paying for quality in the uk: new models peter c. smith centre for health economics, university of...
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Paying for Quality in the UK: New Models
Peter C. Smith
Centre for Health Economics, University of York, UK
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Four elements of the principal/agent problem
– Objectives• How close are those of principal and agent?
– Information• How public, how verifiable, how costly?
– Incentives• Designed vs accidental
• Numerous design issues
– Managerial capacity• Designing
• Auditing
• Evaluating
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Incentives: some design issues
• which measures of performance to use as a basis for rewards;
• how targets are to be set;• over what time period the scheme is to operate;• how performance measures along several dimensions are to
be combined;• how much reward is to be dependent on attainment;• what is the link between improved performance and reward• what risk sharing arrangements are used• audit arrangements• evaluation arrangements.
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Incentives: what are the rewards?
• Financial (individual)
• Financial (organizational)
• Professional advancement
• An easy time
• Freedom of action
• Prestige and perceived worth
• Intrinsic satisfaction
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General practice in England• All citizens must be registered with a general practitioner• Typical practice population 5,500 (but increasing)• Average three practitioners per practice• Traditional gatekeeping role in NHS• 2/3 general practitioners are independent contractors
with the NHS• Traditional ‘General Medical Services’ contract
developed piecemeal over decades - a mixture of capitation, salary, fee for service and grants
• GPs are used to working in an incentivized environment• New GMS contract now in force.
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The New GMS contract
• Developed in negotiation between government and providers
• Approved by 79.4% in a ballot of GPs, with a response rate of 70%
• Major emphasis on clinical quality• Up to 30% of income determined by quality
incentives• Major reliance on self-reporting (with external
audit).
http://www.nhsconfed.org/gmscontract/
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Quality and Outcomes Framework
• Each practice can earn ‘quality points’ according to reported performance
• 146 performance indicators• 1,050 points distributed across indicators according
to perceived importance• Points based on absolute level of attainment (not
adjusted for local difficulty)• About £75 per point for an average practice, but
increasing if a difficult environment• Minimum income guarantee (no loss of earnings)
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GMS Contract:Indicators and points at risk
Area of practice PIs Points
Clinical 76 550
Organizational 56 184
Additional services 10 36
Patient experience 4 100
Holistic care (balanced clinical care)
- 100
Quality payments (balanced quality)
- 30
Access bonus - 50
Maximum 146 1050
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GMS Contract: Clinical indicators
Domain PIs Points
CHD including LVD etc 15 121
Stroke or transient ischaemic attack
10 31
Cancer 2 12
Hypothyroidism 2 8
Diabetes 18 99
Hypertension 5 105
Mental health 5 41
Asthma 7 72
COPD 8 45
Epilepsy 4 16
Clinical maximum 76 550
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Hypertension: indicators, scale and points at risk
Records Min Max Points
BP 1. The practice can produce a register of patients with established hypertension
9
Diagnosis and initial management BP 2.The percentage of patients with hypertension whose notes record smoking status at least once
25 90 10
BP 3.The % of patients with hypertension who smoke, whose notes contain a record that smoking cessation advice has been offered at least once
25 90 10
Ongoing Management BP 4.The % of patients with hypertension in which there is a record of the blood pressure in the past 9 months
25 90 20
BP 5. The % of patients with hypertension in whom the last blood pressure (in last 9 months) is 150/90 or less
25 70 56
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The patient experience domain
• Routine appointments must be not less than 10 minutes (30 points);
• An ‘approved’ patient survey is undertaken each year (40 points);
• The practice has ‘reflected on the results and proposed changes if appropriate’ (15 points);
• The practice has discussed the results as a team with patient representatives, with ‘some evidence that [appropriate] changes have been enacted’ (15 points).
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Some arithmetic• For an average practice:
– 5,500 patients;– 3 practitioners;– average levels of disadvantage.
• £75 per point• So practice income at risk = £75 x 1,050 = £78,750• Per practitioner = £78,750/3 = £26,250 ($50,000)• Approximately one third of base income.• An intention to rise to £120 per point (a further
60%).
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GMS contract: the strengths
• Rewarding what matters– structure, process and outcome
• Balanced scorecard• Local freedom to decide on priorities• Real rewards• Consistent with national clinical guidelines• Developed by the profession• Rewards teams, not individuals• Commitment to review and update
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GMS contract: the risks
• Complexity may dilute its effectiveness • Unmeasured activity ignored • Reward structure distortive (too easy, too hard, wrong balance) • Discourages practice in challenging environments (cream
skimming, recruitment of GPs in disadvantaged areas)• Discourages collaborative actions (social care)• Gaming (e.g. length of consultation)• Misrepresentation (lack of effective audit)• Ossification• Increases managerial costs• Undermines professional ethic, morale and unremunerated
activity (‘endogenous preferences’).
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GMS contract. Why UK? Why now?
• Extra money required to maintain supply of GPs• Decision to make finance conditional on improved
quality• Single (or dominant) payer• GPs with registered populations (denominator of many
of the performance indicators)• Consensus on what constitutes ‘good’ practice
(widespread national guidelines)• General acceptance amongst GPs of need to improve
quality• Improving IT infrastructure (forthcoming electronic
health record)
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GMS contract: the priorities?
• Good system of audit• Urgent monitoring, evaluation and review• Addressing most grotesque anomalies• Better measures of quality and risk adjustment.• Design issues:
– power and size of incentives– difficulty of targets– risk sharing– avoidance of gaming and other adverse outcomes
• Maintaining and enhancing the support of GPs