Medicare-Medicaid Payment Incentives and Penalties Summit

Transcription

1 Medicare-Medicaid Payment Incentives and Penalties Summit Patrick Conway, M.D., MSc CMS Chief Medical Officer and Director, Office of Clinical Standards and Quality May 31, 2012

2 Objectives Outline methods to transform and improve patient quality and safety while delivering high value health care Discuss CMS efforts related to quality measurement, value based purchasing and readmissions 2

3 Size and Scope of CMS Responsibilities CMS is the largest purchaser of health care in the world. Combined, Medicare and Medicaid pay approximately one-third of national health expenditures (approx $800B. CMS programs provides health care coverage to roughly 105 million beneficiaries in Medicare, Medicaid and CHIP; 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. 3

4 Our Aims Better Health for the Population Better Care for Individuals Lower Cost Through Improvement 4

5 OCSQ Vision To optimize health outcomes by leading clinical quality improvement and health system transformation OCSQ Logo 5

6 OCSQ Mission Statement We serve CMS, HHS, and the public as a trusted partner with steadfast focus on improving outcomes, beneficiary experience of care, and population health and reducing health care costs through improvement. We will: 6

7 OCSQ Mission Statement We will: Lead quality measurement alignment, prioritization, and implementation and the development of new innovative measures Guide quality improvement across the nation and foster learning networks that generate results Lead an evidence based culture to inform coverage policy and incent the continuous development of better evidence Establish clear and effective clinical standards Systematically link quality to payment Collaborate across CMS, HHS, and with external stakeholders Listen to the voices of beneficiaries and patients as well as those who provide health care Be a model of effective business operations, customer support, and innovative information systems that excel in making meaningful information available. We develop individuals, create high functioning teams, foster pride and joy in work at all levels, continuously learn, and strive to improve. 7

8 Desired Approach and Culture Seek input and actively listen Collaboration and partnership with stakeholders outside CMS Responsive Learn from others and foster learning networks Catalyst for health system improvement Strategic vision, coupled with execution Relentless focus on what is best for patients 8

9 Office of Clinical Standards and Quality Levers for Safety, Quality & Value Over 425 federal FTE s, $1.5 billion in budget, and approximately 10K contractors focused on improving quality across the nation Contemporary Quality Improvement: Quality Improvement Organizations Quality Measurement and Public Reporting: Hospital Inpatient Quality Reporting Program Incentives: Hospital Value Based Purchasing, ESRD, physician value modifier Regulation: Conditions of Participation (Hospitals, 15 other provider types) and Survey and Certification Coverage Decisions: Coverage with evidence development, coverage for Preventative Services 9

10 Examples of Recent Work Revised hospital conditions of participation, estimated savings >$1B per year and improved quality and safety standards New quality improvement organization funding directed toward learning networks, care transitions, safety, and patient/family engagement Aligning quality measures across programs and selecting parsimonious sets of measures Launched value-based purchasing programs for ESRD and hospital and working on other settings, including physician Coverage: FDA-CMS parallel review and coverage to support quality and evidence development 10

11 National Quality Strategy Quality Measurement and Quality Improvement

12 National Quality Strategy promotes better health, healthcare, and lower cost Three-part aim: Better Care: Improve the overall quality, by making health care more patient-centered, reliable, accessible, and safe. Healthy People and Communities: Improve the health of the U.S. population by supporting proven interventions to address behavioral, social, and environmental determinants of health in addition to delivering higher-quality care. Affordable Care: Reduce the cost of quality health care for individuals, families, employers, and government. Six priorities: Making care safer by reducing harm caused in the delivery of care. Ensuring that each person and family are engaged as partners in their care. Promoting effective communication and coordination of care. Promoting the most effective prevention and treatment practices for the leading causes of mortality, starting with cardiovascular disease. Working with communities to promote wide use of best practices to enable healthy living. Making quality care more affordable for individuals, families, employers, and governments by developing and spreading new health care delivery models. 12

13 OCSQ has a wide variety of tools to achieve the threepart aim of the National Quality Strategy OCSQ tool kit National coverage determinations Setting clinical standard for providers Survey and certification Technical assistance for quality improvement These tools allow OCSQ to define the kind of care CMS pays for and to ensure it furthers the national quality strategy Public reporting of providers quality performance Value-based purchasing

14 CMS has a variety of quality reporting and performance programs, many led by OCSQ * Denotes that the program did not meet the statutory inclusion criteria for pre-rulemaking, but was included to foster alignment of program measures. 14

15 OCSQ framework for measurement maps to the six national priorities Clinical quality of care HHS primary care and CV quality measures Prevention measures Setting-specific measures Specialty-specific measures Person- and Caregivercentered experience and outcomes CAHPS or equivalent measures for each settings Functional outcomes Care coordination Transition of care measures Admission and readmission measures Other measures of care coordination HCACs Safety Population/ community health Measures that assess health of the community Measures that reduce health disparities Access to care and equitability measures Efficiency and cost reduction Spend per beneficiary measures Episode cost measures Quality to cost measures Greatest commonality of measure concepts across domains Measures should be patientcentered and outcome-oriented whenever possible Measure concepts in each of the six domains that are common across providers and settings can form a core set of measures

16 Quality can be measured and improved at multiple levels Community Increasing individual accountability Increasing commonality among providers Population-based denominator Multiple ways to define denominator, e.g., county, HRR Applicable to all providers Practice setting Denominator based on practice setting, e.g., hospital, group practice Individual physician Denominator bound by patients cared for Applies to all physicians Greatest component of a physician s total performance Three levels of measurement critical to achieving three aims of National Quality Strategy Measure concepts should roll up to align quality improvement objectives at all levels Patient-centric, outcomes oriented measures preferred at all three levels The five domains can be measured at each of the three levels

17 CMS Vision for Quality Measurement Align measures with the National Quality Strategy and Six Measure Domains Implement measures that fill critical gaps within the 6 domains Align measures across programs whenever appropriate Focus on patient centered outcome measures Parsimonious sets of measures; core sets of measures Removal of measures that are no longer appropriate (e.g., topped out) Align measures across programs including Medicaid, Medicare part C, and Exchanges 17

18 How do we make quality better? 18

19 How Will Change Actually Happen? There is no silver bullet We must apply many incentives We must show successful alternatives We must offer intensive supports Help providers with the painstaking work of improvement We must learn how to scale and spread successful interventions

20 The 3T s Road Map to Transforming U.S. Health Care Basic biomedical science Clinical efficacy knowledge Clinical effectiveness knowledge T1 T2 T3 Improved health care quality & value & population health Key T1 activity to test what care works Clinical efficacy research Key T2 activities to test who benefits from promising care Outcomes research Comparative effectiveness Research Health services research Key T3 activities to test how to deliver high-quality care reliably and in all settings Quality Measurement and Improvement Implementation of Interventions and health care system redesign Scaling and spread of effective interventions Research in above domains Source: JAMA, May 21, 2008: D. Dougherty and P.H. Conway, pp The 3T s Roadmap to Transform U.S. Health Care: The How of High-Quality Care.

21 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):

22 Value Based Purchasing

23 Purpose statement for Value-Based Purchasing Value-based purchasing is a tool that allows CMS to link the National Quality Strategy with fee-for-service payments at a national scale. It is an important driver in revamping how services are paid for, moving increasingly toward rewarding providers and health systems that deliver better outcomes in health and health care at lower cost to the beneficiaries and communities they serve. 23

24 FY2013 HVBP Program Summary Two domains: Clinical Process of Care (12 measures) and Patient Experience of Care (8 HCAHPS dimensions) Hospitals are given points for Achievement and Improvement for each measure or dimension, with the greater set of points used 70% of Total Performance Score based on Clinical Process of Care measures 30% of Total Performance Score based on Patient Experience of Care dimensions Hospitals currently in performance period for FY13 How do we implement program in way that does not unfairly penalize safety net providers? 24

25 FY2014 HVBP domains Outcomes domain (25%) Patient experience domain (30%) Clinical process of care domain (45%) 25

26 Physician Value Modifier Physician value modifier will adjust payments based on performance on quality and cost Performance period for 2015 payment adjustment starts 2013 Rulemaking cycle this year will further define program Need to engage physicians and clinical community Start reasonably and build program over time Objective is to shift from paying for volume and to incentivizing value and better patient outcomes at lower costs

27 Readmissions Program and Risk- Standardized Readmission Measures

28 Readmissions ACA included readmissions payment reduction for FY13 Less flexibility in statute must use NQF measure, cannot reward improvement, program is payment reduction Foster common goals across health system including future measures for post-acute care providers and outpatient physicians to reduce the risk of readmission and coordinate care 28

29 Risk Adjusted Readmission Rate 30-day timeframe from date of discharge of index admission Starts with AMI, CHF, and pneumonia and plan to add conditions over time Relative measure of hospital performance Allows comparison of a particular hospital s performance given its case-mix to an average hospital s performance with same case-mix Analogous observed to expected ratio

30 Aims for Readmission Measures Promote broadest possible efforts to lower readmission rates Opportunity to focus efforts on patients most at risk of readmission CMS is trying to target funding support to hospitals and communities with greatest need for improvement Goal is not zero readmissions, but to lower readmission rates overall Multiple examples of programs successful in decreasing readmissions (RED, BOOST, etc) 30

31 Partnership for Patients 40% Reduction in Preventable Hospital Acquired Conditions 1.8 Million Fewer Injuries 60,000 Lives Saved 20% Reduction in Preventable 30-Day Readmissions 1.6 Million Patients Recover Without Readmission Potential to save $35 billion in 3 years Committed over $500M and engaged over 4000 hospitals, 2000 physician and provider organizations, and over 800 patient and consumer groups

32 Transforming Health Care 10 th SoW Guiding Principals The 10 th SOW aligns the strengths of the QIO program with national goals as identified in the HHS National Quality Strategy, CMS Priorities and the Affordable Care Act. QIOS will be held accountable for providing the local infrastructure to achieve bold national goals QIOs cannot affect national change alone thus direct attribution for improvement may not always be possible While partnership and collaboration are essential in achieving bold national goals, operational excellence is required to avoid duplication of effort, fragmentation and confusion in the field when multiple partners work on similar goals. Time is of the essence 32

33 Redesign of the QIO Program QIOs will help to support the Three Aims of the HHS National Quality Strategy Better Care Healthy People/Healthy Communities and Affordable Care 10 th SOW Built upon the following CMS strategic aims. Excellence in Operations Improve Individual Patient Care Integrate Care for Populations Improve Health for Populations and Communities 33

34 QIO Core Competencies For success in the 10 th SoW QIOs must be able to Serve as the boots on the ground cadre of professionals able to bring about change at the local level to help achieve national goals Convene, organize, motivate and serve as change agents Secure commitments, create will and provide a call to action for change through outreach, education and social marketing Gain the trust of Beneficiaries, health care providers, practitioners, and stakeholders as valued partners Achieve measurable quality improvement targets and quality improvement results Provide expertise in data collection, analysis, education, monitoring for improvement and information exchange and dissemination Develop efficient and effective improvement strategies in partnership with stakeholders including Beneficiaries 34

35 10 th SOW Organization Drivers of Change How the work will be done Learning and Action Networks Breakthrough Collaboratives Patient Engagement and Stories Campaigns Technical Assistance Learning Laboratories Focused Technical Assistance On site Visits Intensive Consultation Distribution of Resources Care Reinvention through Innovation Spread Identification of stakeholder Spread Strategies Multi media management Strategic Aims What will be done Beneficiary Centered Care ocase Review opatient and Family Engagement Improve Individual Patient Care o Patient Safety Reduce HACs by 40% oimproving Quality through Value Based Purchasing Integrate Care for Populations ocare Transitions that Reduce Readmissions by 20% ousing Data to Drive Dramatic Improvement in Communities Improve Health for Populations and Communities oprevention through screening and immunizations oprevention in Cardiovascular Disease Other Rapid Cycle Projects 35

36 Million Hearts Initiative A national initiative Co-led by CDC and the CMS Supported by many sister agencies and private-sector organizations Goal: Prevent 1 million heart attacks and strokes in 5 years CMS, Centers for Medicare and Medicaid Services 36

37 The ABCS in 2012 Aspirin Blood pressure Cholesterol People at increased risk of cardiovascular disease who are taking aspirin People with hypertension who have adequately controlled blood pressure People with high cholesterol who have adequately managed hyperlipidemia 47% 46% 33% Smoking People trying to quit smoking who get help 23% MMWR: Million Hearts: Strategies to Reduce the Prevalence of Leading Cardiovascular Disease Risk Factors --- United States, 2011, Early Release, Vol. 60

38 Why do we do this work? As a practicing hospitalist physician I see the need for system changes Left a hospital medicine and quality improvement position I loved to help foster a broader system enabling others to drive improvement Almost all of us have family members in the populations we serve The nation needs our service We have seen success; now the question is how do we scale and spread? 38

39 Call to Collective Action Historic moment in health care Hospitalists can and should be major factor on whether our system transforms to achieve better results Must focus on all 3 parts of aims: Better Care, Better Health, and Lower Costs We need YOU; We cannot accomplish the three part aim from Baltimore/DC Think of the patients that inspire you to keep striving to do better 39

40 Contact Information Dr. Patrick Conway, M.D., M.Sc. CMS Chief Medical Officer and Director, Office of Clinical Standards and Quality

41 Questions or Comments Questions for you How can I and CMS serve you better? What are some ways that we can collaborate? How can CMS and OCSQ improve? What should we collectively do to achieve better outcomes? What should I know that I might not? Questions or comments for me 41