SS30 Wednesday 1030 · 12‐month agenda Institutional project tracking Business Value Statements...
Transcript of SS30 Wednesday 1030 · 12‐month agenda Institutional project tracking Business Value Statements...
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Clinical Lab 2.0: The Future of Clinical Laboratory Services:How laboratories can thrive in a value based care system
ASCLS Chicago 2018Michael Crossey MD/PhD
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•CMO and CEO TriCore Reference Laboratories
•Advisory Boards for Siemens, Sunquest
•CDS Board Chair; Presbyterian Health Systems
•Principle Investigator:– Omnyx/GE Digital Pathology
– TriCore Clinical Specimen Repository Project
•Conflicts Of Interest: None
Views and opinions are mine
Disclosures
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TriCore Reference Laboratories
By the Numbers
• 1 Reference Laboratory
• 17 Hospital/3 Cancer Center Laboratories
• 12 Branch Labs
• 28 Patient Care Centers
• 14 million annual reportable test results
• >200 Physician office interfaces
Partnership with University of New Mexico’s Health Sciences Center and Presbyterian Health Services
• 1998 merger to increase state‐wide lab efficiencies
• Largest reference laboratory in New Mexico
• Systematic approach to quality (ISO 15189 certified)
Faculty/Staff
• 1350 employees
• 45 medical directors
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Topics for today
• Current US Laboratory Market review
• Why the policy push to Value Based Purchasing (VBP)
• Lab 2.0 Conceptual Framework as a response to VBP
• Why informatics is King
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Questions you should be asking as you look at your current lab business model…
• What is our business? What should be our business?
• Who is our customer? Who should be our customer
• How do we add value?
• What is the “Leadership Role” of Laboratory scientists and pathologists in changing healthcare?
• If not volume based business model, how do we monetize on value based knowing the volume of our labs will drop?
• Does you hospital or health system have a strategic plan for the Lab
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April 2015
“Best Practices”, “Cost Efficiencies”are not enoughFind like‐minded laboratories whoare willing to put their reputationsat risk to change the paradigm
March 2016
First PSF meetingMissionThink TankCompare current effortsCommit to sharing project ideas
2016‐2017
12‐month agendaInstitutional project trackingBusiness Value StatementsDevelopment of White Paper
2018‐ 2018
Build the Evidence BaseNov 2018 PSF Workshop #2
Promote an open communityof Labs pursuing “Lab 2.0”
2018 Mar‐May
3rd Annual Retreat1st project “in press”
2 projects “submitted”EWC PSF Workshop #2
Begin forming Non‐Profit
2017‐2018
Push existing projects throughTry to get them published
Present to Assoc Path ChairsNov 2017 PSF Workshop #1
Shamelessly talk‐it‐up
2017 Mar‐May
2nd Annual RetreatWhite Paper publishedEWC PSF Workshop #1
2017: WORK!
2018: WHAT IS THE EVIDENCE?
Copyright © 2018 Clinical Lab 2.0. All rights reserved.
The Road for Project Santa Fe and Lab 2.0
2016: CALL‐TO‐ACTION
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The current state of healthcare spend in the US
Utilization
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Stage 1: 50%Patients with minimal disease
Stage 2: 40%Patients with clinically significant chronic disease a
Stage 3: 10%
Stage 3: 10% Patients with advanced and end‐stage disease in last 18‐24 months of life
Population Count Med
icare Eligible
Medicare Breakdown by Patient Type
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Population Triangle
5% Cost 31% Cost 64% Cost
Cost Triangle
Medicare Population Count with Spending Overlay
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General Commercial Insurance Pool Balance
30% 65% 95% 100%
%of Insured
50% of medical premiums
5% of pool uses 50% of premium
30% of pool uses no premium
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The current state of healthcare spend in the US ?
We have a “sickcare” system, not a healthcare system.
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The current state of healthcare spend in the USWho pays and for what?
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27%
22%
12%
12%
6.4%
5%
5%
4%3%
2% 1.6%Inpatient Hospital 27%
Managed Care 22%
Prescription Drugs (Part D) 12%
Physician Fee Schedule 12%
Other 6.4%
SNF 5%
Other Hospital 5%
Home Health 4%
Hospice 3%
DME 2%
Clinical Laboratory 1.6%
Medicare Spend 2016
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Medicare Part B Drugs 2017, The Billion dollar club
Brand Name Generic Name Total Spending 2016 Total Beneficiaries 2016
Eylea Aflibercept $2,208,730,191 210,411
Rituxan Rituximab $1,665,667,928 69,941
Neulasta Pegfilgrastim $1,375,670,105 95,960
Remicade Infliximab $1,338,726,191 58,397
Avastin Bevacizumab $1,111,678,356 207,422
Prolia* Denosumab* $1,086,664,413 419,196
Lucentis Ranibizumab $1,044,324,411 106,408
Herceptin Trastuzumab $703,556,745 20,693
Orencia* Abatacept* $586,532,893 22,879
Alimta Pemetrexed Disodium $511,822,425 20,312
Velcade Bortezomib $490,438,057 20,668
*Indicates multiple brand and/or generic names for a specific HCPCS code. See “Brand, Generic & Manufacturers” table for additional names
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Why Are Laboratories in the Cross Hairs?
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Medicare paid between 18% and 30% more than other insurers for some lab tests, an HHS Office of Inspector General report found.
The change was called for in the Protecting Access to Medicare Act of 2014 (PAMA), which also requires clinical laboratories to report on private insurance payment amounts and lab test volumes.
The agency projects savings of $360 million for clinical diagnostic laboratory tests in 2017 as a result of the change, and a $5.14 billion savings within the first 10 years of the rule's implementation, according to the proposed rule.
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CMS Laboratory Costs
• The CMS Medicare program pays approximately $8 billion a year for clinical diagnostic laboratory tests.
• Total CMS Medicare spend in 2014 was $597 Billion.
• Labs account for 1.3% of Medicare Spend
• PAMA is projected to save $5 Billion (over 10 years) so 500 million/yr
Annual Total savings $500 million/$597 Billion= 0.00084 or
0.1% Annual Budget…….
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Why Lab 2.0?
We are a good lab, doctors and patients will always need lab tests. Our doctors like us…….Does your CFO?? What happens when you go from a profit center to a cost center?
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Lab Consolidation has Accelerated in the Last 4 Years
Strategic advantages to consolidation:
• Geographic diversity reduces vulnerability to adverse economic and political developments in any particular region.
• Increased access to new products / services.
• Mitigates impact of decreased reimbursement for core testing business.
• Mitigates impact of increased competition from hospital outreach programs & physician insourcing.
0
2
4
6
8
10
12
14
16
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Total
LabCorp
Quest
Sonic
Health System Lab Acquisition Deals by Year
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“…lab outreach is no longer a core business
of Mount Sinai.”
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“However, the PAMA rate cuts will obviously have a bigger impact on large hospital outreach labs that can have Medicare CLFS revenue in the range of $2 million to $10 million per year.The worst off will be those hospital outreach lab programs that function as independent labs.Hospital‐owned independent labs can receive as much as 30% to 50% of their revenue from the Medicare CLFS and may have commercial contracts tied to the CLFS as well.Over the past three years, in anticipation of the Medicare cuts, several of the largest hospital owned independent labs have already been sold to Quest or LabCorp, including PAML, Peace Health Labs and Clinical Lab Partners.” Lab Economics 2018
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Payer Market
Medicaid17%
Medicare16%Employer
Sponsored/Other67%
National
Medicaid43%
Medicare15%
Employer Sponsored/Other
42%
New Mexico
Significant differences exist between National and New Mexico market segmentation
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Laboratories Net Revenue Impact of Protecting Access to Medicare Act of 2014
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Net Rev
enue
1% decrease in MCLFS2014 ‐ 2016
10% decrease in MCLFS2017 ‐ 2019
15% decrease in MCLFS2020 ‐ 2022
Base Year = 2013
Prepared by TriCore
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Why Are Laboratories in the Cross Hairs?
Answer: We have yet to prove our value OUTSIDE the laboratory…
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27%
22%
12%
12%
6.4%
5%
5%
4%3%
2% 1.6% Inpatient Hospital 27%
Managed Care 22%
Prescription Drugs (Part D) 12%
Physician Fee Schedule 12%
Other 6.4%
SNF 5%
Other Hospital 5%
Home Health 4%
Hospice 3%
DME 2%
Clinical Laboratory 1.6%
Medicare Spend 2013
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Exceptional experience: Patient Access• Improved access to the right care at the right time
• Decreased travel for care, specialty consults
• More patient‐centric models
• Patient satisfaction with flexible care models
Cost leadership: Reduce cost• Increased access without additional infrastructure• Better use of clinical resources across system• Reduction of referral costs with pre‐referral consults• Reduction of high‐cost care events through earlier intervention• Reduced outsourcing costs due to access or location
Better health: QUALITY
• Improved access to the right care at the right time
• Improved connection of care team
• More proactive care and interventions
• More comprehensive patient data
• Enhanced channels for patient education
• Enhanced integration of specialty care
Health System Triple Aim Alignment
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• Value based purchasing (VBP) means the lab has to prove what we do contributes the overall patient experience, The Triple aim.
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Lets re‐define the VALUE of the laboratory : Move away from Cost per test toward contribution to
actual patient care
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Exceptional experience: Patient Access• Improved access to the right care at the right time
• Decreased travel for care, specialty consults
• More patient‐centric models
• Patient satisfaction with flexible care models
Cost leadership: Reduce cost• Increased access without additional infrastructure• Better use of clinical resources across system• Reduction of referral costs with pre‐referral consults• Reduction of high‐cost care events through earlier intervention• Reduced outsourcing costs due to access or location
Better health: QUALITY
• Improved access to the right care at the right time
• Improved connection of care team
• More proactive care and interventions
• More comprehensive patient data
• Enhanced channels for patient education
• Enhanced integration of specialty care
Health System Triple Aim Alignment
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• How can the laboratory contribute to our health systems goal of achieving the “Triple Aim”
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Sick care v. Health care. Reprinted from “Improving American Healthcare through ‘Clinical Lab 2.0’: A Project Santa Fe Report,” by J Crawford, K Shotorbani, S Guarav, M Crossey, T Kothari, T Lorey, J Prichard, M Wilkerson, and N Fisher, 2017. Academic Pathology.
Lab 1.0 Lab 2.0
Sick careReceive test sampleResult test sample
Disease screeningProtocol‐drivenScheduled by treating physicianLab is derivative
Wellness programmingManaged by treating physicianLab is derivative
Payment modelsLab is a commodityValue is cost‐per‐test
Health carePopulation health using lab dataTotal cost‐of‐care leveraging lab data
Time‐to‐diagnosisDiagnostic optimizationTherapeutic optimizationMonitoring optimizationScreening optimization
Risk managementIdentification of riskReal‐time tracking of riskEscalation/de‐escalation of acuity
Wellness programmingGaps‐in‐care closed using lab dataOutcomes of program using lab data
Predictive analyticsWhat will happen? When? Why?
Payment modelsValue of lab for total cost‐of‐care
Clinical Lab 1.0transactional
Clinical Lab 2.0integrative
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Lab 1.0 – Volume‐based
• Sample centric
• Fee for service
• Cost per unit
• Unfulfilled need for primary care providers
• Limited care coordination
• Complicated health care environment in silos
Lab 2.0 – Value‐based
• Patient centric
• Bundled payment structure
• Cost per life ‐ population
• Increased access to care/primary care
• Diagnostic optimization/coordinated care
• Actionable interpretation information
• Aggregation of data
Pre‐Analytical Analytical Post‐Analytical
Cost /Unit
Value Based PurchasingTargeted Intervention
Fee for Service
Optimizing clinical processesright test, right timebundle payment
Future Focus
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Managing the Transition
Managing Transition
Current State
Clinical Lab 1.0
Future State
Clinical Lab 2.0
Volume – based
Fee‐for‐Service Reimbursement
Value‐based
Reimbursement
DANGER ZONE
Bundled Payment
Time
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LAB 2.0 at the TEST level Example 1
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Lab 1.0 ‐ Transactional
SCr1.1
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Lab 1.5 ‐ Longitudinal
SCr1.1
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Lab 2.0 ‐ Translational
SCr1.1
Identify High Risk
↓ Cost
Improve Care Coordination
Diabetic patient with progressive CKD
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TriCore’s Unique Position in New Mexico
Population Health Analytics• The value of laboratory medicine in patient care is
unquestionable
• Clinical data provides the best insight into how to improve overall health and healthcare1,2
• Analytics powered by Rhodes Group technology
– Unique patient identifier
– Longitudinal data repository across care continuum
– Access to real time data
– Majority of New Mexico lab data1. Adler‐Milstein, J and Jha, A. K. Healthcare’s “Big Data” Challenge. (2013) Am J Manag Care.
19(7): 537‐5382. Hartman, C. Healthcare’s Growing Data Opportunity. Leveraging Clinical Intelligence to
Elevate Population Health Management Strategies. (2014) Health Manag Technol. 35(5): 24v
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TriCore Solution
• Clinical labs guides 70% of medical decisions and provides significant value in patient evaluation1,2
• Patients may have multiple providers Clinical laboratories provide the longitudinal
history
• Can Identify high risk patients using clinical labs near real‐time3
• Effective care coordination relies on real‐time standardization of health data4
1. Forsman, R. W. Why is the Laboratory an Afterthought for Managed Care Organizations? (1996) Clin Chem. 42: 813‐816
2. Laposata ME et al. Physician Survey of Laboratory Medicine Interpretive Service and Evaluation of Interpretations on Laboratory Test Ordering. (2004) Arch Pathol Lab Med. 128: 1424‐1427
3. Ho Ahn C et al. Evaluation of Non‐Laboratory and Laboratory Prediction Models for Current and Future Diabetes Mellitus: A Cross‐Sectional and Retrospective Cohort Study. (2016) PLoS One. 11(5): e0156155
4. Burton LC. et al. Using Electronic Health Records to Help Coordinate Care. (2004) Milbank Q. 82(3): 457‐481
Confidential and Proprietary
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Questions you should be asking as you look at your current lab business model…
• What is our business? Lab 1.0 Cost per test• What should be our business? Lab 2.0 Cost per Diagnosis, Cost per episode of care, Cost
per covered life• Who is our customer? Lab 1.0 Ordering Physician• Who should be our customer Lab 2.0 Payer, Care Coordinator, ACO, Physician, Patient• How do we add value? Lab 1.0 Data, Lab 2.0 Information that adds value and is actionable• What is the “Leadership Role” of pathology and laboratory scientists in changing
healthcare? What committees do you Pathologists, Scientists and lab managers serve on?• If not volume based business model, how do we monetize on value based knowing the
volume of our labs will drop? This is key, Warm handshakes and pats on the back don’t cut it.
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Uncontrolled type 2 diabetes, hypertension, rising SCr, BPH
3 separate providers: PCP, urologist, endocrinology
Manage disease progression
59 year old male
Patient Case: Chronic Problem
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Background Chronic Conditions – a different model
Transactional Model
• One patient
• One result
• High cost & low prevalence
• Sick care
• Cost per test
Translational Model
• Multiple patients by disease or condition
• Longitudinal results
• Low cost & high prevalence
• Well care (or at least some prevention)
• Cost per condition
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American Diabetes Association Economic Costs of Diabetes in the U.S. in 2017. Diabetes Care 2018 Mar; dci180007. https://doi.org/10.2337/dci18‐0007
$327 billion
• $237 billion in direct costs
• $90 billion in indirect costs
Accounts for 1 in 4 of health care dollars
2.3X higher medical expenses
• Average $16,700 per year
Background Diabetes Direct Impact
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American Diabetes Association Economic Costs of Diabetes in the U.S. in 2017. Diabetes Care 2018;41:917-928. https://doi.org/10.2337/dci18‐0007
©2018 by American
Diabetes Association
Background Diabetes Economic Impact
0%
5%
10%
15%
20%
25%
30%
35%
40%
Percent of medical condition specific expendituresassociated with diabetes
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0%
2%
4%
6%
8%
10%
12%
14%
16% • 12,000 newly diagnosed diabetics every year (more than 1/hour)1,2
• ~611 deaths/year attributed to diabetes3
• $2 billion in estimated costs4
• $1.6 billion directly related• $424 million indirect
• CDC and NIDDK invested just under $2 million in diabetes‐related research in New Mexico ($10/diagnosed diabetic) 1
1. American Diabetes Association. The Burden of Diabetes in New Mexico. http://main.diabetes.org/dorg/PDFs/Advocacy/burden‐of‐diabetes/new‐mexico.pdf. (Accessed: March 21, 2018)2. Diabetes Prevalence: 2014 state diagnosed diabetes prevalence, cdc.gov/diabetes/data; 2012 state undiagnosed diabetes prevalence, Dall et al., ”The Economic Burden of Elevated Blood Glucose Levels in 2012”, Diabetes Care, December 2014, vol. 37. 3. Diabetes Incidence: 2014 state diabetes incidence rates, cdc.gov/diabetes/data 4. Dall et al. The Economic Burdn of Elevated Bllod Glucose Levels in 2012: Diagnosed and Undiagnosed Diabvetes, Gestational Diabetes Mellitus, and Prediabetes. (2014) Diabetes Care. 37(12): 3172‐3179
Background Diabetes Burden in New Mexico
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National Institutes of Health. 2016 USRDS Annual Data Report: Epidemiology of Kidney Disease in the United States. Bethesda, MD: National Institutes of Health, National Institute of Diabetes and Digestive and Kidney Diseases;2016
Objectives Targeted Population
42%
28%
7%
6%
4%
4%3%
3% 3%
Causes of Chronic Kidney DiseaseType 2 diabetes
High blood pressure
Glomerular diseases
Miscellaneous
Unknown
Type 1 diabetes
Cystic/Hereditary
Nephritis
Tumors
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• $57.5 billion
• 28% of the Medicare budget is used to treat people with CKD and ESRD
National institute of health (NIH): http://www.niddk.nih.gov/health‐information/health‐statistics/Pages/kidney‐disease‐statistics‐united‐states.aspx
Background CKD Economic Impact
$12.04
$4.70
$13.82
$5.53
$21.31
$10.68
$29.03
$13.47
Total: $16.741998
Total: $19.352000
Total: $31.992005
Total: $42.502009
Medicare Costs
Non‐ Medicare Costs
ESRD Costs in Billions
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Honeycutt AA, Segel JE, Zhuo X, Hoerger TJ,etal. Medical cost of CKD in the Medicare population. J AM Soc Nephrol. 2013
*Annual cost savings of preventing progression from stage 3 to stage 4 CKD
Background CKD Burden and Economic Impact in New Mexico
0
100,000
200,000
New Mexico Albuquerque
167,867 80,339
$1.5 Billion*
$739,118,800*
Rhodes Data: Stage 3 CKD
• Annual cost of care per 1 patient with stage 3 CKD: $3,500
• Annual cost of care per 1 patient with stage 4 CKD: $12,700
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KDIGO Monitoring Guidelines
Eknoyan, Garabed , Lameire, Norbert, et al. Official Journal of the International Society of Nephrology. KDIGO 2012 Clinical Practice Guideline for the Evaluation and Management of Chronic Kidney Disease. January 2013.
Methods Risk Stratification
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Demonstrate the clinical and economic value of providing longitudinal, real time, clinical insights based on laboratory data for diabetes patients enrolled in Medicaid.
Objective Diabetes Study
• Large managed care organization• Supported existing disease management program• Quality metrics
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Methods Interventions and Measures
Control
• n=300
• Medicaid members
• Disease management care coordination
• No lab clinical insights
Intervention
• n=300
• Medicaid members
• Disease management care coordination + lab clinical insights over 4 month period
Patient selection based on MCO enrollment file
Meet diabetes bundle measures Decrease ER useImprove access to care
Measures
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Elevated Patient Risk Factors
Elevated Patient Risk Factors
ANDCare Gaps
Optimal Care Gaps
Risk created
from patient
risk factors
Risk created from gaps in health care
2X2 definition of RISK: Patient disease/health state(s) Gaps in care compared to national practice guidelines
© 2016
Methods Risk Stratification for Targeted Interventions
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Results: Diabetes Bundle Measures
# completed
BundleMeasure
Study Control p value
HbA1cs 76/300 55/300 0.04
UrineAlbumin
41/300 27/300 0.07
25% completion
14% completion
Study Group• 7% increase in completion rate for HbA1C • 5% increase in completion rate for urine albumin
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Performance Measure Description 2016 Rate2 2017 Goal1 Pilot Result Withhold
Medicaid PM #4
HbA1c Test 82% 86% 95% $759,193
Nephropathy Screening 87% 89% 93% $759,193
TOTAL PERFORMANCE MEASURE WITHHOLD $1,518,386
New Mexico Legislative Finance Committee. Performance Report Card. Human Services Department. Fourth Quarter, Fiscal Year 2017. https://www.nmlegis.gov/Entity/LFC/Documents/Agency_Report_Cards/630%20‐%20HSD%20Q4%20FY17.pdf (Accessed: March 23, 2018)
New Mexico Legislative Finance Committee. Performance Report Card. Human Services Department. First Quarter, Fiscal Year 2018. https://www.nmlegis.gov/Entity/LFC/Documents/Agency_Report_Cards/630%20‐%20HSD%20Q1%20FY18.pdf (Accessed: March 23, 2018)
Annual ProjectionDiabetes Bundle Measures – NM Medicaid Obligation
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Results Decreased ER Use• Study group ‐ 30% fewer ER visits
• Average cost for Medicaid ER visit: $1,250
Study Groupn=300
Control Groupn=300
ER visits During Study Time Frame 18 26
Avg. No. of Visits Per Member/Month (4 months) 0.015 0.022
ER costs During Study Time Frame $22,500 $32,500
Projected annual results for all diabetics in Medicaid n=2,567 n=2,567
Projected ER Visits 462 678
Projected ER Costs $577,500 $847,500
TOTAL ANNUAL SAVINGS $270,000
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Methods Risk Stratification for Targeted Interventions
Diagnosis & Treatment of Comorbidities
Estimate Progression
Evaluate & Treat
Complications
Preparation for Dialysis
Dialysis if Uremia Present
Stage
GFR (mL/min) Kidney Transplant or
Dialysis
1 2 3 4 5
≥90 60‐89 30‐59 15‐29 <15
Progression
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• Based on KDIGO
• Categorize patients into monitoring categories
• Patients who met monitoring
• Patients without monitoring
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
Once Twice in 6 months Once every 3 months
80,795
60,022
49,226
39,644
29,96625,045
TriCore Data: eGFR Monitoring Frequency in CKD Patients
New Mexico
Albuquerque
Eknoyan, Garabed , Lameire, Norbert, et al. Official Journal of the International Society of Nephrology. KDIGO 2012 Clinical Practice Guideline for the Evaluation and Management of Chronic Kidney Disease. January 2013.
Methods Gaps in Care
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ResultsChronic Kidney Disease Actionable Data
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ResultsChronic Kidney Disease Actionable Data
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ResultsChronic Kidney Disease Actionable Data
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ResultsChronic Kidney Disease Actionable Data
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ResultsChronic Kidney Disease Actionable Data
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ResultsChronic Kidney Disease Actionable Data
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ResultsChronic Kidney Disease Actionable Data
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• High prevalence & high cost chronic diseases
• Early identification combined with intervention
• Predict risk
• Identify gaps in care
• Optimize clinical outcomes, decrease cost of care
Final outcomes
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Acute intervention example : Prenatal care
• 44% of the insured lives in NM are covered by Medicaid
• 72% of the Births are covered under Medicaid
• Birth complications account for 35% of the total Prenatal care budget
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BACKGROUND: IMPLEMENTING & ASSESSING CARE COORDINATION
• ~850,000 residents are insured by Medicaid (NMHSD) 1
• NMHSD requires care coordination for each member
• NMHSD evaluates effectiveness through Performance Measures (e.g. HEDIS)
– Example: Timeliness Prenatal and Postpartum Care
• % of prenatal members received OB/GYN visit in 1st trimester
• % of prenatal members received PCP visit within 56 days of birth
1. New Mexico Legislative Finance Committee. 2017 Accountability Report: Medicaid. https://www.nmlegis.gov/Entity/LFC/Documents/Program_Evaluation_Reports/Accountability%20Report%20Medicaid%20‐%202017.PDF (Accessed: June 21, 2018)
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BACKGROUND: NMHSD INCENTIVIZED PERFORMANCE MEASURES
1. NMHSD Amendment #8 to the Medicaid Managed Care Agreement Among NMHSD and HCSC http://www.hsd.state.nm.us/uploads/files/Looking%20For%20Information/General%20Information/Contracts/Medical%20Assistance%20Division/MCOs%20‐%20Centennial%20Care/BCBSNM_CONTRACT_AMENDMENT_%238_SIGNED.pdf (Accessed: June 7, 2018)
2. Medicaid Enrollment Report By Managed Care Organization Fee‐for‐Service http://www.hsd.state.nm.us/uploads/FileLinks/5bc82a76689a437682dbd68988331f79/March_By_Managed_Care_Organization_Fee_for_Service_2.pdf (Accessed: June 7, 2018)
3. Health Notes. Program Evaluation Unite. Legislative Finance Committee. January 13, 2017 https://www.nmlegis.gov/Entity/LFC/Documents/Health_Notes/Health%20Notes%20‐%20Medicaid%20managed%20care%20rates.pdf
• PMs require 2% increase above HEDIS Regional Average, failure results in 2% of capitation withhold1
• Eight PMs totaling 14 points, each point is worth 7% of the total 2% withhold
• Example: An MCO with 144,000 members2 has $770,000 per point3
• Prenatal Care is worth 3 points
• Example: Prenatal Care PMs are worth $2.3 million for the MCO
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PROBLEM: NEW MEXICO PRENATAL CARE
• 72% of NM’s births are Medicaid2
20% of New Mexico’s births received prenatal care in the second trimester3
8.5% received no prenatal care3
• 30% ‐ 40% of women received inadequate prenatal care4
$13,668 $14,175
$815 $827
$‐
$4,000
$8,000
$12,000
$16,000
FY 10 FY 11
Average Cost of Newborns for New Mexico MCOs1
Cost of Newborns with Complications Cost of Normal Newborns1. New Mexico Legislative Finance Committee Report. Human Services Department. September 2012. http://www.nmlegis.gov/lcs/lfc/lfcdocs/perfaudit/Human%20Services%20Department%200Improving%20Outcomes%20for%20Pregnant%20Women%20and%20Infants%20Through%20Medicaid.pdf (Accessed October 7, 2015)
2. Medicaid Funds 70% of NM Births. Albuquerque Journal. January 27, 2013. Available at: http://www.abqjournal.com/163829/news/medicaid‐funds‐70‐of‐births‐in‐nm.html [Accessed July 20, 2015]
3. Perinatal Care in Medicaid and CHIP. (February 2015) http://www.medicaid.gov/midicaid‐chip‐program‐information/by‐topics/quality‐of‐care/downloads/secretarys‐report‐perinatal‐excerpt.pdf. (Accessed October 10, 2015)
4. Institute of Medicine (US) Committee on the Consequences of Uninsurance. Washington (DC): National Academies Press (US): 2002
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Measure closure of care gaps
Clinical Financial
Create multifaceted tool with actionable insights
Assess outcomes
Timely identification of MCO members and needs
Identify additional benefits
OBJECTIVE: LABORATORY DERIVED INSIGHTS HELP AN MCO?
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METHOD: MEMBER IDENTIFICATION & PRENATAL INSIGHT CREATION
Eligibility File Match within TriCore’s Patient RepositoryFocus: Medicaid
Targeted Interventions
Health ConditionAlgorithms
• Member file sent by customer (payer, provider, etc.) via SFTP
• Key member identifiers matched with TriCore patient repository1
• Successful matches analyzed with TriCore’s Prenatal Targeted Intervention algorithm
• Results delivered every week for ~7 months for MCO care coordination
1. Just, B. H., Fabian, D. P., Webb, L. L., and Hjort, B. M. Managing the Integrity of Patient Identity in Health Information Exchange. (2009) AHIMA. 80(7): 62‐69
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METHOD: NEWMEXICO POPULATION AND PREGNANT WITH MEDICAID
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METHOD: PRENATAL INSIGHTS WITH MEDICAID
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METHOD: PATIENT TAILORED INSIGHTS
Demographic Info
Actionable Info
Risk Rationale
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RESULTSClinical Financial
Timely identification of MCO members and needs
• >65% of TriCore insights were not reflected in MCO’s claims data
• 77% of members in first trimester with additional insights in near real‐time (within 24 hours):
• Care needs
• Births
• ER Access with rationale
Create multifaceted tool with actionable insights
CATEGORY FOCUS
Quality Timeliness, Frequency of Prenatal Care & Post Partum
Outcome NICU, Preterm
Utilization Emergency Room
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RESULTS (CONT.)
Measure closure of care gaps
• Prenatal
• 73% of all laboratory care gaps closed (645 of 889); 63% without Group B Strep (350 of 558)
• 486 births identified in near real‐time (within 24 hours)
Clinical Financial
Assess outcomes
• Prenatal
• >40% reduction in preterm delivery rate in study group (11.1% vs. 20.3%)
Identify additional benefits
• NICU Average LOS was 30% higher in study group (16.6 days vs. 12.2 days)
• NICU occupancy was reduced by 33% in study group (11.3% vs. 18.9%)
• ER Utilization was reduced by 10%
7/29/2018
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ANNUAL PROJECTION: FIRST YEAR PRETERM SAVINGS
Study Control
Preterm Rate 11.1% 20.3%
2018 Projected No. of Preterm Births (N=750) 83 152
First Year of Preterm Costs $33,096/year1 $33,096/year1
Total First Year Preterm Costs $2,758,000 $5,036348
TOTAL SAVINGS $2,278,348
• Preterm deliveries experience and average cost of $33,096/year1
1. Thanh NX et al. Health Service Use and Costs Associated with Low Birth Weight‐A Population Level Analysis. (2015) J Pediatr. 167(3): 551‐556
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ANNUAL PROJECTION: PRENATAL NICU SAVINGS
N=750 Study Control
NICU Rate 11.3% 19.0%
Projected 2018 Deliveries Needing NICU Care (N=750) 81 137
Average LOS 16.6 days 12.3 days
Projected 2018 NICU Days 1,409 1,750
Avg. Cost per Day in NICU $1,500 $1,500
Total NICU Costs $2,114,151 $2,624,353
TOTAL SAVINGS $510,203
• NICU claim data range of costs was $711/day to $7,083/day:
– Conservative average cost/day = $1,500/day
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ANNUAL PROJECTION: NM MEDICAID OBLIGATIONS (PRENATAL)
PerformanceMeasure
Description 2017 Rate2 2018 Goal1TriCore’s Insights
Withhold
NMHSD PM #5 Timeliness of Prenatal Care 75% 77% 77% $770,000
NMHSD PM #6 Frequency of Prenatal Care (81+ Percent) 56% 58% 62% $770,000
TOTAL PERFORMANCE MEASURE WITHHOLD $1,540,000
• Failure to meet the 2% improvement will result in monetary penalty based on 2% of the total capitation paid1
– Example: $144,000 members = $766,766/point1,2
1. NMHSD Amendment #8 to the Medicaid Managed Care Agreement Among NMHSD and HCSC http://www.hsd.state.nm.us/uploads/files/Looking%20For%20Information/General%20Information/Contracts/Medical%20Assistance%20Division/MCOs%20‐%20Centennial%20Care/BCBSNM_CONTRACT_AMENDMENT_%238_SIGNED.pdf (Accessed: June 7, 2018)
2. Health Notes. Program Evaluation Unite. Legislative Finance Committee. January 13, 2017 https://www.nmlegis.gov/Entity/LFC/Documents/Health_Notes/Health%20Notes%20‐%20Medicaid%20managed%20care%20rates.pdf3. Medicaid Enrollment Report By Managed Care Organization Fee‐for‐Service http://www.hsd.state.nm.us/uploads/FileLinks/5bc82a76689a437682dbd68988331f79/March_By_Managed_Care_Organization_Fee_for_Service_2.pdf (Accessed: June 7, 2018)
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STUDY LIMITATIONS
TriCore
Longitudinal patient view
Riskstratification
Actionable Information
Patient‐centric notifications
eMPI
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CONCLUSION
HEALTH CONDITION CATEGORY POTENTIAL ANNUAL SAVINGS
Prenatal
Outcomes $2,278,348
Utilization $566,453
Quality Measures $1,540,000
TOTAL $4,384,801
• Laboratory actionable insights can assist clients beyond lab results
• Understanding the healthcare market in which your lab operates is crucial
• After testing these insights with a NM MCO, improvements in outcomes, quality measures, utilization were identified
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