Value Based Purchasing, Innovation and Health System Transformation

Transcription

1 Value Based Purchasing, Innovation and Health System Transformation The Florida Readmissions Summit 2015 Richard E. Wild, MD, JD, MBA, FACEP Chief Medical Officer Atlanta Region Centers for Medicare and Medicaid March 13, 2015

2 Disclaimers The presenter is a full time US Government employee and will represent the positions of the Centers for Medicare and Medicaid Services (CMS), US Dept. of Health and Human Services (DHHS). The presenter reports no activities or conflicts of interest. This presentation was current at the time it was published or uploaded onto the web. Medicare policy changes frequently so links to the source documents have been provided within the document for your reference. This presentation was prepared as a tool to assist providers and is not intended to grant rights or impose obligations. Although every reasonable effort has been made to assure the accuracy of the information within these pages, the ultimate responsibility for the correct submission of claims and response to any remittance advice lies with the provider of services. The Centers for Medicare & Medicaid Services (CMS) employees, agents, and staff make no representation, warranty, or guarantee that this compilation of Medicare information is error-free and will bear no responsibility or liability for the results or consequences of the use of this guide. This publication is a general summary that explains certain aspects of the Medicare Program, but is not a legal document. The official Medicare Program provisions are contained in the relevant laws, regulations, and rulings. (CPT only, copyright 2008 American Medical Association. All rights reserved. CPT is a registered trademark of the American Medical Association. Applicable FARS\DFARS Restrictions Apply to Government Use. Fee schedules, relative value units, conversion factors and/or related components are not assigned by the AMA, are not part of CPT, and the AMA is not recommending their use. The AMA does not directly or indirectly practice medicine or dispense medical services. The AMA assumes no liability for data contained or not contained herein.)

3 Discussion Our Goals and Early Results Value-based purchasing and quality improvement programs (featuring physician quality resource use reports and value modifier payment, (QRUR-VM)) Center for Medicare and Medicaid Innovation Quality Measurement to Drive Improvement Future and Opportunities for collaboration

4 Size and Scope of CMS Responsibilities CMS is the largest purchaser of health care in the world (approximately $900B per year) Combined, Medicare and Medicaid pay approximately one-third of national health expenditures. (approximately 21% of federal budget) CMS programs currently provide health care coverage to roughly 105 million beneficiaries in Medicare, Medicaid and CHIP (Children s Health Insurance Program); or roughly 1 in every 3 Americans. The Medicare program alone pays out over $1.5 billion in benefit payments per day. CMS answers about 75 million inquiries annually. Millions of consumers will receive health care coverage through new health insurance programs authorized in the Affordable Care Act.

5 CMS Quality Improvement Roadmap Vision: The right care for every person every time Institute of Medicine: Crossing the Quality Chasm: A New Health System for the 21st Century, March, Make care: Safe Effective Efficient: absence of waste, overuse, misuse, and errors Patient-centered Timely Equitable

6 The Three Part Aim, Goals of CMS Better Care Patient Safety Quality Patient Experience Reduce Per Capita Cost Reduce unnecessary and unjustified medical cost Reduce administrative cost thru process simplification Improve Population Health Decrease health disparities Improve chronic care management and outcome Improve community health status

7 What s Wrong with US Healthcare Today? Too Costly? Inefficient? Disparities in Access and Quality? Evidence Base foundation often lacking? Lack of Prevention focus? Fragmentation of care, between providers and sites of care? (Silos, care transitions) Poor information and data sharing and transfer? Patient safety and quality? (Compare to aviation industry?) A payment system that rewards providing services rather than outcomes? Coordinated, accountable or Uncoordinated, Unaccountable care?

8 Increasing Expenditures Medicare Expenditures $ billions Total Expenditures Physican and Clinical Services

9 Percentage of GDP Medicare Will Place An Unprecedented Strain on the Federal Budget in the Future if Spending increases not slowed 12% Historical Estimated 9% Total expenditures HI deficit 6% 3% State transfers General revenue transfers Premiums 0% Tax on benefits Payroll taxes Calendar year Source: 2008 Trustees Report

10 Higher Per Capita Spending in the U.S. does not Translate into Longer Life Expectancy United States Life Expectancy Per Capita Spending Source: 2006 CIA FACT BOOK

11

12 A Variation Problem Dartmouth Atlas of Healthcare

13 Challenge 2: Unwarranted Variation in Costs (and Quality) Total Rates of Reimbursement for Noncapitated Medicare per Enrollee Source: E. Fisher, D. Goodman, J. Skinner, and K. Bronner, Health Care Spending, Quality, and Outcomes, (Hanover: The Dartmouth Institute for Health Policy and Clinical Practice, Feb. 2009). 13

14 Perverse Incentives Today, Medicare pays the same amount regardless of quality of care. Some people would argue that in fact, the current Medicare payment system rewards poor quality, Grassley said. Senator Charles E. Grassley (R) Iowa Senate Finance Committee This situation just doesn t make sense to me, nor should it to beneficiaries. CQ HEALTHBEAT, JUNE 30, 2005

15 Value Based Purchasing Incentives Incentivize the best care and improve transparency for Beneficiaries Transform CMS from a passive payer to an active purchaser of care Link payment to quality outcomes and stimulate efficiencies in care 15

16 What Does VBP Mean to CMS? Transforming Medicare from a passive payer to an active purchaser of higher quality, more efficient health care Tools and initiatives for promoting better quality, while avoiding unnecessary costs Tools: measurement, payment incentives, public reporting, conditions of participation, coverage policy, QIO program Initiatives: pay for reporting, pay for performance, gain sharing, competitive bidding, bundled payment, coverage decisions, direct provider support (i.e. E.HR incentive etc)

17 Some Value-Based Purchasing Tools: Performance measurement and Feedback Payment incentives, (pay for R, pay for P, E.H.R incentives, etc.) Public reporting of performance Transparency -HAI rates CMS Hospital Compare website National and local coverage policy decisions-no payment (or no extra $) for certain HACs Conditions of participation-survey-certification-infection CONTROL Direct support through Quality Improvement Organizations (QIOs) 17

18 Delivery system and payment transformation Current State Producer-Centered Volume Driven Unsustainable Fragmented Care FFS Payment Systems PRIVATE SECTOR PUBLIC SECTOR Future State People-Centered Outcomes Driven Sustainable Coordinated Care New Payment Systems (and many more) Value-based purchasing ACOs, Shared Savings Episode-based payments Medical Homes and care mgmt Data Transparency 18

19 Transformation of Health Care at the Front Line At least six components: Quality measurement Aligned payment incentives Comparative effectiveness and evidence available Health information technology Quality improvement collaboratives and learning networks Training of clinicians and multi-disciplinary teams Source: P.H. Conway and Clancy C. Transformation of Health Care at the Front Line. JAMA 2009 Feb 18; 301(7):

20 Early Example Results Cost growth leveling off - actuaries and multiple studies indicated partially due to delivery system changes But cost and quality still variable Moving the needle on some national metrics, e.g., Readmissions Vascular Line Infections Increasing value-based payment and accountable care models Expanding coverage with insurance marketplaces (ACA) 20

21 28% Results: Medicare Per Capita Spending Growth at Historic Lows 27% 12% 11% *27.59% *Medicare Part D prescription drug benefit implementation, Jan % 9% 9.24% 8% 7% 7.64% 7.16% 6% 5.99% 5% 4% 4.63% 4.91% 4.15% 3% 2% 1% Source: CMS Office of the Actuary 1.98% 1.36% 2.25% 1.13% 0.35% 0% Medicare Per Capita Growth Medical CPI Growth

22 Medicare FFS 30-Day All-Cause Readmission Rate, January 2010-May 2013 (all hospitals)

23 CLABSIs per 1,000 central line days National Bloodstream Infection Rate % Reduction Baseline Q1 Q2 Q3 Q4 Q5 Q6 Over 1,000 ICUs achieved an average 41% decline in CLABSI over 6 quarters (18 months), from to CLABSI per 1,000 central line days. Quarters of participation by hospital cohorts,

24 Hospital Acquired Condition (HAC) Rates Show Improvement 2010 to 2013: Data show a 17% reduction in HACs across all measures Estimated 50,000 lives saved, 1.3M injuries, infections, and adverse events avoided, and almost $12B billion in cost savings Many areas of harm dropping dramatically (2010 to 2013 for these leading indicators) Hospital Acquired Condition Ventilator- Associated Pneumonia (VAP) Early Elective Delivery (EED) Obstetric Trauma Rate (OB) Venous thromboembolic complications (VTE) Falls and Trauma Pressure Ulcers Percent Decrease 55.3% 52.3% 12.3% 12.0% 11.2% 11.2% 24

25 Partnership for Patients Hospital Engagement Network Improvement September 2012 January

26 Beneficiaries Moving to MA Plans with High Quality Scores Medicare Advantage (MA) Enrollment Rating Distribution 2-Star 3-Star 4-Star 5-Star 16% 9% 9% 9% 19% 28% 43% 70% 59% 56% 43% 14% 9% 5% 1% 4 or 5 Stars 2 or 3 Stars % 29% 37% 55% 84% 71% 63% 45%

27 What s the re-admission problem? High re-admission rates could indicate breakdowns in care delivery systems. Payment systems incentivized fragmentation. More complicated cases = more hands in the pot. Expectation of patients to self-manage is great. Medicare patients said they were more dissatisfied with their preparation for discharge than any other patient satisfaction measure. 80% received discharge information. 59% received medication information. 27

28 What s all of this costing us? Re-admissions cost Medicare $17.4 billion in day re-admission rate: 19.6%. Of them, 50.2% didn t see a doctor before re-hospitalization. Re-hospitalized patients stayed 0.6 days longer on average. We could have saved $12 billion if we prevented 30-day potentially preventable readmissions in Potentially preventable per MedPAC estimates. 13.3% of all hospitalizations or 3 out of 4 re-admissions! First NEJM article published November Rate was 22% after 60 days. Re-admissions comprised 25 of every inpatient claim dollar. 1 Jencks SF, Williams MV, Coleman EA. Rehospitalizations among patients in the Medicare fee-for-service program. N Engl J Med 2009;360: Anderson GF, Steinberg EP. Hospital readmissions in the Medicare population. N Engl J Med 1984;311: Medicare Payment Advisory Commission (MedPAC). Report to the Congress: Promoting greater efficiency in Medicare. Washington, DC: June

29 What s CMS doing about it? Hospital Compare 30-day re-admission rates for heart attack, pneumonia, and heart failure. Complements other outcomes information already on the site. Is your local hospital better than no different than or worse than the U.S. national rate for re-admissions? But wait, there s more

30 What s CMS doing about it? (Part 2) Patient/Caregiver Activation Goal: Equip beneficiaries and their families to be their own advocates for well-coordinated care. Ask Medicare Caregiving Initiative Planning for Your Discharge (CMS-11376) Care Transitions Program... But wait, there s more

31 Hospital Readmissions Reduction Program Required by Section 3025 of the 2010 Affordable Care Act Requires Secretary to establish a Hospital Readmissions Reduction Program which Reduces Inpatient Prospective Payment System (IPPS) payments to hospitals for excess readmissions For discharges on or after October 1, 2012 (Fiscal Year [FY] 2013) Required initial adoption of the National Quality Forumendorsed 30-day Risk-Standardized Readmission measures: acute myocardial infarction (AMI), heart failure (HF), pneumonia 31

32 Why Measure Readmissions? Readmissions are disruptive and undesirable events for patients Readmissions are common (one out of 5 Medicare admissions) Readmissions are costly ($17 billion annually for Medicare) Foster common goals across health system (hospitals, post-acute care providers, physicians, patients) to reduce risk of readmission and coordinate care 32

33 33 Why are patients readmitted? Provider-Patient interface Unmanaged condition worsening Use of suboptimal medication regimens Return to an emergency department/lack of primary care Unreliable system support Lack of standard and known processes between providers Unreliable information transfer Unsupported patient & family engagement during transfers No Community infrastructure for achieving common goals

34 International Variation in and Factors Associated With Hospital Readmission After Myocardial Infarction JAMA. 2012;307(1): doi: /jama Adjusted country-specific and overall odds of 30-day all-cause readmission and adjusted readmission rate among countries participating in the Assessment of Pexelizumab in Acute Myocardial Infarction trial. Models were adjusted for age, baseline heart rate, diastolic blood pressure, history of chronic obstructive pulmonary disease, history of hypertension, history of chronic inflammatory condition, site-reported myocardial infarction location, multivessel disease, preintervention Thrombolysis in Myocardial Infarction score, preintervention STsegment deviation, peak creatine kinase mass, Killip classification, atrial fibrillation, in-hospital recurrent ischemia, and patient-level length of stay. Copyright 2012 American Medical Date of download: 3/21/ Association. All rights reserved.

35 30-Day Readmission Rates, 2010 (Fee-for-service Medicare Beneficiaries) Source: 35

36 MedPAC Report

37 Payment Adjustment FY 2014, Based on readmissions for AMI, HF and Pneumonia Algorithm introduced to account for planned readmissions In FY2015, adding 3 conditions Acute exacerbation of chronic obstructive pulmonary disease Elective total hip arthroplasty Total knee arthroplasty Applies to hospital s base DRG payments for Medicare discharges started October 1, 2012 FY 2014 no more than 2% reduction FY 2015 no more than 3% reduction Calculation methodology finalized in rule-making 37

38 Aims for Readmission Measures Promote broadest possible efforts to lower readmission rates: Assume all patients are at risk of readmission and their risk can be lowered Opportunity to focus efforts on patients most at risk of readmission CMS is targeting funding support to hospitals and communities with greatest need for improvement Goal is not zero readmissions, but to lower readmission rates overall 38

39 Risk-Adjusted Readmission Rate Relative measure of hospital performance Allows comparison of hospital s performance given its case-mix to average hospital s performance with same case-mix observed to expected ratio 39

40 Public Reporting Measures reported yearly based on 3 years of data Reported on Hospital Compare as: Better than the U.S. national rate; Worse than the U.S. national rate; No different than the U.S. national rate; or Difference is uncertain Will not classify performance for hospitals with <25 cases in 3 year period 40

41 Discussion Value-based purchasing and quality improvement programs

42 The Six Goals of the National Quality Strategy 1 Make care safer by reducing harm caused in the delivery of care 2 Strengthen person and family engagement as partners in their care 3 Promote effective communication and coordination of care 4 Promote effective prevention and treatment of chronic disease 5 Work with communities to promote healthy living 6 Make care affordable

43 Value-Based Purchasing Hospital: Value-based purchasing, readmissions reduction program, healthcare acquired conditions, EHR Incentive Program and Inpatient Quality Reporting Physician/clinician Physician value-based modifier, physician quality reporting system, EHR incentive program End stage renal disease bundle and quality incentive program 43

44 Value-Based Purchasing Goal is to reward providers and health systems that deliver better outcomes in health and health care at lower cost to the beneficiaries and communities they serve. Hospital value-based purchasing program shifts approximately $1 billion based on performance Five Principles - Define the end goal, not just the process for achieving it - All providers incentives must be aligned (includes hospital & physicians) - Right measures must be developed and implemented in rapid cycle - CMS must actively support quality improvement - Clinical community and patients must be actively engaged VanLare JM, Conway PH. Value-Based Purchasing National Programs to Move from Volume to Value. NEJM July 26,

45 Framework for Progression of Payment to Clinicians and Organizations in Payment Reform Description Examples Category 1: Fee for Service No Link to Quality Payments are based on volume of services and not linked to quality or efficiency Medicare Limited in Medicare feefor-service Majority of Medicare payments now are linked to quality Category 2: Fee for Service Link to Quality At least a portion of payments vary based on the quality or efficiency of health care delivery Hospital valuebased purchasing Physician Value- Based Modifier Readmissions/Hos pital Acquired Condition Reduction Program Medicaid Varies by state Primary Care Case Management Some managed care models Category 3: Alternative Payment Models on Fee-for Service Architecture Some payment is linked to the effective management of a population or an episode of care Payments still triggered by delivery of services, but, opportunities for shared savings or 2-sided risk Accountable Care Organizations Medical Homes Bundled Payments Integrated care models under fee for service Managed fee-for-service models for Medicare- Medicaid beneficiaries Medicaid Health Homes Medicaid shared savings models Category 4: Population-Based Payment Payment is not directly triggered by service delivery so volume is not linked to payment Clinicians and organizations are paid and responsible for the care of a beneficiary for a long period (eg, >1 yr) Eligible Pioneer accountable care organizations in years 3 5 Some Medicare Advantage plan payments to clinicians and organizations Some Medicare-Medicaid (duals) plan payments to clinicians and organizations Some Medicaid managed care plan payments to clinicians and organizations Some Medicare-Medicaid (duals) plan payments to clinicians and organizations Rajkumar R, Conway PH, Tavenner M. The CMS Engaging Multiple Payers in Risk-Sharing Models. JAMA. Doi: /jama

46 What is the Value-Based Payment Modifier (VM) for Physicians? 46 Section 3007 of the Affordable Care Act mandated that, by 2015, CMS begin applying a value modifier under the Medicare Physician Fee Schedule (MPFS) VM assesses both quality of care furnished and the cost of that care under the Medicare Physician Fee Schedule For CY 2015, CMS will apply the VM to groups of physicians with 100 or more eligible professionals (EPs) For CY 2016, CMS will apply the VM to groups of physicians with 10 or more EPs Phase-in to be completed for all physicians by 2017 Implementation of the VM is based on participation in Physician Quality Reporting System

47 Quality-Tiering Approach for 2016 (Based on 2014 PQRS Performance) 47 Each group receives two composite scores (quality of care; cost of care), based on the group s standardized performance (e.g., how far away from the national mean). Group cost measures are adjusted for specialty composition of the group This approach identifies statistically significant outliers and assigns them to their respective cost and quality tiers. Low cost Average cost High cost High quality +2.0x* +1.0x* +0.0% Average quality +1.0x* +0.0% -1.0% Low quality +0.0% -1.0% -2.0% * Eligible for an additional +1.0x if reporting clinical data for quality measures and average beneficiary risk score in the top 25% of all beneficiary risk scores

48 What Quality Measures will be Used for Quality Tiering? 48 Measures reported through the GPRO PQRS reporting mechanism selected by the group OR individual measures reported by at least 50% of the eligible professionals within the group (50% threshold option) Three outcome measures: o All Cause Readmissions o o Composite of Acute Prevention Quality Indicators (bacterial pneumonia, urinary tract infection, dehydration) Composite of Chronic Prevention Quality Indicators (COPD, heart failure, diabetes) PQRS CAHPS Measures for 2014 (Optional) o o Patient Experience of Care measures For groups of 25 or more eligible professionals

49 What Cost Measures will be used for Quality-Tiering? 49 Total per capita costs measures (Parts A & B) Total per capita costs for beneficiaries with 4 chronic conditions: o o o o Chronic Obstructive Pulmonary Disease (COPD) Heart Failure Coronary Artery Disease Diabetes Medicare Spending Per Beneficiary (MSPB) measure (3 days prior and 30 days after an inpatient hospitalization) attributed to the group providing the plurality of Part B services during the hospitalization All cost measures are payment standardized and risk adjusted. Each group s cost measures adjusted for specialty mix of the EPs in the group.

50 Cost Measure Attribution 50 5 Total Per Capita Cost Measures o Identify all beneficiaries who have had at least one primary care service rendered by a physician in the group. o Followed by a two-step assignment process 1. assign beneficiaries who have had a plurality of primary care services (allowed charges) rendered by primary care physicians. 2. for beneficiaries that remain unassigned, assign beneficiaries who have received a plurality of primary care services (allowed charges) rendered by any eligible professional MSPB measure attribute the hospitalization to the group of physicians providing the plurality of Part B services during the inpatient hospitalization.

51 Quality-Tiering Methodology Use domains to combine each quality measure into a quality composite and each cost measure into a cost composite 51 Clinical Care Patient Experience Population/Community Health Patient Safety Quality of Care Composite Score Care Coordination Efficiency VALUE MODIFIER AMOUNT Total per capita costs (plus MSPB) Total per capita costs for beneficiaries with specific conditions Cost Composite Score

52 Quality-Tiering Approach for 2016 (Based on 2014 PQRS Performance) 52 Each group receives two composite scores (quality of care; cost of care), based on the group s standardized performance (e.g., how far away from the national mean). Group cost measures are adjusted for specialty composition of the group This approach identifies statistically significant outliers and assigns them to their respective cost and quality tiers. Low cost Average cost High cost High quality +2.0x* +1.0x* +0.0% Average quality +1.0x* +0.0% -1.0% Low quality +0.0% -1.0% -2.0% * Eligible for an additional +1.0x if reporting clinical data for quality measures and average beneficiary risk score in the top 25% of all beneficiary risk scores

53 Quality and Resource Use Reports (QRURs) 53 The QRURs are annual reports that provide groups of physicians with: Comparative information about the quality of care furnished, and the cost of that care, to their Medicare feefor-service (FFS) patients Beneficiary-specific information to help coordinate and improve the quality and efficiency of care furnished Information on how the provider group would fare under the value-based payment modifier (VBM) 2012 QRURs are produced and made available to all groups of physicians with 25 or more eligible professionals (EP) Late Summer 2014: QRURs for all Groups and Solo Practitioners

54 CMS Innovations Portfolio, CMMI: Testing New Models to Improve Quality Accountable Care Organizations (ACOs) Medicare Shared Savings Program (Center for Medicare) Pioneer ACO Model Advance Payment ACO Model Comprehensive ERSD Care Initiative Primary Care Transformation Comprehensive Primary Care Initiative (CPC) Multi-Payer Advanced Primary Care Practice (MAPCP) Demonstration Federally Qualified Health Center (FQHC) Advanced Primary Care Practice Demonstration Independence at Home Demonstration Graduate Nurse Education Demonstration Bundled Payment for Care Improvement Model 1: Retrospective Acute Care Model 2: Retrospective Acute Care Episode & Post Acute Model 3: Retrospective Post Acute Care Model 4: Prospective Acute Care Capacity to Spread Innovation Partnership for Patients Community-Based Care Transitions Million Hearts Health Care Innovation Awards State Innovation Models Initiative Initiatives Focused on the Medicaid Population Medicaid Emergency Psychiatric Demonstration Medicaid Incentives for Prevention of Chronic Diseases Strong Start Initiative Medicare-Medicaid Enrollees Financial Alignment Initiative Initiative to Reduce Avoidable Hospitalizations of Nursing Facility Residents 54

55 Accountable Care Organizations Year 2 results Pioneer and Medicare Shared Savings ACO Programs program savings of $372 million Majority of ACOs in both programs generated savings Improved quality and patient experience on almost all measures Pioneer ACOs improved in 28 out of 33 quality measures with mean improvement from 70.8% to 84.0% 1 Improved patient experience in 6 out of 7 measures Medicare shared savings ACOs also improved quality and patient experience for almost all measures 1 Pham H, Cohen M, Conway PH. The Pioneer Accountable Care organization Model: Improving quality and lowering costs. JAMA 2014 Sept

56 Transforming Clinical Practice Initiative (TCPI) Transforming Clinical Practice Initiative (TCPI) HHS Secretary announces $840 million initiative to improve patient care and lower costs Clinical-Practices/ 56

57 Practice Transformation in Action Transforming Clinical Practice (TCP) would employ a three-pronged approach to national technical assistance. This technical assistance would enable large scale transformation of more than 150,000 clinicians practices to deliver better care and result in better health outcomes at lower costs. Aligned Federal and State programs with support contractor resources Communities Practice Transformation Networks (PTNs) to provide on the ground support to practices Primary and Specialty Care Clinicians and Practices Ambulatory and Post Acute Care Support and Alignment Networks (SANs) to achieve alignment with medical education, maintenance of certification, more Hospitals and Healthcare Systems Public Health Services 57

58 Who Might Be a Practice Transformation Network (PTN)? Health Systems Regional Extension Centers Quality Improvement Organizations State Organizations Primary Care and/or Specialty Care Practices Small/Rural/Medically Underserved Practices And more! Support and Alignment Network (SAN)? Medical Associations Specialty Boards Professional Societies Foundations Patient and Consumer Advocacy Organizations University Consortiums And more! 58 Any entities with existing federal contracts, grants, or cooperative agreements would need to satisfy both conflict of interest and duplication of effort specifications.

59 Transforming Clinical Practice Goals 1 Support more than 150,000 clinicians in their practice transformation work Improve health outcomes for millions of Medicare, Medicaid and CHIP beneficiaries and other patients Reduce unnecessary hospitalizations for 5 million patients Generate $1 to $4 billion in savings to the federal government and commercial payers Sustain efficient care delivery by reducing unnecessary testing and procedures 6 Build the evidence base on practice transformation so that effective solutions can be scaled 59

60 Clinical Practice Leaders Have Already Charted the Pathway to Practice Transformation Traditional Approach Patient s chief complaints or reasons for visit determines care. Care is determined by today s problem and time available today. Care varies by scheduled time and memory/skill of the doctor. Patients are responsible for coordinating their own care. Clinicians know they deliver high quality care because they are well trained. It is up to the patient to tell us what happened to them. Transformed Practice We systematically assess all our patients health needs to plan care. Care is determined by a proactive plan to meet patient needs. Care is standardized according to evidence-based guidelines. A prepared team of professionals coordinates and engages patients in care. Clinicians know they deliver high quality care because they measure it and make rapid changes to improve. You can track tests, consults, and followup after the ED and hospital. Adapted from Duffy, D. (2014). School of Community Medicine, Tulsa, OK. 60

61 Continuous Improvement and Innovation 61

62 The Future of Quality Measurement for Improvement and Accountability Meaningful quality measures increasingly need to transition away from setting-specific, narrow snapshots Reorient and align measures around patient-centered outcomes that span across settings Measures based on patient-centered episodes of care Capture measurement at 3 main levels (i.e., individual clinician, group/facility, population/community) Why do we measure? Improvement Source: Conway PH, Mostashari F, Clancy C. The Future of Quality Measurement for Improvement and Accountability. JAMA 2013 June 5; Vol 309, No

63 What can you do? Eliminate patient harm Focus on better health, better care, and lower costs for the patient population you serve Engage in accountable care and other alternative contracts that move away from fee-for-service to model based on achieving better outcomes at lower cost Invest in the quality infrastructure necessary to improve Test innovative models to better coordinate care for people with multiple chronic conditions Test new innovations and scale successes rapidly Relentless pursuit of improving health outcomes 63

64 More information: Payment/PhysicianFeedbackProgram/index.html

65 Thank You Questions? 65