update from the innovation center at cms: how is health care payment going to change? richard j...
TRANSCRIPT
Update from the Innovation Center at CMS: How is health
care payment going to change?Richard J Baron, MD, MACP
Group DirectorSeamless Care Models
Center for Medicare and Medicaid Innovation CMS
4th Annual Primary Care SummitRocky Hill, CTNovember 3, 2011
Wisdom on physician payment
“There are many mechanisms for paying physicians; some are good, and some are bad. The three worst are fee-for-service, capitation and salary. Fee-for-service rewards the provision of inappropriate services, the fraudulent upcoding of visits and procedures, and the churning of “ping-pong” referrals among specialists. Capitation rewards the denial of appropriate services, the dumping of the chronically ill, and a narrow scope of practice that refers out every time consuming patient. Salary undermines productivity, condones on-the-job leisure, and fosters a bureaucratic mentality in which every procedure is someone else’s problem.”
James C Robinson, “Theory andPractice in the Design of Physician Payment Incentives. The Milbank Quarterly, Vol 79, No. 2, 2001, p. 149
Thank You
• For the hard work you are doing to improve our nation’s healthcare system.
• For being a part of this critical dialogue.
• We’re ready as never before for a leap forward into the healthcare system we want, need, and can have.
CMS Mission
CMS is a constructive force and a trustworthy partner for the continual
improvement of health and health care for all Americans.
4
Measures of Success
Better healthcare - Improve individual patient experiences of care along the IOM 6 domains of quality: Safety, Effectiveness, Patient-Centeredness, Timeliness, Efficiency, and Equity
Better health - Focus on the overall health outcomes of populations by addressing underlying causes of poor health, such as: physical inactivity, behavioral risk factors, lack of preventive care, and poor nutrition
Reduced costs - Lower the total cost of care resulting in reduced monthly expenditures for Medicare, Medicaid or CHIP beneficiaries by improving care
The Current System
• Greatest Acute Care in the World: People come from around the world to be treated
• But: 49.9 Million Americans lack coverage• Uncoordinated – Fragmented delivery
systems with variable quality• Unsupportive – of patients and physicians• Unsustainable – Costs rising at twice the
inflation rate
Innovation Will Transform American Health Care
• All Americans receive the right care, in the right setting, at the right time, all the time
• Health dollars spent efficiently; rate of growth slowed significantly
• Clinical and delivery system best practices diffused rapidly
• CMS part of the solution…
7
Fragmented delivery systems with variable quality
Costs rising at twice the inflation rate
17 year lag between best practice discovery and widespread adoption
Clinicians dissatisfied Patients often passive and
unengaged
PUBLICSECTOR
Current payments – part of the problem…
Future StatePeople-Centered
Current StateProducer-Centered
Episode-based payments Value-based purchasing Accountable Care Organizations Patient Centered Medical Homes Resource Utilization Reporting Innovation Center rapid testing
and diffusion
Fragmented payment systems (IPPS, OPPS, RBRVRS)
Fee-for-service payment model
PRIVATESECTOR
INNOVATION CENTER
A Future System
• Affordable
• Accessible – to care and to information
• Seamless and Coordinated
• High Quality – timely, equitable, safe
• Person and Family-Centered
• Supportive of Clinicians in serving their patients needs
Transforming Health Care
• We can invent our way to success
• We can improve our way to a sustainable, proud, and excellent American health care system
• We can make health care more affordable for our country by making it better for the people who depend on it
• Better care will be, overall, less costly care
Partnership for Patients
Bundling
Pioneer ACOs
Global Payment
ACO – Track 2
MedicalHomes
Meaningful Use
Delivery Reform Continuum
Providers can choose from a range of care delivery transformations and escalating amounts of risk, while benefitting from supports and resources designed to spread best practices and improve care.
ACO – Track 1
Tools to Empower Learning and Redesign:Data Sharing, Learning Networks, RECs, PCORI, Aligned Quality Standards
New Tools in the CMS Toolbox
• Medical Homes
• Hospital-Acquired Conditions (HAC) Payment Rules
• Value-Based Purchasing
• Reducing Fraud, Waste & Abuse
• Medicare and Medicaid Coordination Office
• CMS Innovation Center
• Medicare ACO Shared Saving Program
The Innovation Center
“The purpose of the Center is to test innovative payment and service delivery models to reduce program expenditures under Medicare, Medicaid and CHIP…while preserving or enhancing the quality of care furnished…” – “Preference to models that improve coordination,
quality and efficiency of health care services.”
• Resources - $10 Billion in funding for FY2011 through 2019
• Opportunity to “scale up”: HHS Secretary authority to expand successful models to the national level
The Innovation Center
Mission Statement
“Be a constructive and trustworthy partner in identifying, testing and spreading new models of care and
payment that continuously improve health and healthcare for all
Americans.”
Our Work
Patient Care Models – The right care at the right time, in the right setting – every time
Seamless Coordinated Care Models – Coordinating care to improve health outcomes for patients
Community and Population Health Models – Keeping families and communities healthy
Our Process
Solicit ideas for new models
Select the most promising models
Test and evaluate the models
Spread successful models
Initial Programs
• ACO Initiatives: Shared Savings Program, Pioneer, Advance Payment, Learning Sessions
• Bundled Payments for Care Improvement
• Multi-Payer Advanced Primary Care Practice Demonstration
• Federally Qualified Health Center (FQHC) Advanced Primary Care Practice Demonstration
• Medicaid Health Home State Plan Option
• State Demonstrations to Integrate Care for Dual Eligible Individuals
• Demonstration to Improve Quality of Care for Nursing Facility Residents
• Financial Models to Support State Efforts to Coordinate Care for Medicare-Medicaid Enrollees
• Partnership for Patients
• Comprehensive Primary Care initiative
• Innovation Center Advisors
ACO Initiatives at CMS:
– Shared Savings Program
– Pioneer ACO Model
– Advance Payment Initiative
– ACO Accelerated Development Learning Sessions
CMS ACO Initiatives
Advance Payment Initiative
• The Innovation Center sought public comments on whether it should offer an Advance Payment Initiative.
• The Advance Payment Initiative would give certain ACOs participating in the Medicare Shared Savings Program access to part of their shared savings up front.
• ACOs would need to provide a plan for using these funds to build care coordination capabilities, and meet other organizational criteria.
• Advance payments would be recouped through the ACOs’ earned shared savings.
Multi-payer Advanced Primary Care Practice
Model• Evaluate the effectiveness of doctors and other health
professionals receiving a common payment method from Medicare, Medicaid, and private health plans
• Medicare will participate in existing State multi-payer health reform initiatives that currently include participation from both Medicaid and private health plans.
• The demonstration program will pay a monthly care management fee for beneficiaries receiving primary care from APC practices
• Eight states selected to participate: Maine, Vermont, Rhode Island, New York, Pennsylvania, North Carolina, Michigan and Minnesota will participate
Federally Qualified Health Center
Advanced Primary Care Demonstration
• Evaluate the impact of the advanced primary care practice model on the accessibility, quality, and cost of care provided to Medicare beneficiaries served by Federally Qualified Health Centers (FQHCs).
• FQHC receives care management fee for each Medicare beneficiary enrolled at the FQHC
• Applications were due September 9, 2011
• Up to 500 FQHCs will be selected
Medicaid Health Home State Plan Option
• Option open to all states
• Allows Medicaid beneficiary with at least two chronic conditions to designate a single provider as their “health home”
• Participating states will receive enhanced financial resources from the federal government to support “health homes” (90-10 Federal-State match)
• The Innovation Center will be assisting with learning, technical assistance and evaluation activities.
State Demonstrations to Integrate Care for Dual Eligible
Individuals• CMS awards contracts to states for design of
models aimed at improving the quality, coordination, and cost effectiveness of care for dual eligible individuals
• 15 states have received contracts of up to $1 million:
– California, Colorado, Connecticut, Massachusetts, Michigan, Minnesota, New York, North Carolina, Oklahoma, Oregon, South Carolina, Tennessee, Vermont, Washington and Wisconsin
Community-based Care Transitions Program (CCTP)
• The CCTP, mandated by section 3026 of the Affordable Care Act, provides the opportunity for community based organizations to partner with hospitals to improve transitions between care settings
• $500 million available for community-based organizations• Applications now being accepted and awarded on a rolling
basis• The goals of the Community-based Care Transitions Program
are to:
• Improve transitions of beneficiaries from the inpatient hospital setting to home or other care settings
• Reduce readmissions for high risk beneficiaries• Document measurable savings to the Medicare program
• Learn more: www.healthcare.gov/partnershipforpatients
Comprehensive Primary Care initiative
• Community Care of North Carolina– Decreased preventable hospitalizations for asthma by 40
% – Lowered visits to the Emergency Room by 16%
• Group Health Cooperative of Puget Sound – Reduced emergent and urgent care visits by 29%– Lowered hospital admissions by 6%
• Geisinger Health Plan– Reduced admission rates by 18% – Lowered hospital readmissions by 36% per year
Evidence Supporting Comprehensive Primary Care
• Comprehensive Health Services– Business is providing workforce health care– Found increasing the use of primary care resulted in 17%
reduction in costs for established patients in one year
• Wisconsin-based QuadMed – Operates five employee clinics on-site or nearby– The company’s health costs/employee are approximately
one quarter the cost of the rest of community • Increased quality indicators, including patient satisfaction• Lower rates of emergency department visits and hospital
admissions
Evidence Supporting Comprehensive Primary Care: Employers
Comprehensive primary care
Aim:Better health, Better care, Lower cost
Continuous improvement driven by data
Comprehensive primary care functions: Risk-stratified care management Access and continuity Planned care for chronic conditions
and preventive care Patient and caregiver engagement Coordination of care across the
medical neighborhood
Enhanced, accountable payment
Optimal use of health IT
Su
pp
ort
ive M
ult
ipayer
En
vir
on
men
tPractice and Payment Redesign
through the CPC initiative
1. Risk-stratified care management
2. Access and continuity
3. Planned care for chronic conditions and preventive care
4. Patient and caregiver engagement
5. Coordination of care across the medical neighborhood
Comprehensive Primary Care Functions:
What is CMS trying to support?
• Participating practices will deliver intensive care management for the sickest patients with highest needs
• By engaging patients, providers can create a plan of care that uniquely fits each patient’s individual circumstances and values
• Markers of Success:– Policies and procedures that describe routine risk
assessment– Presence of appropriate care plans informed by the risk
assessment
1. Risk-stratified care management
• Patient care team must be accessible to patients 24/7
• Use patient data tools to provide real-time, personal health care information
• Provide care from the same provider or health team to build trusted relationships
• Markers of Success:– Continuity of visits with same provider– Availability of EHR when office is closed
2. Access and continuity
• Primary care practices will proactively assess patients to determine need
• Provide appropriate and timely preventive care
• Use disease registries to track and appropriately treat chronically ill patients
• Markers of Success:– Provision of Medicare’s Annual Wellness Visit – Documentation of medication reconciliation
3. Planned care for chronic conditions & preventive care
• Primary care practices will engage patients and their families in active participation in goal setting and decision making.
• Patients will be full partners in truly patient-centered care
• Markers of Success:– Policies and procedures designed to ensure that patient
preferences are sought and incorporated into treatment decisions
4. Patient & caregiver engagement
• Primary care as first point of contact will take the lead in coordinating care
• Primary care team will work together with broader health team and the patient to make decisions
• Access to and meaningful use of electronic health records will be used to support these efforts
• Markers of Success:– Use of processes and documents for communicating key
information during care transitions or upon referral to other providers
5. Coordination of care across the medical neighborhood
Three Components of Medicare Payment in the CPC initiative
• Medicare fee-for-service remains in place
• Average $20 PBPM fee (risk-adjusted) to support increased infrastructure to provide CPC for first 2 years– Reduced to an average of $15 PBPM in years 3 and 4
• Opportunity for Shared Savings in years 2, 3, and 4– Calculated at the market level– Practice share determined by size, acuity and quality
metrics
Additional Support for Primary Care Practices
• Commitment to share data with practices on utilization and the cost of care for aligned beneficiaries
• Shared learning to help practices effectively share their experiences, track their progress and rapidly adopt new ways of achieving improvements in quality, efficiency and population health
• Individual health plans, covering only their members, cannot provide enough resources to transform primary care delivery– Requires investment across multiple payers
• CMS is inviting public and private insurers to collaborate in purchasing high value primary care in communities they serve
Collaboration with Payers and Purchasers
Participating Payers and Purchasers
• Commercial Insurers• Medicare Advantage plans• States• Medicaid Managed Care plans• State/federal high risk pools• Self-insured businesses• Administrators of self-insured group (TPA/ASO)
CMS invites Payers and Purchasers to align support strategies in a
community
• Interested payers may describe in the application how they would propose to align with CMS:
– What they are already doing to support CPC functions through enhanced, non-visit based support
– What they would be prepared to do to support CPC functions
– Describe the geographic area in which they would be prepared to test this model with CMS
• Payers may propose comprehensive primary support in one or more markets, through one or more lines of business
What is a “market”?
39
• Interested payers will describe the contiguous geographic area in which they would be prepared to test this model with CMS
• Use a combination of Metropolitan Statistical Areas (MSAs), counties, and/or zip codes as descriptors– May span multiple MSAs and/or counties
• The final definition of a market will be based on the overlapping, contiguous geographic services areas of participating payers and will remain within one state
States as Applicants
40
• May apply on behalf of state employees program or encourage Medicaid manage care plans to apply
• May apply and propose support from the Innovation Center for Medicaid fee-for-service beneficiaries utilizing or assigned to participating practices– Funding available for enhancements to primary
care, such as newly initiated or enhanced PCCM services
Applying states need to
• Share data on cost and utilization• Collaborate with CMS in conversations with
their states’ Medicaid managed care organizations to encourage them to consider applying to participate in this initiative
• Commit to working with CMS in its evaluation of the initiative
41
Evaluating Payer Applications
• Innovation Center will assess alignment of payer proposals:
– Method of enhanced, non-visit-based support for comprehensive primary care functions
– Opportunity for practices to qualify for shared savings
– Attribution methodology for how a payer’s members will be identified as being served by a participating practice
– Sharing data on cost and utilization with participating practices
– Willingness to align quality, practice improvement and patient experience measures
Market Selection
• Market selection is combination of:
– Scoring of individual payer proposals against eligibility criteria
– Collective “market impact” of proposals
• Markets will be chosen based on where a preponderance of health care payers:
– Apply, meet criteria, are selected, and agree to participate
• Goal is to have diverse geographic representation
• Once markets are selected, CMS will invite all willing and eligible payer applicants to participate in market-level discussions involving payers, providers, consumers to agree on:
– A common approach to data sharing– Implementation milestones– Alignment on quality measures
• No discussion of payment or pricing.
Market Discussions
Result of Market Discussions
• Each payer will enter into a Memorandum of Understanding (MOU) with CMS:
– The content of the MOU will be the same for all payers in a market
– Through the MOU, payers will commit to the common approach to data sharing, implementation milestones and quality metrics
– The MOU will reference the payer’s proposal to CMS of their support for comprehensive primary care
• Occurs after the 5-7 markets are selected
• The goal is to enroll ~75 practices per market
• We expect to attract high-performing practices
• CMS and participating payers will enroll primary care practices who agree to provide comprehensive primary care
• CMS will sign an agreement with practices
• Payers will sign separate agreements with practices
Practice Selection
Resources
All application materials and more information can be found on the website, http://innovations.cms.gov/
Letters of Intent are due November 15,
2011
Applications are due on January 17,
2012
47
Partnership
• Join us on this journey to provide coordinated, seamless, reliable, and patient-centered care that is rooted in health, grounded in primary care, and economically sustainable.
• CMS wants to support your transformation and work with you to improve care and reduce costs.
