2010 SUMMARY OF RESULTS

Transcription

1 2010 SUMMARY OF RESULTS

2 About Samueli Institute SamueliInstitute.org About Health Forum healthforum.com ii 2010 COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS

3 2010 COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS Study design and report author Copy Editing: Graphic Design:

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5 FIGURE 1 FIGURE 2 FIGURE 3 FIGURE 1 FIGURE 2 FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS 1

6 The health of the future is not simply the search for new, modern innovations. Sometimes it means turning around to find what we have forgotten about human flourishing: those basic skills, behaviors and attitudes that maintained thriving communities before science and technology arrived. We need to revisit and reintegrate those into the modern world, using the tools of science, evidence and technology. In this way, we can truly move into a healthier future. Wayne Jonas, MD President and CEO Samueli Institute Alexandria, VA COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS

7 Providing quality care is part of the culture and mission of every hospital. The rise in complementary and alternative medicine (CAM) reflects the continued effort on the part of hospitals and caregivers to broaden the vital services they provide to patients. Hospitals have long known that what they do to treat and heal involves more than just medications and procedures. It is about using all of the art and science of medicine to restore the patient as fully as possible and to ease their suffering. Therapies used in Oriental medicine, biofeedback and other alternatives to traditional Western medicine have provided enormous benefit to many patients. This report helps provide a snapshot of where the hospital field currently stands with CAM. Nancy Foster Vice President for Quality and Patient Safety American Hospital Association Washington, DC Traditional Acupuncture 2010 COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS 3

8 GEOGRAPHICAL DISTRIBUTION AND HOSPITAL CHARACTERISTICS FIGURE 4 10% 11% 8% 10% 23% 14% 15% 6% 3% FIGURE 4 PACIFIC Alaska, California, Hawai i, Oregon, Washington MOUNTAIN Arizona, Colorado, Idaho, Montana, Nevada, New Mexico, Utah, Wyoming WEST SOUTH CENTRAL Arkansas, Louisiana, Oklahoma, Texas WEST NORTH CENTRAL Iowa, Kansas, Minnesota, Missouri, Nebraska, North Dakota, South Dakota EAST NORTH CENTRAL Illinois, Indiana, Michigan, Ohio, Wisconsin EAST SOUTH CENTRAL Alabama, Kentucky, Mississippi, Tennessee MIDDLE ATLANTIC New Jersey, New York, Pennsylvania SOUTH ATLANTIC Delaware, District of Columbia, Florida, Georgia, Maryland, North Carolina, South Carolina, Virginia, West Virginia NEW ENGLAND Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island, Vermont Massage Therapy COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS

9 FIGURE 5 FIGURE 7 FIGURE 6 URBAN/RURAL TEACHING/NON-TEACHING TEACHING Rural: 28% 47% Urban: 72% 53% NON-TEACHING FIGURE 5 FIGURE 6 PERCENTAGE OF HOSPITALS THAT OFFER CAM SERVICES BY SIZE 4% 12% 18% 17% 17% 9% 7% 16% 6 24 BEDS BEDS BEDS BEDS BEDS BEDS BEDS 500+ BEDS FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS 5

10 FIGURES 8 AND 9 Integrated medicine has been a part of the culture of the rural area served by Grinnell Regional Medical Center for more than 10 years. Patients and providers benefit from our efforts to foster optimal healing for all our patients throughout the hospital such as obstetrics, intensive care, surgery, and general medical/surgery patients along with outpatients, hospice, and home health. Together, integrated medicine and wellness initiatives have made a dramatic difference in employee health, bending the healthcare cost curve with minimal increases in premiums. Because of our success, we are working with area employers to tailor their own employee wellness programs using our integrated medicine services. Todd C. Linden, President and CEO, Grinnell Regional Medical Center, Grinnell, Iowa and member, Board of Directors, Health Forum FIGURE 8 MASSAGE THERAPY 64% 51% 42% ACUPUNCTURE 44% GUIDED IMAGERY 32% 31% 30% 37% MEDITATION 29% TOP SIX OUTPATIENT MODALITIES RELAXATION 23% % BIOFEEDBACK TOP SIX INPATIENT MODALITIES % PET THERAPY MASSAGE THERAPY MUSIC/ART THERAPY GUIDED IMAGERY RELAXATION TRAINING REIKI AND THERAPEUTIC TOUCH FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS

11 FIGURE 10 WHAT WELLNESS AND OTHER SERVICES DO YOU PROVIDE? 100% 99% 92% PATIENTS EMPLOYEES 58% 79% 84% 83% 82% 81% 76% 74% 70% 82% 45% PASTORAL CARE NUTRITIONAL COUNSELING SMOKING CESSATION SPA SERVICES STRESS MANAGEMENT WEIGHT MANAGEMENT FITNESS TRAINING FIGURE 10 FIGURE 11 WHAT CRITERIA DO YOU USE TO SELECT THE THERAPIES OFFERED IN YOUR PROGRAM? PATIENT DEMAND EVIDENCE PRACTITIONER AVAILABILITY MARKET RESEARCH OTHER FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS 7

12 FIGURE 12 FIGURE 13 DO YOU OFFER HERBAL SUPPLEMENTS IN THE HOSPITAL PHARMACY? DO YOU OFFER NUTRITIONAL SUPPLEMENTS IN THE HOSPITAL PHARMACY? YES 18% NO 82% YES 45% NO 55% FIGURE 12 FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS

13 FIGURE 14 WHAT ARE THE REASONS FOR YOUR ORGANIZATION TO OFFER CAM SERVICES? 85% 70% 58% 37% 36% 33% 18% 12% 8% 4% PATIENT DEMAND CLINICALLY EFFECTIVE REFLECTS ORGANIZATIONAL MISSION ATTRACT NEW PATIENTS PHYSICIANS REQUEST DIFFERENTIATE FROM COMPETITORS POTENTIAL COST SAVINGS OTHER EMPLOYERS REQUEST INSURANCE COVERAGE FIGURE 14 FIGURE 15 HOW DO PATIENTS ACCESS CAM SERVICES? 84% SELF-REFERRAL 84% PHYSICIAN REFERRAL 17% OTHER 59% NURSE REFERRAL FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS 9

14 FINANCES AND REIMBURSEMENT FIGURE 16 HOW DO PATIENTS PAY FOR CAM SERVICES? 69% 44% 40% 19% 15% 12% 11% 10% PATIENT SELF-PAY NO CHARGE THIRD-PARTY REIMBURSEMENT WORKERS COMPENSATION MEDICARE MEDICAID BILLED AS PART OF PHYSICIAN OR NURSING CARE OTHER FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS

15 WHAT WERE YOUR PROGRAM START-UP COSTS? $200,000 $500,000 11% OVER $500,000 5% UNDER $200,000 83% FIGURE 17 FIGURE 17 Pet Therapy 2010 COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS 11

16 FIGURES 18 AND 19 DOES YOUR PROGRAM CURRENTLY BREAK EVEN? IF NOT, WHEN IS IT EXPECTED TO BREAK EVEN? 1 YEAR 6% 2 YEARS% 9% YES 43% 3 YEARS 16% NO 57% NOT EXPECTED TO BREAK EVEN 68% FIGURE 18 FIGURE 19 PLANNING AND STAFFING FIGURE 20 FIGURE 21 IS CAM PART OF THE HOSPITAL S STRATEGIC PLAN? DID THE CAM PROGRAM USE A BUSINESS PLAN PRIOR TO LAUNCHING THE PROGRAM? YES: 42% NO: 58% YES: 39% NO: 61% FIGURE 20 FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS

17 ARE THERE PERIODIC REPORTS TO THE BOARD ABOUT THE CAM PROGRAM? YES: 31% NO: 69% FIGURE 22 FIGURES 23 AND 24 WHO WOULD YOU CONSIDER THE MOST INFLUENTIAL IN LAUNCHING YOUR ORGANIZATION S CAM PROGRAM? FIGURE 22 24% OTHER 20% PHYSICIANS 39% ADMINISTRATION The fact that CEOs and C-suite administrators are responsible for initiating complementary and alternative medicine programs is quite impressive in itself especially since this has remained consistent over time. Clearly, when beleaguered senior leaders believe it s important to push CAM efforts to the forefront of multiple priorities, it speaks volumes about the perceived merits of these programs. Even more striking though, is that the champions for sustaining CAM are predominantly these same administrative leaders. That tells me that CAM must be meeting or even exceeding their original expectations. Their continued advocacy and support provide pragmatic testimony that CAM is delivering a strong value proposition. 15% NURSING 2% BOARD FIGURE 23 CURRENTLY, WHICH GROUP CONTINUES TO CHAMPION YOUR ORGANIZATION S CAM PROGRAM? 33% ADMINISTRATION 30% OTHER 17% PHYSICIANS 17% NURSING 2% BOARD FIGURE 24 FIGURE 25 WHICH BEST DESCRIBES YOUR PROGRAM S RELATIONSHIP WITH THE MEDICAL STAFF? 13% EXCELLENT (HIGH REFERRALS) Mary Hassett Principal Integrations, Inc. Greenville, SC 7% POOR (FEW REFERRALS) 44% GOOD (MODERATE REFERRALS) 36% MEDIOCRE (LIMITED REFERRALS) FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS 13

18 EVALUATION AND RESEARCH FIGURE 26 WHICH METRICS ARE USED TO EVALUATE THE CAM PROGRAM? 85% 57% 42% 39% 38% 36% 31% 20% 18% 8% 6% PATIENT SATISFACTION VOLUME HEALTH OUTCOMES REVENUE BUDGET EMPLOYEE SATISFACTION QUALITY PROFIT SAFETY MARKET SHARE OTHER FIGURE 26 FIGURE 27 WHAT KIND OF CAM EDUCATIONAL PROGRAMS DO YOU OFFER? FIGURE 27 76% 72% 71% 35% 34% PATIENT STAFF COMMUNITY PHYSICIAN/ CLINICIAN CAM INFO ON YOUR WEBSITE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS

19 FIGURE 28 75% WHAT ARE THE OBSTACLES FOR IMPLEMENTING CAM PROGRAMS? 43% 27% 23% 22% 21% 19% BUDGETARY CONSTRAINTS LACK OF EVIDENCE- BASED STUDIES LACK OF INTERNAL EXPERTISE SENIOR MANAGER BUY-IN IDENTIFYING QUALIFIED PRACTITIONERS CREDENTIALING PROVIDERS INFORMATION OF EMERGING RESEARCH FIGURE 28 FIGURE 29 WHAT ARE THE REASONS FOR DISCONTINUING THE CAM PROGRAM? POOR FINANCIAL PERFORMANCE 42% LACK OF COMMUNITY INTEREST 29% CUTS TO NONESSENTIAL SERVICES 29% LACK OF MEDICAL STAFF SUPPORT 29% INABILITY TO ACHIEVE BREAK EVEN 24% REPRIORITIZED INITIATIVES 23% SPACE NEEDED FOR CORE PROGRAMS 21% LACK OF DEFINED VISION FOR PROGRAM 18% LACK OF ADMINISTRATIVE SUPPORT 16% PROGRAM DIRECTOR LEFT 13% DIFFICULTY IN RETAINING PROVIDERS 10% POOR MARKETING EFFORTS 10% DIFFICULTY IN INTEGRATING PROGRAMS 8% OTHER 8% DIFFICULTY INTEGRATING PROVIDERS 3% FIGURE COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS 15

20 IN CONCLUSION *To download free copies of this report, please visit SamueliInstitute.org or healthforum.com COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS

21 SOURCES H&HN Online H&HN Weekly - Archives of Internal Medicine Annals of Internal Medicine Pediatrics The McKinsey Quarterly American Journal of Public Health 2010 COMPLEMENTARY AND ALTERNATIVE MEDICINE SURVEY OF HOSPITALS 17

22 Samueli Institute 1737 King Street, Suite 600 Alexandria, VA t f Health Forum 155 North Wacker Drive, Suite 400 Chicago, Illinois, t f