Penn State Health, Highmark Health sign $1B value-based care network deal

https://www.fiercehealthcare.com/finance/penn-state-health-highmark-health-new-partnership?mkt_tok=eyJpIjoiTkRNMlpEbGlNRE14TkRBMSIsInQiOiJqOUkyVmdwaVwvZGVYODBOK2h5ZHhIT1UxS1owUTdheXJXU1pkeU1VQVNXTTFjOWpCNTlwNml1Uk81YlBjb2FjWkVtd21CMjJFR3pneURrN0NvdXlWbG5reFh5Y2VpUXVsbDZKRVRMeUtxVnFhNEFvWHlIdXkwSUtKMzVQU1BFVEQifQ%3D%3D&mrkid=959610

Business executives shaking hands

Penn State Health and Highmark Health have inked a $1 billion deal to form a value-based community care network that aims to improve population health and protect market share by keeping more patients in the region, especially for complex care.

Anchored by the Milton S. Hershey Medical Center, the plan also calls for collaboration with community physicians and will include new facilities and co-branded health insurance products.

The move doesn’t affect existing agreements: Penn State Health can still partner with other health insurance companies, and Highmark will continue to partner with other providers.

“Penn State Health will offer more primary, specialty and acute care locations across central Pennsylvania so that [patients] will have easier access to our care, right in the communities where they live,” A. Craig Hillemeier, CEO of Penn State Health, said in an announcement. “Our two organizations share the belief that people facing life-changing diagnoses should be able to get the care they need as close to home as possible.”

Highmark Health will join Penn State as a member of Penn State Health with a minority interest. The payer will get up to three seats on the 15-member board of directors.

“We want to collaborate with forward-thinking partners who, like us, are committed to creating a positive healthcare experience for members and patients,” Highmark Health CEO David Holmberg said in the announcement.

Value-based care and population health continue to drive deals such as this one, including in the competitive Pennsylvania market. Earlier this year, PinnacleHealth announced that it would partner with the University of Pittsburgh Medical Center, the state’s largest integrated health system, and also agreed to acquire four Central Pennsylvania hospitals from Community Health Systems.

 

After Rallies and a Resolution, These Patients Will Stay in San Francisco

https://ww2.kqed.org/stateofhealth/2017/09/12/after-rallies-and-a-resolution-these-patients-will-stay-in-san-francisco/

Image result for After Rallies and a Resolution, These Patients Will Stay in San Francisco

After months of protests from families, city supervisors and public health officials, California Pacific Medical Center (CPMC) announced that it will continue to care for 28 patients with complex medical needs, instead of transferring them to other facilities outside the city.

In June, the patients and their families received letters from CPMC saying that the skilled nursing unit where they lived  at St. Luke’s Hospital, known as a “subacute” unit, was closing permanently. The hospital as a whole is closing because it doesn’t meet earthquake codes, but CPMC officials are replacing it with a new building on the same site in the Mission district. But they did not plan to include any subacute beds in the new hospital, nor would they create a subacute unit  in another new hospital under construction near Japantown.

But in an unexpected reversal,  CPMC CEO Dr. Warren Browner said Monday the hospital system will continue to care for the 28 patients who would have been affected. Spokesman Dean Fryer said the medical center changed course after hearing concerns about the potential impact of the transition on patients and their families. CPMC officials also changed their minds after facing challenges securing beds for patients elsewhere in the Bay Area.

Subacute nursing units treat patients with complex medical needs, such as those on ventilators, for months or even years. The patients don’t need as much care as a regular “acute” hospital patient, but do need a level of skilled nursing care that is difficult to provide at home.

The subacute unit at St. Luke’s is the last one in San Francisco based at a hospital. Regionally and nationally, hospitals have been shuttering these units. The patients demand a high level of care, but reimbursements for the treatment  — typically through Medicaid — are low compared to private insurance.

Families were concerned that the move from St. Luke’s to another facility would be difficult for patients, who are in medically fragile states, and would also impose a burden on them because of the cost and difficulty of traveling farther away for visits.

When word circulated on Monday that the patients would stay in San Francisco, family members rejoiced. Leneta Anderson’s husband has lived in St. Luke’s subacute unit for 18 months. She visits him nearly every day at dinner time.

“I could cry right now. I am just thrilled, thrilled that my husband and the other patients don’t have to leave,” Anderson said over the phone on Monday. “It’s a victory.”

The new plan is for patients to move to another CPMC facility in August 2018 —  either the new Van Ness hospital, the new Mission Bernal hospital, which will replace St. Luke’s, or CPMC Davies.

Family members, subacute nurses, and city supervisors said Tuesday that their next goal is to increase access by advocating for the creation of more skilled nursing beds in San Francisco.

Getting It Right: On Building a Complex Care Network

http://www.healthleadersmedia.com/community-rural/getting-it-right-building-complex-care-network?spMailingID=10066722&spUserID=MTY3ODg4NTg1MzQ4S0&spJobID=1061461419&spReportId=MTA2MTQ2MTQxOQS2

Jeffrey Brenner, MD

Jeffrey Brenner, MD

The nation still lacks a strategy to provide cost-effective care for complex care patients. But one physician leader has built a NJ nonprofit that is making headway.

Hennepin Health: A Care Delivery Paradigm for New Medicaid Beneficiaries

http://www.commonwealthfund.org/publications/case-studies/2016/oct/hennepin-health

On Lok Header

This case study is one in an ongoing series examining programs that aim to improve outcomes and reduce costs of care for patients with complex needs, who account for a large share of U.S. health care spending.

Tailoring Complex Care Management for High-Need, High-Cost Patients

http://www.commonwealthfund.org/publications/in-brief/2016/sep/tailoring-complex-care-high-need-high-cost?omnicid=EALERT1104498&mid=henrykotula@yahoo.com

High-need, high-cost (HNHC) patients account for a disproportionate share of health care spending, and the complex care they need can be fraught with quality and safety issues. Any effort to address quality and cost challenges must focus on improving care for this population. The Commonwealth Fund’s David Blumenthal, M.D., and Melinda Abrams highlighted six key opportunities in this JAMA “Viewpoint.”