Managed Care Basics: Health Maintenance Organizations

PEDIATRICS ◽  
1996 ◽  
Vol 97 (2) ◽  
pp. A30-A30
Author(s):  
J. F. L.

The old reality for many psychiatrists was a private practice filled with long-term patients who paid $100 or more for 50 minutes of talk. The new reality? Managing medication for up to 30 new patients a week for half the hourly fee—and answering to case managers who aren't even doctors. No wonder the number of U.S. medical school graduates in psychiatric residencies dropped nearly 12%—to 3909 from 4447—between 1988 and 1994. The blame—or the credit—goes to managed care, the catchall term for the revolution that has swept through both the medical and mental health care fields in recent years. Desperate to cut runaway health insurance costs, most companies have axed longstanding fee-for-service plans and instead steer employees seeking psychiatric treatment to health maintenance organizations or specialized managed-care firms. These organizations decide the type and amount of care patients receive. Psychiatrists have to get with the program—and agree to its treatment plans and fee schedules—or watch the bulk of their practices disappear. Only the rare psychiatrist can attract private patients wealthy enough to pay for traditional psychotherapy without the benefit of insurance.


1997 ◽  
Vol 25 (2-3) ◽  
pp. 160-179 ◽  
Author(s):  
Karen A. Jordan

The risk of tort liability for health maintenance organizations (HMOs) and other managed care plans has dramatically increased in recent years. This is due in part to the growing percentage of health care rendered through managed care plans. The cost-containment mechanisms commonly used by managed care plans, such as limiting access to services and/or choice of providers, creates a climate ripe for disputes that may end up in court. As dissatisfied patients and providers seek recourse in the courts, tort doctrines are extended and new legal theories emerge as needed. For example, the concepts of direct and vicarious tort liability developed in the hospital context have been extended by courts to encompass HMOs. vicarious liability claims, based on ostensible agency or respondeat superior doctrines, have been brought against HMOs and managed care plans for negligent treatment by physicians selected to provide care to members.


2000 ◽  
Vol 28 (2) ◽  
pp. 125-136
Author(s):  
Mark E. Meaney

Managed care is evolving in ways that pose unique ethical challenges to those interested in the intersection of clinical and organizational ethics. For example, Disease Management (DM) is a form of managed care that has emerged in response to chronic illness. DM is a healthcare management tool that coordinates resources across an entire health care delivery system and throughout the life cycle of chronic disease. Health Maintenance Organizations have reduced some costs in the delivery of acute care, but real cost savings will result only with greater efficiencies in the delivery of costly chronic care. DM is a systematic, population-based approach that identifies persons at risk of chronic ailment, intervenes with specific programs of care, measures clinical and other outcomes, and provides continuous quality improvement. Characterized as a movement to patient-driven services, DM involves a complex web of provider relations.


2002 ◽  
Vol 5 (1) ◽  
Author(s):  
John Cawley ◽  
Michael Chernew ◽  
Catherine McLaughlin

In recent years, many health maintenance organizations (HMOs)have exited the market for Medicare managed care; since 1998, the number of participating plans has fallen from 346 to 174. As a result of this reduced participation by HMOs, hundreds of thousands of Medicare beneficiaries have been involuntarily disenrolled from the program at the end of each year from 1998 to 2001.This paper estimates the Centers for Medicare and Medicaid Services (CMS) capitation payments that are necessary to support the participation of various numbers of HMOs in Medicare managed care per county market. This paper does not make a normative statement about how many HMOs should be supported in this program; rather, it makes a positive statement about the levels of payment necessary to support various numbers of HMOs.The identification strategy is to observe how the number of participating HMOs varies over counties and time in response to CMS payment, while controlling for estimated costs. This paper studies the period 1993-2001 and focuses in particular on the variation in payment, independent of costs, that occurred as a result of the Balanced Budget Act of 1997, which dramatically changed the way that HMOs are paid in this program. In light of the fact that it may not be cost-effective for CMS to support HMO participation in relatively rural or unpopulated counties, the sample used in this paper is limited to the 60 percent of U.S. counties with the largest populations of Medicare beneficiaries.The ordered probit results presented in this paper indicate that, to support one Medicare HMO in 2001 in half of the counties in the sample, CMS would have to pay $682.08 per average enrollee per month in the marginal county. To support one Medicare HMO in 2001 in every county in the sample, CMS would need to pay $1,008.25 per enrollee per month in the maximum-payment county. For comparison, the maximum monthly payment paid by CMS to any county in 2001 was $833.55.This paper finds that 79.3 percent of counties in the sample received a CMS payment in 2001 that was less than what was necessary to support a single HMO in Medicare managed care. Compared to those counties that received a payment exceeding the estimated threshold for HMO participation, these counties are, on average, more rural and less populated, with citizens who are less wealthy and less educated. The relative disadvantage of rural and unpopulated counties persists three years after the Balanced Budget Act of 1997, designed in part to eliminate such disparities, took effect.


2000 ◽  
Vol 3 (1) ◽  
Author(s):  
Laurence Baker

Many discussions of managed care, as well as policy making and research efforts, treat managed care with a broad brush, forcing a wide variety of organizations into a single framework that facilitates discussion but abstracts from a number of key issues. Although it may be instructive to conduct broad discussions about managed care, a more detailed understanding of the specific activities that managed care plans undertake and their likely effects is required to support comprehensive policy efforts. Frequently, however, efforts to be more detailed are hampered by shortcomings in the measurement of managed care.This paper lays out a framework of the various activities undertaken by managed care organizations that may be helpful in developing further efforts to understand and measure specific plan activities. The paper also discusses and evaluates some common measures. Detailed data on the exact activities of health insurers and managed care plans are not widely available. One commonly used, but less detailed, measure is the percent of the population enrolled in health maintenance organizations (HMOs). Another places markets on a continuum based on the estimated stage of managed care development in the market. Using data from a new survey, this article compares available measures with more detailed data, suggesting that available data on HMO market share seems to accurately reflect HMO activity, but may not capture the prevalence of some underlying activities of plans like having strong restrictions on enrollee choice of providers, and may also not capture the prevalence of other forms of managed care plans (e.g. Preferred Provider Organizations).These results suggest the importance of distinguishing between the many activities of managed care plans when considering policies that would influence the development of managed care, and when evaluating results from research studies that primarily rely on measures of HMO activity. Results from studies of HMOs may not apply to other types of managed care plans. Policies that target HMOs, or other managed care plans broadly, may be less effective than policies that target specific activities of plans.


2001 ◽  
Vol 27 (1) ◽  
pp. 1-15
Author(s):  
Alain C. Enthoven ◽  
Helen H. Schauffler ◽  
Sara McMenamin

The backlash against managed care, in general, and Health Maintenance Organizations (“HMOs”), in particular, is a major health policy issue. It has led to the formation of major commissions at the national and state levels, and to a great outpouring of legislative activity. The U.S. Congress has been deadlocked over various versions of a Patients’ Bill of Rights for the past two years. As a nation, we are far from resolving the many problems consumers report experiencing with their HMOs. However, to prescribe an effective solution to the problem, it is important to understand the root causes of the consumer backlash. It is, after all, possible that a Patients’ Bill of Rights will do little if it is not targeted to correct what is really bothering people about HMOs.


1992 ◽  
Vol 7 (1) ◽  
pp. 12-22
Author(s):  
Daniel M. Mulholland

The purpose of this paper is to outline the potential liability of managed care organizations. Specifically, the paper enumerates the various types of liability of health maintenance organizations for the negligent acts of its contracting physicians. The recent cases discussed below demonstrate both the extent to which courts are willing to stretch the liability of HMOs and also the limits that courts place on that liability.


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