03.28.2016

MHA to state: new tax on hospitals needs limits, and more...

MHA to state: new tax on hospitals needs limits

In a letter to Massachusetts House leadership, MHA raised objections to the Baker Administration’s proposed new $250 million tax on acute care hospitals, but highlighted a path for acceptance based on a series of required conditions needed to achieve fairness and protection for hospitals.

Under the governor’s FY2017 budget proposal, the new hospital tax and corresponding Medicaid payments would generate federal matching funds that would ultimately – starting in FY2018 – be used to support proposed investments in Medicaid Accountable Care Organizations (ACOs) as well as community healthcare and social service providers. The Medicaid ACO program and related investments will be the main component of a new five-year Medicaid waiver that is now being considered.  But while the waiver is proposed to be for five years, the proposed tax, as written, would be a permanent tax used for a variety of purposes unless the legislature steps in to place limits on it.

As proposed, the $250 million tax revenues would be paid back to hospitals as “a class”; however, some hospitals would gain revenue through the tax and some hospitals would end up as net payers of the tax. (The federal government defines the $250 million levy on hospitals as a “health care related tax.”)

While being supportive of the concept of a new, fully-funded five-year waiver, MHA’s Board of Trustees has raised serious concerns about the proposed new tax. Since it is being levied to help raise funds for the new five-year waiver proposal, then the new tax would have to sunset at five years, MHA argued in its letter, stressing that it must oppose any new hospital tax in the absence of a definitive sunset provision. This is especially important for those hospitals that will pay a heavy price as net payers. 

Also, MHA argued, any tax proposal must have strengthened language that clearly stipulates the $250 million tax will be returned to the hospital community as a whole on a timely basis, and not diverted for other state uses; and if the funds are not returned to hospitals in a timely manner the tax should be terminated, MHA said, adding that there should be efforts to mitigate the harm to those hospitals on which the tax imposes a loss. 

Massachusetts hospitals have had troubling experience with a similar tax used for the Health Safety Net. The terms of that program have changed frequently over the years.  For example, hospitals and commercial insurance payers each are assessed $165 million annually to fund the Health Safety Net.  Reimbursement to hospitals for care provided to low-income uninsured and underinsured patients qualifies for federal Medicaid reimbursement, producing approximately $150 million annually in federal funds that goes into the state’s general fund. The state has traditionally returned $30 million of the federal funds to help address the cost of caring for the uninsured and underinsured through the Health Safety Net. However the Baker Administration has proposed ending that contribution, which will increase the program’s funding shortfall in FY2016 to more than $90 million.  Health Safety Net shortfalls are paid for solely by hospitals and often run into scores of millions of dollars on an annual basis.

MHA is also very concerned that the Administration proposes imposing the new tax on hospitals in FY2017 before the new waiver would begin, not to promote Medicaid ACOs as intended, but to fill a budget hole in Medicaid.

“Taxing Massachusetts hospitals to address issues with a state budget deficit is strongly objectionable,” said Tim Gens, MHA executive vice president. “If a tax is to be imposed in FY2017, any federal revenues received from such a tax should be dedicated to hospitals. This use of the funding would at least mitigate the harm to the hospital community from the tax. Otherwise, the hospital tax should be delayed until state FY2018.”

MHA is currently talking with the legislature and the administration about how to address its objections. Gens said MHA “hopes that we can all work together to ensure that any tax increase on hospitals, the corresponding Medicaid payments to hospitals, and the new ACO investments can be designed in a manner that Massachusetts hospitals can support. But any proposed temporary tax that isn’t programmed to end, should never begin.” 

DSH funding OK'd; potential freeze in HSN changes

On Wednesday, the Massachusetts House of Representatives approved a $168 million FY2016 supplemental budget bill that included $11 million in funding for additional MassHealth payments to disproportionate share hospitals (DSH) – a priority advocacy issue for MHA. On Thursday, the Senate approved its own version of the supplemental spending bill that also included the $11 million for DSH. This important funding represents an important step toward fully restoring needed DSH payment enhancements that have been eliminated in recent years as a result of the state’s fiscal pressures.  The Senate also adopted an amendment filed by Sens. Jason Lewis (D-Winchester), John Keenan (D-Quincy), Jim Welch (D-West Springfield), and Tom McGee (D-Lynn) to prevent the Executive Office of Health & Human Services from imposing troubling cutbacks to Health Safety Net (HSN) eligibility. The approved language would freeze current eligibility standards through the remainder of the state’s fiscal year. Last week, many legislators signed on to a letter to EOHHS, decrying the HSN changes and stating, “The erosion of HSN eligibility will be an impediment to necessary medical care for residents and lead to consumer medical debt and bad debt at hospitals and health centers.”

Quality corner: Boston medical IDs pulmonary problem, devices solution

When data showed that Boston Medical Center (BMC) had higher than expected postoperative pulmonary complications in its patients, the hospital mobilized, assembled a multidisciplinary team, and undertook an intervention – named I COUGH – that reduced the postoperative complications while saving money.

I COUGH program emphasizes Incentive spirometry, Coughing and deep breathing, Oral care (brushing teeth and using mouthwash twice daily), Understanding (patient and family education), Getting out of bed at least 3 times daily, and Head-of-bed elevation. (An incentive spirometer is a relatively simple and inexpensive device. A patient breathes in from the device, slowly and deeply, and an indicator gauge on the spirometer measures the patient’s progress.

While many of the above practices were stressed by caregivers, under I COUGH they were combined into a single, comprehensive protocol designed to mitigate the most common risk factors for non-ventilator hospital-acquired pneumonia and other complications. Along with the I COUGH checklist of interventions, BMC nurses and doctors worked to control pain in patients, which was essential to helping them take deep breaths, cough, and get out of bed to sit in chair and walk through hospital hallways.

I COUGH was first implemented for all general and vascular surgery patients at the hospital in August 2010, and then expanded to include all surgery specialties soon after. And the positive results soon followed.

Incidences of postoperative pneumonia fell by a full percent and unplanned intubations fell by 0.8%. Prior to implementation, only 19.6% of 250 patients were in chair or walking at the time of audit; afterwards, 69.1% were out of bed. Before I COUGH, only 52.8% of patients had incentive spirometer within reach, while after implementation 77.2% did.  BMC estimates that its relative simple and inexpensive program that used a $1.50 incentive spirometer and other interventions saved at least $3 million over two years, given that the average pulmonary complications costs between $20,000 and $52,000.

BMC says to ensure the program works, patients and family members have to take an active part in the recovery process; the hospital provided lots of educational materials in multiple languages.

Staff across all levels – leadership, physicians, house staff, and nurses – have to be well educated on the program and committed to its success. BMC tried to make I COUGH “part of the culture” and solicited feedback from frontline caregivers and patients on it so that adjustments could be made.

BMC also undertook regular audits to ensure compliance with the program. So after surgeries, patients were visited to check on whether they were in bed, sitting in a chair or walking at time of visit; whether the incentive spirometer was within reach; and whether the head of the bed was elevated more than 30 degrees.

Given the success of I COUGH, hospitals in the US, UK and Canada contacted BMC to learn about how they could implement I COUGH. As a result, BMC developed an I COUGH implementation toolkit and toolbox to help other medical centers use I COUGH in their facilities.

For its success in reducing postoperative pulmonary complications by creating a relatively simple, but innovative, I COUGH program, BMC was a winner in the first annual MHA Accountable Care Compass Awards.

MHA endorses serious illness care coalition

MHA has agreed to join Blue Cross Blue Shield of Massachusetts’ Coalition on Serious Illness Care – the goal of which is to improve the care and experience for those facing serious, potentially life-limiting illnesses. The Coalition believes that many individual providers and organizations are approaching the issue along various paths and that it makes sense to establish “a common and measurable vision of success.”

Short term goals of the Coalition include ensuring that: everyone in Massachusetts, 18 or older, has designated a health care decision-maker (health care proxy); everyone in Massachusetts, 18 or older, has had a conversation (and continues to have conversations) with their proxy to communicate their goals, values and preferences for care at the end of life; all Massachusetts clinicians have appropriate training to facilitate high-quality communication with patients on advance care planning and serious illness; everyone in Massachusetts facing a serious illness has had a high-quality, informed goals and values conversation with their care team; all Massachusetts healthcare providers have systems in place to elicit and document goals, values and preferences for patients with serious illness; and all Massachusetts healthcare providers have systems in place to share patient goals, values and preferences across care settings, to ensure they are accessible regardless of place of care.

Last week, MHA sent out an Advisory to its members informing them of the Coalition in case they are interested in joining on their own.  Please contact MHA’s Pat Noga at pnoga@mhalink.org with questions. 

Massachusetts begins regular Zika updates

Massachusetts DPH has put together a Zika management team and has begun issuing a Zika Virus Weekly Update that includes, among other items, data on Zika call volume to the DPH 24/7 epidemiology line, as well as a laboratory testing summary.

 To read the latest update as well as other Zika resources, visit here.

Final notice! Schwartz center deadline March 31

Do you know an extraordinary, compassionate healthcare professional or team? There’s still time to nominate them for the 2016 National Compassionate Caregiver of the Year Award.  But the deadline is Thursday, March 31.  Learn more about the award and submit nominations by clicking here.  The award recipient and five finalists will be honored before an audience of 2,000 caregivers and healthcare executives at the Annual Kenneth B. Schwartz Center Compassionate Healthcare Dinner in Boston in November. 

Readmission focus group - Thursday, April 28

An MHA readmissions focus group that was cancelled due to a snow storm in February has been rescheduled for Thursday, April 28 from 10:30 a.m. to 1:30 p.m. at Beth Israel Deaconess Hospital-Plymouth, Main Conference Room. To register for the forum, please contact MHA’s Debbie Ryan at dryan@mhalink.org.

MHA along with the Massachusetts Coalition for the Prevention of Medical Errors and the Massachusetts QIN/QIO will bring together individuals from hospitals, physician practices, home health agencies, skilled nursing facilities and other caregiving entities across the continuum to share strategies on reducing readmissions.

Solving the big-picture of readmissions is a complex process. This recent MHA paper – State of the State: Reducing Readmissions in Massachusetts – looks at a number of best practices to reduce readmissions now underway at Massachusetts hospitals, and details how hospitals can leverage these and other practices to develop a “portfolio” of strategies to deal with readmissions, as well as to incorporate readmissions reduction strategies into new risk-based population health payment models. 

Transition

Erik Wexler, the CEO of the Northeast Region of Tenet Healthcare Corporation, and a member of the MHA Board of Trustees, has been named CEO and senior VP of Providence Health & Services, Southern California, effective May 2.  The not-for-profit, Catholic Providence system operates 34 hospitals – six in Southern California.  The system announced last year that it hopes to form a new joint company with another Catholic hospital system in Southern California – St. Joseph Health. Wexler will be involved in bringing that plan to fruition.

2016 lean in healthcare certificate program at Franciscan hospital for children

STARTING: FRIDAY, APRIL 29 (8 SESSIONS TOTAL); 8:30 A.M. - 4:30 P.M.
FRANCISCAN HOSPITAL FOR CHILDREN, BRIGHTON, MASS.

In this program, participants will learn the fundamentals of continuous improvement in a classroom setting. They will then work in teams to apply the principles and tools of continuous improvement in an actual healthcare process at Franciscan Hospital for Children in Brighton. Each day participants will be introduced to appropriate best practices to address the challenges facing healthcare professionals. This learn-by-doing method will prepare students to return to their own workplaces with the confidence to implement continuous improvement methodologies.

This essential program was developed to provide the healthcare professional with the knowledge and experience needed to effect positive change within their own organizations. Participants will learn the critical step which they can take to assure dramatic, continuing improvements. The program will be held Franciscan Hospital for Children in Brighton so that a combination of classroom and hands-on learning can take place.

John LoDico, Editor