1 randy cook, mph, facmpe president/ceo building integrated communities of care: pcmhs & acos...
TRANSCRIPT
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Randy Cook, MPH, FACMPEPresident/CEO
Building Integrated Communities
of Care:PCMHs & ACOs
Marjie Harbrecht, MDCEO
Learning Objectives
1. Discover the high-leverage changes of PCMH’s to get results
2. Describe how PCMH’s can serve as the foundation of ACOs
3. Identify reimbursement payment programs that emphasize for “value” rather than “volume”
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U.S. Health Care
• Great Skills • Great Science• Poor Integration / Coordination
• Fragmented - Silos• Misaligned Incentives• Culture
What Do People Really Want?
• Trusting Relationship with Care Team • “I can reach someone who knows me, knows my history, can
advise me and cares about my issues”
• Service• “I can get care or contact with someone when I feel I need to,
without having to always come in”• “Less waiting in general” – during visits, for test results, for
referrals, for refills, etc.
• Reliable, Coordinated Care • “My care is coordinated” – between providers,
hospital/ER, home health, behavioral health, etc
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What Do We Want?
• Trusting Relationship with Our Patients, Colleagues and Staff
• Job Satisfaction • Provide the best, most efficient care possible• Make a difference in our patient’s lives
• Work-Life Balance
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PopulationHealth
Experienceof Care
Per CapitaCost
The Triple AimBy The Institute for Healthcare Improvement
The Triple AimBy The Institute for Healthcare Improvement
Déjà vu… All Over Again?
• Tremendous consolidation of market• What’s different from Managed Care days?
• Practice and community redesign• No-one taught us how before• Gatekeeper to Gateway• Better tools (Technology) to coordinate care• Patient sophistication and engagement
• Aligned incentives for ALL to work together• Quality – Affordability - Satisfaction
• Realization that no one can do this alone!
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Ideal State
• Shared “community” vision• Shared data – timely, actionable, in usable format
• Available at point of care • List of those needing services - for outreach• Aggregated across community to identify target areas
for improvement and monitor progress
• Shared Care Plans• Everyone that touches patient on the same page…
including the patient/family
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Patient-Centered Medical Home (PCMH)
An approach to providing high-quality, safe, continuous, coordinated,
comprehensive care, with a partnership between patients
and their personal health care team…
“The kind of care you’d
want your Mom to have!”
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BUILDING A SOLID FOUNDATIONFundamentals for Transforming
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Evidence-Based Medicine and Population Management
Technology, Data & Outcomes
Reporting
Patient Engagement &
Access
Care Mgmt, Coordination & Communication
Patient Centered Medical Homes
Leadership & Team Based
Care
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New payment modelsAllow a new way of thinking!
• Panel Management• Transition from FFS “Treadmill Medicine” to
coordinated planned management of entire panel, with extra care for those who need it
• Redefine “VISITS” – enhance access and convenience
• Help patients set goals – use teams to support them in achieving those goals
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Patient Centered Planned Care
• Before, During, and After Visit
• Develop Customized Care Plan• Shared-decision making• Prevention, Chronic Conditions, Acute Care Issues
• Warm Handover to Care Coordinator/Care Manager• Track tests/referrals, coordinate with medical
neighborhood, monitor registry/EMR• Engage patients, help them overcome barriers• Concentrate on high risk/high need patients
Prioritizing Care Management & Care Coordination
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Multiple Chronic
Conditions &
Complex Patients
A Medical Home Without An Integrated Medical Neighborhood
Is Just An Island
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Integrated Community Care
Provided Courtesy of Premier Healthcare Alliance
ACO Vs. PCMH
• A PCMH is a care delivery system• Primary Care (usually) • Help patients navigate system • Foundation for ACO
• An Accountable Care Organization (ACO)• A business structure under which multiple
providers (i.e., primary care, specialists, hospitals, etc) agree to care for a particular population of patients and be accountable for quality, cost, experience of care.
TOP DOWN - BOTTOM UP
AUS CAN FR GER NETH NZ NOR SWE SWIZ UK US0
20
40
60
80
100
31 30
4953
32
25
3632
2015
33
41
49
57 59
42 41
51
42
3033
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Medical home No medical home
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Coordination Gaps With and Without Medical Homes
Percent*
Test results/records not available at time of appointment, doctors ordered test that had already been done, providers failed to share important information with each other, specialist did not have information about medical history, and/or regular doctor not informed about specialist care.
Source: 2011 Commonwealth Fund International Health Policy Survey of Sicker Adults in Eleven Countries.
Building The Medical Neighborhood
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• Specialists (PCMH-N)– ACP Framework and Compacts; NCQA
• Hospitals– Identification, Notification, Communication
• Mental/Behavioral Health– Overcoming HIPAA, Carve Outs
• Shared Resources – Expanded “TEAM”• Complex Care Managers, Clinical Pharmacists,
Social Workers, Educators, Mental Health Providers, Home Health…
• Community Resources– Awareness and Connections
Reasons Why This Ain’t Been Easy
• The typical primary care physician has 229 other physicians working in 117 practices with which care must be coordinated. Pham et. al Ann Int Med. 2009
• In the Medicare population, the average beneficiary sees seven different physicians and fills upwards of 20 prescriptions per year Partnership for Solutions, Johns Hopkins Univ. 2002
Tactics Versus Culture
“Culture eats strategy for lunch…over and over again.”
IT’S ALL ABOUT TEAM!!
When Teams Don’t Work Well…
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U.S. Men's Basketball Falls Flat on World StageBy David DuPree, USA TODAYAugust 15, 2004
ATHENS-
“This is the Olympics, and the U.S. men's basketball team was rocked, shocked, humiliated and exposed on sports biggest stage Sunday as Puerto Rico, a Commonwealth of 4 million residents, pulled off the upset of all Olympic upsets with a 92-73 drubbing of the Americans.”
Most SKILLED players in the world - What went wrong??
GREAT PLAYERS vs. GREAT TEAM
Individual Choice VS Team Efficiency
REALLY??
When Teams Work Well…
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First Step: Create Your Shared Vision
Identify Pain Points – Work Toward Solutions and Common Goals
• Mutual respect of what each brings to the table
• Recognition of the value of role differentiation
• Acknowledgement of a flawed system
• Clarifying misconceptions
• Striving for “professionalism”• Better communication, consideration, cooperation
Always return to: Patient-Centered Care
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Investment Required to Reduce CHAOS and Build Solid Infrastructure
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IT’S ALL ABOUT RELATIONSHIPS!!
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With Our TEAMS
Building Accountability to Each Other and Our Communities
With Our NEIGHBORSWith Our PATIENTS!
The Market is Changing
• Fee-for-service (FFS) is in decline
• Fee-for-quality (FFQ) is increasing
• Opposite incentives
• The problem is the transition
Time ==>
Payment for Units (FFS)
Payment for Quality (FFQ)
Time ==>
Payment for Units (FFS)
Payment for Quality (FFQ)
The Market is Changing
Time ==>
Payment for Units (FFS)
Payment for Quality (FFQ)
The Market is Changing
ACOs – Getting Paid For Value
• ACOs are one, among others, method of getting paid for value
• Generate savings and Medicare returns ½• 10 PCPs could earn $6 + million in shared
savings• Lots of types of ACOs but all are based on
PCPs• A PCMH has a leg up on the opportunity to
create savings
Getting Paid As A PCMH
• Getting paid is principle # 8• A PCMH creating its own ACO is one way• Other methods
• Pay for performance (P4P)• Capitation (Not PCP capitation)• Gain sharing agreements• Fee-For-Service Add-ons
Pay for Performance - Measures
• Cost / utilization thresholds• ER visit rates• Readmission rates• Cost of targeted types of care• Generic scripts percent
• Quality measures (Process)• % of Diabetic patients whose HbA1c has been tested• % of CHF patients whose LDL has been tested• % of Hypertension patients whose BP has been checked
• Quality measures (Outcome)• % of Diabetic patients whose HbA1c is under control• % of CHF patients on ACE/ARB therapy• % of Hypertension patients with BP <140/90
Pay For Performance - Payment
• Bonuses earned for each measure achieved• Bonuses paid as a percent of fees paid• Future fee schedules set based on
performance• More complex measures
• Groups of providers• Measures dependent on actions of multiple
providers
Capitation
• Fixed payment based on population, NOT the services that are required
• PCP capitation is contrary to PCMH philosophy• Underwriting risk and operational risk
• Adverse selection• Responsibility for payments to providers
• Pros: • All savings accrue to the capitated provider• Price per unit is available as a cost savings variable
• Cons:• New critical requirements, before you manage cost• The risk of negatively influencing quality
Gain / Loss Sharing• A budget is agreed and actual expenses are compared• Savings (and maybe losses) are shared• Underwriting risk remains, but not operational risk
• Pros:• Plan
administers payments and pools risk
• Gain side only is possible & losses are shared
• Cons:• Price per unit is
not available as a variable
• Savings must be shared
Fee-For-Service Add-ons
• Case management fees• Fixed PMPM payment for PCMH activity, over Fee-
for-Service
• Case management service• Plan provides a case
manager to collect data and perform selected functions
Summary
• ACO = Payment model (Government or Commercial)
• PCMH = Delivery system, regardless of payment model
• PCMH built around 8 principles
• PCMH provides value to the market
• Several ways PCMH can get paid
QUESTIONS?
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www.HealthTeamWorks.org
www.AmpliPHYps.com