in pay. Given substantial increases in NHS expenditure, new national contracts for hospital doctors and general practitioners that involve increases in pay, and the gradual imposition of a ceiling on hours worked through the European Working Time Directive, knowledge of the size of labour supply elasticities is crucial in examining the effects of these major changes. This paper estimates a modified labour supply model for hospital consultants, using data from a survey of consultants in Scotland. Rigidities in wage setting within the NHS mean that the usual specification of the labour supply model is extended by the inclusion of job quality (job satisfaction) in the equation explaining the optimal number of hours worked. Generalised Method of Moments estimation is used to account for the endogeneity of both earnings and job quality. Our results confirm the importance of pay and non-pay factors on the supply of labour by consultants. The results are sensitive to the exclusion of job quality and show a slight underestimation of the uncompensated earnings elasticity (of 0.09) without controlling for the effect of job quality, and 0.12 when we controlled for job quality. Pay increases in the new contract for consultants will only result in small increases in hours worked. Small and non-significant elasticity estimates at higher quantiles in the distribution of hours suggest that any increases in hours worked are more likely for consultants who work part time. Those currently working above the median number of hours are much less responsive to changes in earnings.

Agenda for change. Bitter pill.

The government's proposal to produce a holistic pay system for the NHS has been limited by the separate settlement for consultants. The new system must balance management needs for local flexibility and unions' desire to sustain national pay. The introduction of foundation hospitals and overseas clinical teams will have implications for the implementation of the new pay system.

Total teamwork--the Mayo Clinic.

Typical of the Mayo Clinic is its century-old team approach to treating patients. Physicians work in teams, with each team driven by the medical problems involved in a case and by the patient's preferences. Occasionally, a team will be expanded or even taken apart and reassembled. At Mayo, diagnosing a complex problem, proposing treatment and slotting the patient for surgery can happen within 24 hours of the diagnosis. The overall effect at Mayo is one of orderliness, function and, above all, vigor. Even as other medical institutions are cutting staff and reducing services, Mayo is a robust, thriving organization with revenues of $2.9 billion and a staff of roughly 30,500. Each year, more than 400,000 patients visit its seven facilities. Mayo's administrators continue to invent (and reinvent) the business side of medicine. Having developed one of the world's first systems of centralized patient records, Mayo is able to keep costs low enough to admit patients from all income levels. "The best interest of the patient is the only interest to be considered" is a motto that has become a Mayo standard on how best to practice medicine. Fearful of becoming complacent and watchful of the risks posed by its deliberative style, the clinic constantly looks for new and fresh ideas.

Are independent contractor physicians really hospital employees?

Before entering into a contractual relationship with a physician, a provider organization must understand whether, according to the IRS, the physician will be considered an employee or an independent contractor. Correct assessment of this relationship is important to avoid penalties for failure to withhold and pay taxes and possible disqualification of employee retirement plans. The IRS's most recent rulings in this area, two technical advice memorandums issued in September 1995, appear to indicate a shift in the agency's approach when defining these relationships--it now seems more likely that contractual arrangements between hospitals and physicians that typically have been treated as independent contractor relationships will be considered employer-employee relationships. The issuance of these memorandums may indicate the IRS's intention to crack down on what it perceives to be abuses of the independent contractor status in the healthcare industry.

Promoting physician productivity through a variable compensation system.

Integrated delivery systems must find ways to achieve optimal physician productivity and accountability, while fostering an entrepreneurial attitude among physicians. Lovelace Health Systems, Albuquerque, New Mexico, has implemented a variable compensation system designed for this purpose. An assessment of Lovelace's physician productivity had indicated performance well below national medians. To offer physicians a strong incentive to increase productivity, Lovelace developed a variable compensation system based on the resource-based relative value scale and relative value units. Lovelace also developed benchmark productivity targets.

Re-engineering the public hospital system: saving the safety net.

Cities across America are grappling with the problem of how to provide care for the indigent and those on Medicaid. All levels of government are reducing their public funding for health care of indigent persons, and the rapid growth of managed care is making traditional cost-shifting more difficult as it transforms the practice of medicine itself. These issues are most acute in cities like Los Angeles and New York, which traditionally have relied on public hospital systems to serve as a safety net. This article focuses on the changes being wrought at the largest health-care system in the country for indigents, the New York City Health and Hospitals Corporation (HHC), on the progress it made during the first 18 months of a major re-engineering process, and on potential options for its future reform.

[The economic evaluation of prostatic hyperthermia]. / L'évaluation économique de l'hyperthermie prostatique.

UNLABELLED: The aim of this study is to assess the hospital cost of treating Benign Prostatic Hyperplasia (BPH) by hyperthermia. The cost analysis was conducted simultaneously with a randomized clinical essay comparing hyperthermia to sham; the analysis was promoted by the Committee for Evaluation and Diffusion of Innovative Technologies (CEDIT) of the AP-HP. Cost components are: medical and paramedical staff salaries, supplies, overhead and capital costs. RESULTS: cost per session varies from FF 1200 to FF 5300; cost per treatment varies from FF 2500 to FF 9700 depending upon the equipment used. For comparison, annual drug treatment of BPH varies from FF 2600 to FF 2900. CONCLUSION: important variation in the treatment cost of BPH by hyperthermia is observed depending on the equipment used. Clinical data do not demonstrate improved efficacy with the costlier hyperthermia treatments. Drug treatment seems to be more cost effective than hyperthermia for BPH treatment.

Alternative funding plans: is there a place in academic medicine?

Because of shrinking resources and the resulting threat to its academic vitality the Department of Paediatrics, Hospital for Sick Children, University of Toronto, entered into an agreement on alternative funding with the Ontario Ministry of Health in 1990. The department developed a set of principles that guided the negotiations, which ultimately led to a budget that formed the basis of the agreement. The contract with the ministry provides a global budget to the department; this budget funds faculty members, administrative staff and the educational and research programs formerly supported by fee-for-service billing to the Ontario Health Insurance Plan. The alternative funding plan has provided financial stability to the department and affords an opportunity to develop innovative and cost-effective models of pediatric care.