Dr. Wholey et al., MANAGED CARE AND THE DELIVERY OF PRIMARY-CARE TO THE ELDERLY AND THE CHRONICALLY ILL, Health services research, 33(2), 1998, pp. 322-353
Citations number
67
Categorie Soggetti
Heath Policy & Services","Health Care Sciences & Services
Objective. To analyze primary care staffing in HMOs and to review the
literature on primary care organization and performance in managed car
e organizations, with an emphasis on the delivery of primary care to t
he elderly and chronically ill. Data Sources/Study Setting. Analysis o
f primary care staffing: InterStudy HMO census data on primary care (n
= 1,956) and specialist (n = 1,777) physician staffing levels from 19
91 through 1995. Primary care organization and performance for the chr
onically ill and elderly were analyzed using a review of published res
earch. Study Design. For the staffing-level models, the number of prim
ary care and specialist physicians per 100,000 enrollees was regressed
on HMO characteristics (HMO type [group, staff, network, mixed], HMO
enrollment, federal qualification, profit status, national affiliation
) and community characteristics (per capita income, population density
, service area size, HMO competition). For the review of organization
and performance, literature published was summarized in a tabular form
at. Principal Findings. The analysis of physician staffing shows that
group and staff HMOs have fewer primary care and specialist physicians
per 100,000 enrollees than do network and mixed HMOs, which have fewe
r than IPAs. Larger HMOs use fewer physicians per 100,000 enrollees th
an smaller HMOs. Federally qualified HMOs have fewer primary care and
specialist physicians per 100,000 enrollees. For-profit, nationally af
filiated, and Blue Cross HMOs have more primary care and specialist ph
ysicians than do local HMOs. HMOs in areas with high per capita income
have more PCPs per 100,000 and a greater proportion of PCPs in the pa
nel. HMO penetration decreases the use of specialists, but the number
of HMOs increases the use of primary care and specialist physicians in
highly competitive markets. Under very competitive conditions, HMOs a
ppear to compete by increasing access to both PCPs and specialists, wi
th a greater emphasis on access to specialists. The review of research
on HMO performance suggests that access to PCPs is better in MCOs. Bu
t access to specialists and hospitals is lower and more difficult in M
COs than FFS. Data do not suggest that processes of care, given access
, are different in MCOs and FFS. MCO enrollees are more satisfied with
financial aspects of a health plan and less satisfied with other aspe
cts of health plan organization. There are potential problems with out
comes, with some studies finding greater declines among the chronicall
y ill in MCOs than FFS. We found a variety of innovative care programs
for the elderly, based on two fundamentally different approaches: org
anization around primary care or organizing around specialty care. Dif
ferences between the performance of the two approaches cannot be evalu
ated because of the small amount of research done. It is difficult to
say how well particular programs perform and if they can be replicated
. The innovative programs described in the literature tend to be bench
mark programs developed by HMOs with a strong positive reputation.