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Toward Accountable Care
Where Policy Meets Practice: Lessons from the CMS Physician Group Practice Demo Nicholas Wolter, M.D. Alliance for Health Reform Hill Briefing Washington, D.C May 10, 2010
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ACO: Accountable Care Organization
Current use evolved from discussion between MedPAC Commissioners & Elliott Fisher on November 9, 2006 in effort to define ways to control healthcare costs in an environment of regional variation in utilization and a largely unorganized & fragmented delivery system Further defined the following month in an article in Health Affairs [Health Affairs 26, no. 1 (2007): w44–w57 (published online 5 December 2006; /hlthaff.26.1.w44)] Onslaught of ACO conferences, white papers, consultant Power Points, RWJF Pilot in New Jersey, etc. Effect of Physician Group Practice demonstration on discussions with CMS, MedPAC, Congress Culmination in Health Reform bill (both HR and Senate versions)
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Program Environment: Billings Clinic
Group Practice 240 Physicians, 65 midlevels, all employed 29 (~50 sub-) specialties (Allergy to Vascular Surgery) 8 clinic locations 272 (220) bed tertiary hospital Manage/support 6 CAHs ~3500 Committed Employees 3rd largest employer in Montana Integrated Delivery System/ Medical Foundation Board of Directors: community-based Leadership Council (Internal Board): physician majority + senior administrators
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10 Organizations Physician Group Practices Integrated Delivery Systems
Everett, WA – Everett Clinic Marshfield, WI – Marshfield Clinic Integrated Delivery Systems Selection process – at least 200 physicians and free standing group practices, integrated delivery systems, faculty group practices and independent practitioner associations. Also based on org structure, operational feasibility, geographic location, and implementation plan. Academic & Network Org. Springfield, MO – St Johns Danville, PA-Geisinger Billings, MT-Billings Clinic St. Louis Park, MN – Park Nicollet Winston-Salem, NC-Novant-Forsyth Middletown, CT – Integrated Resources for Middlesex Area (IRMA) Ann Arbor, MI - University of Michigan Bedford, NH-Dartmouth Hitchcock
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Service Region Locations
Daniels Divide Lincoln Scobey Flathead Glacier Sheridan Toole Hill Liberty Williams Havre Blaine Valley Roosevelt Kalispell Pondera HWY 2 Glasgow Wolf Point Williston Clinic Locations & Number of Providers Richland McKenzie Billings Clinic - Cody (7 MDs, 1 PA) Lake Teton Chouteau Phillips Sidney McCone Sanders Billings Clinic - Columbus (2 MDs, 1 NP) Cascade Dunn Dawson Lewis & Clark Fergus Mineral Great Falls Garfield Petroleum Glendive Judith Basin Lewistown Golden Valley Billings Stark Missoula Billings Clinic - Heights (4 MDs, 1 PA) Powell Prairie I-94 Dickinson Missoula Wibaux Billings Clinic - Miles City (10 MDs, 3 PAs) Rosebud Fallon Meagher Musselshell Slope Hettinger Roundup Billings Clinic - Red Lodge (4 MDs) Wheatland Custer Granite Broadwater Golden Valley Jefferson Baker Treasure Forsyth Miles City Bowman Billings Clinic- Main (200 MD, 47 PA) Adams Deer Lodge Ravalli Silver Bow Butte Sweet Grass Yellowstone Billings Clinic - West (8 MDs, 1 PA) Gallatin Bozeman Big Timber Bozeman OB/Gyn (6 MDs, 2 NPs, 1 PA) Columbus Billings Beaverhead Hardin Colstrip Carter Madison Livingston Powder River Stillwater Carbon Affiliate Management Services Dillon Big Horn Park Red Lodge Powell Sheridan Big Timber - Pioneer Medical Center I-15 Lovell Sheridan I-90 Crook Cody Greybull Colstrip - Colstrip Clinic Bighorn Gillette Park Buffalo Columbus - Stillwater Hospital Worland Weston Hot Springs Washakie Johnson Campbell Livingston - Livingston Healthcare Thermopolis Lovell - North Big Horn Hospital Fremont Counties with Affiliate or Branch Clinic Natrona Red Lodge - Beartooth Hospital Scobey - Daniels Memorial Hospital I-25 Riverton Casper Other Service Area Counties
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Montana: 147,138 square miles and 922,002 people
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PGP Demo Concepts Medicare Fee For Service continues as before
Business risk for the PGP If PGP is able to reduce the rate of growth of Medicare spending for the cohort under its care compared to a local comparison, CMS will share part of its savings with PGP Savings is a function of expenditure control and health status changes Budget neutral project for CMS Meeting Financial Target= “Gate” Once “Open”, PGP’s portion dependent on meeting Quality Measures
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PGP Project Financial Model
SAVINGS >2% Q: Quality E: Efficiency 20% CMS 80% Performance Pay Y Y Y3-5 0.3 Q 0.7 E 0.4 Q 0.6 E 0.5 Q 0.5E
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CMS PGP Quality Measures
Outpatient Total 32 Year 1: Diabetes Year 2: Year 1 plus HF and CAD Year 3: Year 2 plus Hypertension and colorectal and breast cancer screenings + flu and pneumonia vaccines Taken from the Doctor’s Office Quality measurement set in Thus some of the target measurements are not the current quantitatively benchmark. PGP Quality Thresholds: Absolute or Relative Targets benchmarks or >10% improvement in gap (100%- baseline) Taken from the Doctor’s Office Quality measurement set in 1992. Thus some of the target measurements are not the current quantitative benchmark.
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The demonstration uses a total of 32 measures that focus on common chronic illnesses and preventive services Diabetes CHF CAD Preventive Care HbA1c Management Left Ventricular Function Assessment Antiplatelet Therapy Blood Pressure Screening HbA1c Control LV Ejection Fraction Testing Drug Therapy for Lowering LCL-C Blood Pressure Control BP Management Weight Management Beta-Blocker Therapy Prior MI Blood Pressure Control Plan of Care Lipid Measurement BP Screening Blood Pressure Breast Cancer Screen LDL Cholesterol Level Patient Education Lipid Profile Colorectal Cancer Screen Urine Protein Testing Beta-Blocker Therapy Eye Exam Ace Inhibitor Therapy Foot Exam Warfarin Therapy Influenza Vaccination Pneumonia Vaccination
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Common Basis for Strategies among the PGP Groups
1. Focus: High Cost Areas Components of Medicare Expenditures For Billings Clinic (base year) Inpatient 40% Hospital OP 24% Part B 22% SNF 7% Home Health 3% DME % Reduce avoidable admissions, ER visits, etc 2. Focus: Chronic Care & Prevention High prevalence and high cost conditions Provider based chronic care management Care transitions Palliative care Financial Savings are INPATIENT driven. Quality Measures are OUTPATIENT driven.
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Interactive Telephone System with Web-enabled Data Tracking
Utilizes daily monitoring system for patients via Interactive Voice data collection Patients call daily between 4 AM and Noon Data appears immediately on a web server HF “Care Coaches” (RNs) call outliers Manage per HF protocols (diuretic ∆) Refer to HF Clinic MD/NPP or PCP Goal: coordinate care w/“Tx Physician” Validated, proven system that manages by exception Allows for 1 RN to follow patients
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35-43% reduction in hospitalizations
or ~ 5/100/month enrolled in TA Total: # Medicare: ~80%
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Advisory Board
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CMS-PGP Demonstration
CMS PGP Objectives Encourage coordination of Part A & Part B Coordinate care for chronically ill and high cost beneficiaries in an efficient manner Decrease the growth in Medicare spending over the next 3 years Timeline Base Year: Calendar year 2004 Performance Year 1: April 1, March 31, 2006 Performance Year 2: April 1, March 31, 2007 Performance Year 3: April 1, March 31, 2008 Performance Year 4: April 1, 2008 – March 31, 2009 Performance Year 5: April 1, March 31, 2010
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Accountable Care Organizations
Key Features Local Accountability Shared Savings Performance Measurement Key Design Components Organization well defined Scope of providers PCP essential Continuum of care Spending and quality thresholds to ensure success Distribution methodology for shared savings Brookings-Dartmouth ACO Learning Network
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Advisory Board
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Accountable Care Organizations: A group of providers willing and capable of accepting accountability for the total cost and quality of care for a defined population. 7 Core Components Providers Payers Management Alignment Structure Population IT/Data Medical Home (PCMH) Patients Providers PCPs Specialists Hospital LTC Home Care Pharmacy Ancillary/DME Alternative/Integrative Hospice
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Scope of Accountability
Single Service/Episode Disease Specific Service Oriented Segment by Illness Total Population Care Bundled Payment/ETG P4P for outcome measures (HF, diabetes, etc. Medical Home payments CMS Chronic Care demo Accountable Care Org
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Stuart Guterman, Karen Davis, Stephen Schoenbaum, and Anthony Shih,
Using Medicare Payment Policy To Transform The Health System: A Framework For Improving Performance, Health Affairs, Vol 28, Issue 2, w w Copyright ©2009 by Project HOPE, all rights reserved.
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Patient Protection and Affordable Care Act ACO Definitions
“Secretary (of HHS) shall establish” significant degree of discretion in rule making Starts “not later than” January 2012 Shared Savings Program Accountable for a population (>5,000 beneficiaries) Coordination of Medicare A&B Investment in infrastructure High quality and efficient delivery “groups of providers of services and suppliers meeting criteria” = ACO Group practice arrangements Networks of practices JV between hospitals/providers Hospitals w/ employed providers Others?
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Patient Protection and Affordable Care Act ACO Requirements
Accountable for quality cost and overall care for assigned beneficiaries Agree to ≥ 3 year period Form legal structure to receive and disperse payments PCP enough for population (≥ 5K) Specify the providers in ACO Leadership for clinical and administration services Processes to ensure it promotes EBM reports quality, cost, & utilization measures coordinates care (emphasizes technologies, care transitions) assesses patient and provider experience Engagement in PQRI, e-Rx, EHR (?meaningful use), possibly higher standards than general Medicare providers
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Patient Protection and Affordable Care Act ACO Methodologies
Assignment of FFS beneficiaries based on use of PC services “appropriate method”; prospective vs. retrospective Beneficiaries enrolled in A+ B, excludes Part C (Medicare Advantage) FFS payments continue + potential for shared savings payments Benchmark to determine shared savings prior 3 year average per capita expenditure for assigned ACO population updated by national growth trend (absolute amount, not rate) risk adjustment methodology required but not defined by statute updated each performance period Savings occurs if the average per capita expenditure is below a percentage of the benchmark that assures performance is not due to normal variation ? 95% confidence interval, thus population dependent Quality requirements must be met Secretary to determine percentage & maximum amount of net savings shared Other features Monitoring of risk avoidance by ACO Termination possible if ACO not meeting quality standards
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DESIGN ISSUES Attribution Beneficiary Participation Comparator Group
Rapid Performance Feedback Risk Adjustment Infrastructure Investment Requirements Financial Design- 2% Threshold Shared Savings as a Longterm Design Feature
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Other Thoughts Focus on high volume/high cost
Continued need to refine FFS payment Eliminate incentives driving fragmented behavior Importance of some stick with the carrot Relationship between delivery system organization and payment policy can be nonlinear Importance of leadership/culture Importance of collaborative learning Rural healthcare providers can be players
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Collegiality is the Key
“The key feature of the new integrated health care enterprise is not a balance of power, however, but the emergence of collegiality as the fundamental organizing principle. The essence of collegiality is tolerance and a sharing of common professional values. This trust and sharing of values is, in turn, the central precondition of the ability to share and successfully manage the economic risk of health costs.” Jeff Goldsmith Driving the Nitroglycerin Truck Healthcare Forum Journal March/April 1993
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Culture of Quality and Safety: Billings Clinic
CMS PGP Demo Early adopter CMS Core Measures ICU Bundles(Pronovost) MRSA reduction using positive deviance technique Specialty Society Quality Data: STS, ACC, NSQP Chronic Disease Registeries PACE Magnet/Beacon Center Translational Research Quest/Premier ACO Demo
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The past 50 years have been marked by advances in the science of medicine. The next 50 will be marked by improvements in the organization and teamwork of how healthcare is delivered Charles Mayo, M.D January, 1913
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Thank You
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