Secret Sauce-How Diverse Practices Succeed in Centers for Medicare & Medicaid Services Oncology Care Model

被引:8
作者
Kline, Ronald M. [1 ,2 ,3 ]
Blau, Sibel [4 ]
Buescher, Nikolas R. [5 ]
Ellis, Amy R. [4 ]
Hoverman, J. Russell [6 ]
Oyer, Randall A. [5 ]
Wilfong, Lalan S. [6 ]
Rocque, Gabrielle B. [7 ,8 ]
机构
[1] Oncol Care Model, Baltimore, MD USA
[2] Oncol Care First, Baltimore, MD USA
[3] US Off Personnel Management, Washington, DC 20415 USA
[4] Northwest Med Specialties, Tacoma, WA USA
[5] Lancaster Gen Hlth, Penn Med, Lancaster, PA USA
[6] Texas Oncol, Dallas, TX USA
[7] Univ Alabama Birmingham, Div Hematol & Oncol, Dept Med, Birmingham, AL USA
[8] Univ Alabama Birmingham, Dept Gerontol Geriatr & Palliat Care, Dept Med, Birmingham, AL USA
关键词
CANCER;
D O I
10.1200/OP.21.00165
中图分类号
R73 [肿瘤学];
学科分类号
100214 ;
摘要
PURPOSE CMS' Oncology Care Model (OCM) is an episode-based alternative payment model designed to incent high-value care through the use of monthly payments for enhanced services and performance-based payments on the basis of decreases in spending compared with risk-adjusted historical benchmarks. Transitioning from a fee-for-service model to a value-based, alternative payment model in oncology can be difficult; some practices will perform better than others. We present detailed experiences of four successful OCM practices, each operating under diverse business models and in different geographic areas. METHODS Practices that achieved success in OCM, on the basis of financial metrics, describe pathways to success. The practices represent distinct business models: a medium-sized community oncology practice, a large statewide community oncology practice, a hospital-affiliated practice, and a large academic medical center. RESULTS Practices describe effective changes in practice culture such as new administrative flexibilities, physician champions, improved communication, changes in physician compensation, and increased physician-level transparency. New or improved clinical services include acute care clinics, care coordination, phone triage, end-of-life care programs, and adoption of treatment pathways that identify high-value drug use, including better use of supportive care drugs. CONCLUSION There is no one thing that will ensure success in OCM. Success requires whole practice transformation, encompassing both administrative and clinical changes. Communication between administrative and clinical teams is vital, along with improved data sharing and transparency. Clinical support services must expand to manage problems and symptoms in a timely way to prevent costly emergency department visits and hospitalizations, while constant attention must be paid to making high-value therapeutic choices in both oncolytic and supportive drug categories. (C) 2021 by American Society of Clinical Oncology
引用
收藏
页码:734 / 743
页数:10
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