Economic Impact of Hospitalizations in US Adults with Sarcopenia

BACKGROUND

Sarcopenia is characterized by progressive loss of muscle mass with corresponding decline in strength and/or physical function. The economic burden of sarcopenia-associated disability is considerable in the US.

OBJECTIVE

To estimate the cost of hospitalizations in US adults with sarcopenia categorized by age, sex, and race/ethnicity.

DESIGN, SETTING AND PARTICIPANTS

A retrospective, prevalence based, economic burden study, consisting of 4011 adults aged ≥40 years with and without sarcopenia.

METHODS

Data on prevalence of low lean mass, functional limitations, and hospitalizations were obtained from the National Health and Nutrition Examination Survey (1999-2004); cost of hospitalizations was obtained from the Healthcare Cost and Utilization Project - National Inpatient Sample (2014), and population estimates were obtained from the US Census (2014). Probability and cost of hospitalizations were estimated by multiple logistic regression and negative binomial regression models, respectively.

RESULTS

The total estimated cost of hospitalizations in individuals with sarcopenia was USD $40.4 billion with an average per person cost of USD $260. Within this category, average per person cost was highest for Hispanic women (USD $548) and lowest for Non-Hispanic Black women (USD $25); average per person cost was higher for older adults (≥65 years) (USD $375) than younger adults (40-64 years) (USD $204) with sarcopenia. The total cost of hospitalizations in individuals with sarcopenia (≥65 years) was USD $19.12 billion. Individuals with sarcopenia had greater odds of hospitalization (OR, 1.95; p<.001) compared to those without and had an annual marginal increase in cost of USD $2315.7 per person compared to individuals without sarcopenia.

CONCLUSION

Sarcopenia places considerable economic burden on the US healthcare system. The ethnic disparity and economic burden associated with sarcopenia warrant further investigation.

Administrators' perceptions of nutrition services in home health care agencies

OBJECTIVE

Ascertain views of home care administrators regarding the need for nutrition services in home care, current status and gaps in dietitian services, and obstacles toward expansion.

DESIGN

Mailed survey.

SUBJECTS

Members of the National Association for Home Care residing in California, New York, Pennsylvania, Ohio, and Texas. Of the 1,992 questionnaires sent, 402 (20.1%) were completed and used for data analysis.

STATISTICAL ANALYSES PERFORMED

Descriptive statistics.

RESULTS

Respondents gave high importance to nutrition (6.2 on a 7-point scale), and 39.6% estimated that more than half of their patients were malnourished. Most respondents reported using dietitian services, either as consultants (45.5%) or full-time (5.8%) or part-time (11.9%) employees. Nurses (85.5%) were listed most often as providers of nutrition services; also listed were dietitians (70.6%), pharmacists (17.2%), and physicians (11.2%). More than half of the respondents did not have, but would like to have, a dietitian serve as a nutrition consultant, prepare nutrition care plans, and provide nutrition counseling for patients and caregivers. Primary deterrents noted were lack of reimbursement by third-party payers and lack of physician request. Dietitian services ranked as having the highest value were patient education and counseling, medical nutrition therapy for specific conditions, development of nutrition care plans, staff in-service training, and nutrition assessments. Most home care administrators expected dietitian hours, services, and staff to increase during the next 5 years.

APPLICATIONS

The growing home health care market is fertile ground for dietitians. To expand their role in home care, dietitians can position nutrition services as being vital to cost-effective, high-quality care; augment their skills in consultation, training, nutrition support, and outcomes research; strengthen collaborative ties with key home health care professionals; and advocate for Medicare coverage of medical nutrition therapy.

Dietitians in home care: a survey of current practice

OBJECTIVE

To determine current practice patterns of dietitians who work in home health care.

DESIGN

A mail survey was sent and a reminder postcard was mailed 2 weeks later.

SUBJECTS

Registered dietitians (1,305) who returned a postcard indicating employment in home care. A total of 660 questionnaires (50.6%) were returned; of these, 252 were usable for data analysis.

STATISTICAL ANALYSES PERFORMED

Descriptive statistics for summary data and a paired t test to compare level of importance and level of expertise needed for nutrition care skills.

RESULTS

The typical respondent was a consultant, relatively new to home care, working fewer than 10 hours a week, and paid an hourly wage (mean=$61.45/hour). Most agencies did not bill separately for nutrition services but 28.2% received third-party payment for services. Primary diagnoses of home care patients were diabetes and cancer. Many dietitians worked with patients receiving enteral tube feedings (55%), total parenteral nutrition (29%), or both (17%), but most made fewer than two visits per week to these patients. Areas of skill rated highest in level of importance for dietitians working in home care were patient counseling, caregiver education, documentation, and dietary history. These plus the ability to develop a care plan received highest expertise ratings. Disparity between skill importance and personal expertise was greatest for activities in the clinical and administrative categories. Most respondents expected growth and role expansion for dietitians in home care, but lack of reimbursement was the greatest deterrent.

APPLICATIONS

To expand their role in the home care field, dietitians need to develop additional skills, improve outcome documentation, diversify roles, and create new relationships with home care providers and case managers.

Transformational leadership of clinical nutrition managers

OBJECTIVE

To identify leadership qualities of clinical nutrition managers and associate these leadership qualities with selected demographic variables (eg, training/degree, length of time in management, number of people supervised, income, and participation in advanced practice activities).

DESIGN

The theory of transformational leadership, that is, leadership that incorporates specific interpersonal behaviors of the leader and his or her actions within the organization, provided the framework for the study. Specific transformational leadership qualities--leader behavior, leader personal characteristics, and the effect of the leader on organizational functioning and culture--were measured using the Leadership Behavior Questionnaire (LBQ). The reliability and validity of the LBQ have been reported previously. Other data were obtained using two demographic surveys.

SAMPLE

Demographic surveys were mailed to 1,599 members of the Clinical Nutrition Management dietetic practice group. From the 951 (59.8%) respondents, a study sample of 150 clinical nutrition managers and their subordinates was selected to receive the LBQ; 116 (77.3%) instrument sets were used for analysis.

STATISTICAL ANALYSIS

Descriptive statistics were used to analyze the demographic surveys. A specified mixed linear model repeated measures Statistical Analysis System procedure was used to compare the clinical manager and subordinate LBQ scores. Association of the selected demographic variables with leadership qualities was measured by lambda, a predictive value measure, using the BMDP 4F program.

RESULTS

Clinical nutrition managers exhibited transformational leadership qualities as rated by the LBQ, rating lowest on the communication leadership score and highest on the respectful leadership score. Most of the clinical nutrition manager self LBQ scores were significantly higher than the clinical nutrition manager LBQ scores rated by subordinates. The selected demographic variables appeared to have the strongest predictive effect for the visionary culture building subscore of the LBQ. The visionary culture building subscore is a measure of how well the leader interacts with and affects the functioning of an organization.

APPLICATIONS/CONCLUSIONS

More research is needed to define leadership in dietetics: this study can serve as a possible model. One way clinical nutrition managers may be able to enhance their leadership behaviors is to strengthen their skills in communicating their vision. Programs are needed to help clinical nutrition managers shape their organizations to foster leadership development in their subordinates.