PPT - Value-Based Purchasing in NY Medicaid PowerPoint Presentation - ID:285239
Value-Based Purchasing in NY Medicaid PowerPoint Presentation
Value-Based Purchasing in NY Medicaid
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Value-Based Purchasing in NY Medicaid - PowerPoint PPT Presentation
Value-Based Purchasing in NY Medicaid. Care Coordination and Payment Reform. Deborah Bachrach, Esq. Medicaid Director Deputy Commissioner Office of Health Insurance Programs New York State Department of Health. Presentation to State Coverage Initiatives National Meeting July 30, 2009.
MEDICARE ENROLLMENT IN PECOS Process -. login to https:// pecos.cms.hhs.gov/pecos/login.do with your existing npi
Reimbursement in the Pay for Performance Era -. jeffrey bush director, corporate reimbursement becton, dickinson and
OGS Procurement Services Group 2010 State Purchasing Forum -. contract administration. ayana
Married to Medicare For Better or For Worse? -. walter tsou, md, mph. congress has passed a new medicare bill that
Value-Based Purchasing: Yes, Virginia, there is a Santa Claus -. brady a. augustine, bureau chief medicaid health
W hat do we know about purchasing practices of New York State School Districts? -. efrc symposium november 19, 2004
Jim Sheehan New York Medicaid Inspector General (518) 473-3782 jgs05@omig.state.ny -Data mining in program integrity and
Children’s Medicaid Managed Care Design Update -. mrt children’s behavioral health subcommittee january 27, 2014
Idiot’s Guide to CMS, VBP, HCAHPs, CPC, TPS -. or, why can’t i just practice good clinical medicine and have all
Hospital Follow-Up Care: Reducing No-Shows – NIATx Project 2013 -. project aims. north central health care |
Medicaid Redesign Team Update and Next Steps -Redesign medicaid in new york state . medicaid redesign team update
Value Based Purchasing, Changes for ICD-10 and the Future of Medicine Robert S. Gold, MD -. the legal stuff.
Getting the House In Order: Responding to Medicare Part B DMEPOS Audits -. mncha annual meeting september 18 turf
Preventing Readmissions -Esteban ramirez, d.o., f.a.c.o.i hospitalist department indiana univ. health arnett.
New Populations and Benefits Transitioning to Mainstream Medicaid Managed Care -. division of health plan contracting
Office of Purchasing and Contracts -. procurement outreach training level ii - module d state finance law; ethics;
Implementing the New Medicaid SBS Program -Michigan medicaid school based services program. implementing the new
Value-Based Purchasing in NY Medicaid Care Coordination and Payment Reform Deborah Bachrach, Esq. Medicaid Director Deputy Commissioner Office of Health Insurance Programs New York State Department of Health Presentation to State Coverage Initiatives National Meeting July 30, 2009
Coverage • Streamlining enrollment and renewal. • Expanding eligibility. • Changing the message. 1
Access to Care • Supporting practices in medically underserved areas and specialties. • Loan repayment. • Start-up grants. • Enhanced Medicaid payment rates. • Expanding Medicaid’s physician network. • Improving access to care outside of business hours. 2
Medicaid Managed Care • Mandatory program began in 1997 under an 1115 Waiver. • 2.9 million beneficiaries are enrolled in managed care plans. • Improved quality and contained costs. • Significant and sustained improvements over time; even as a sicker population enrolls (SSI, SPMI). • Narrowing of the gap between commercial and Medicaid rates of performance. 3
Reward Good Performance • Health plans earn rewards up to 3% of premium for good performance: • HEDIS or NYS-specific quality measures. • CAHPS measures. • Regulatory compliance (reporting, access and availability, provider network). • Plans must qualify for incentive to receive auto-assignments. 4
Medicaid Children’s Measures 2000-2007 5
Medicaid Diabetes Care Measures 2000-2007 * A lower rate is better 6
Build on Managed Care Successes • Expanding mandatory to more complex and costly populations. • Evaluating the benefit package. • Phasing-in risk adjusted rates. • Adjusting for case mix differences. • Priced regionally, not plan-specific. • Aligning Medicaid fee-for-service. 7
2007 & BeyondMedicaid FFS & Managed Care Raise the Bar Medicaid Fee-For-Service Medicaid Managed Care Working In Tandem To Raise The Bar Value Quality 1995-2006Medicaid Managed Care Raises the Bar Efficiency Accountability Improves Access, Quality, & Accountability Pre-1995Medicaid Stood Still Transparency Access 8
Medicaid Fee-For-Service Payment Policies • Demanding transparency and accountability. • Rationalizing and updating payment methodologies for hospitals, clinics, nursing homes and home care. • Rationalizing payment levels – reducing inpatient rates and investing in outpatient rates. • Incentivizing the development of patient-centered medical homes. • Medical home incentives both fee-for-service and managed care. • Adirondack multi-payer medical home pilot (except Medicare). • Primary care case management in non-mandatory counties. • Paying for quality; not paying for poor quality. 9
Medicaid Fee-For-Service Program Policies Focusing on specific services and populations to improve quality of care and control costs. • Selective Contracting. • Bariatric surgery. • Breast cancer surgery. • Retrospective utilization management. • Chronic illness demonstration programs. • Prior authorization of certain radiology services. 10
Selective Contracting for Bariatric Surgery • Medicaid will contract with 5 New York City hospitals to perform bariatric surgery; currently 25 perform such surgeries. • Why Bariatric Surgery? • New York, like the rest of the nation, has an “obesity epidemic.” • The volume of bariatric surgery is increasing, in part because of claims that bariatric surgery “cures” Type 2 diabetes and greatly diminishes many co-morbidities associated w/ long term obesity. • The literature and our own research indicates that there are significant complication rates associated with bariatric surgery. • There is significant variation in outcomes and re-admissions across NYC hospitals. 11
Selective Contracting for Breast Cancer Surgery • The literature documents significantly higher 5-Year survival rates for women who have breast cancer surgery at high volume facilities. • New York Medicaid now limits reimbursement for breast cancer surgery to sites that have performed more than 30 surgeries per year (both hospitals and ambulatory surgery centers). • Exceptions granted to some sites due to access and provider experience. 12
Retrospective Utilization Review of Fee-For-Service Claims	• Contract awarded to APS through RFP process. • 7 million fee-for-service claims per month will be reviewed. • Evidence based guidelines, disease management analysis and resource utilization review techniques will be used to identify patterns of over-utilization and under-utilization. • Providers demonstrating patterns above or below the norm will be notified and educated by peer consultants. • Interventions will be identified for high-cost, high risk Medicaid beneficiaries. • Total annual cost (with FFP) of $7 million; anticipated annual State share savings of $15M, or $45M over the 3 years of the contract. 13
Coordinating the Care of High-Cost, Medically Complicated Beneficiaries • The Chronic Illness Demonstration Program (CIDP) will run for three years at seven sites at a cost of $30M (including FFP). • Each project is required to have an integrated network of providers to assure facilitated access to medical, mental health and substance abuse services for participants and collaboration with community-based social services. • CIDP uses a predictive algorithm to identify patients at high risk (est. 70%) for medical, substance abuse, or psychiatric hospitalizations in the next 12 months. 14
Coordinating the Care of High-Cost, Medically Complicated Beneficiaries (cont.) • These patients have largely uninterrupted Medicaid eligibility, but limited engagement in primary care. • Per patient average cost in the prior 12 months was $37,500. • Average cost in the next 12 months is expected to be $46,000 without intervention. • Shared risk and savings will be introduced in the second and third years of the project. 15
Moving Forward • Continue to streamline and expand coverage and enhance access. • Continue with finance reforms that hold providers accountable and support delivery system reform. • Reduce potentially preventable complications. • Reduce potentially preventable readmissions. • Consider bundling of inpatient services. • Support integrated care models. • Continue with program reform. • Support meaningful use of EHRs. • Evaluate improvement in quality and reduction in costs. • Align with federal health care reform. 16
PPT - Value-Based Purchasing in NY Medicaid PowerPoint Presentation - ID:285239
Value-Based Purchasing in NY Medicaid PowerPoint Presentation
Value-Based Purchasing in NY Medicaid
<iframe src="https://www.slideserve.com/embed/285239" width="600" height="497" frameborder="0" marginwidth="0" marginheight="0" scrolling="no" style="border:1px solid #CCC;border-width:1px 1px 0;margin-bottom:5px" allowfullscreen webkitallowfullscreen mozallowfullscreen> </iframe>
Value-Based Purchasing in NY Medicaid - PowerPoint PPT Presentation
Value-Based Purchasing in NY Medicaid. Care Coordination and Payment Reform. Deborah Bachrach, Esq. Medicaid Director Deputy Commissioner Office of Health Insurance Programs New York State Department of Health. Presentation to State Coverage Initiatives National Meeting July 30, 2009.
MEDICARE ENROLLMENT IN PECOS Process -. login to https:// pecos.cms.hhs.gov/pecos/login.do with your existing npi
Reimbursement in the Pay for Performance Era -. jeffrey bush director, corporate reimbursement becton, dickinson and
OGS Procurement Services Group 2010 State Purchasing Forum -. contract administration. ayana
Married to Medicare For Better or For Worse? -. walter tsou, md, mph. congress has passed a new medicare bill that
Value-Based Purchasing: Yes, Virginia, there is a Santa Claus -. brady a. augustine, bureau chief medicaid health
W hat do we know about purchasing practices of New York State School Districts? -. efrc symposium november 19, 2004
Jim Sheehan New York Medicaid Inspector General (518) 473-3782 jgs05@omig.state.ny -Data mining in program integrity and
Children’s Medicaid Managed Care Design Update -. mrt children’s behavioral health subcommittee january 27, 2014
Idiot’s Guide to CMS, VBP, HCAHPs, CPC, TPS -. or, why can’t i just practice good clinical medicine and have all
Hospital Follow-Up Care: Reducing No-Shows – NIATx Project 2013 -. project aims. north central health care |
Medicaid Redesign Team Update and Next Steps -Redesign medicaid in new york state . medicaid redesign team update
Value Based Purchasing, Changes for ICD-10 and the Future of Medicine Robert S. Gold, MD -. the legal stuff.
Getting the House In Order: Responding to Medicare Part B DMEPOS Audits -. mncha annual meeting september 18 turf
Preventing Readmissions -Esteban ramirez, d.o., f.a.c.o.i hospitalist department indiana univ. health arnett.
New Populations and Benefits Transitioning to Mainstream Medicaid Managed Care -. division of health plan contracting
Office of Purchasing and Contracts -. procurement outreach training level ii - module d state finance law; ethics;
Implementing the New Medicaid SBS Program -Michigan medicaid school based services program. implementing the new
Value-Based Purchasing in NY Medicaid Care Coordination and Payment Reform Deborah Bachrach, Esq. Medicaid Director Deputy Commissioner Office of Health Insurance Programs New York State Department of Health Presentation to State Coverage Initiatives National Meeting July 30, 2009
Coverage • Streamlining enrollment and renewal. • Expanding eligibility. • Changing the message. 1
Access to Care • Supporting practices in medically underserved areas and specialties. • Loan repayment. • Start-up grants. • Enhanced Medicaid payment rates. • Expanding Medicaid’s physician network. • Improving access to care outside of business hours. 2
Medicaid Managed Care • Mandatory program began in 1997 under an 1115 Waiver. • 2.9 million beneficiaries are enrolled in managed care plans. • Improved quality and contained costs. • Significant and sustained improvements over time; even as a sicker population enrolls (SSI, SPMI). • Narrowing of the gap between commercial and Medicaid rates of performance. 3
Reward Good Performance • Health plans earn rewards up to 3% of premium for good performance: • HEDIS or NYS-specific quality measures. • CAHPS measures. • Regulatory compliance (reporting, access and availability, provider network). • Plans must qualify for incentive to receive auto-assignments. 4
Medicaid Children’s Measures 2000-2007 5
Medicaid Diabetes Care Measures 2000-2007 * A lower rate is better 6
Build on Managed Care Successes • Expanding mandatory to more complex and costly populations. • Evaluating the benefit package. • Phasing-in risk adjusted rates. • Adjusting for case mix differences. • Priced regionally, not plan-specific. • Aligning Medicaid fee-for-service. 7
2007 & BeyondMedicaid FFS & Managed Care Raise the Bar Medicaid Fee-For-Service Med
icaid Managed Care Working In Tandem To Raise The Bar Value Quality 1995-2006Medicaid Managed Care Raises the Bar Efficiency Accountability Improves Access, Quality, & Accountability Pre-1995Medicaid Stood Still Transparency Access 8
Medicaid Fee-For-Service Payment Policies • Demanding transparency and accountability. • Rationalizing and updating payment methodologies for hospitals, clinics, nursing homes and home care. • Rationalizing payment levels – reducing inpatient rates and investing in outpatient rates. • Incentivizing the development of patient-centered medical homes. • Medical home incentives both fee-for-service and managed care. • Adirondack multi-payer medical home pilot (except Medicare). • Primary care case management in non-mandatory counties. • Paying for quality; not paying for poor quality. 9
Medicaid Fee-For-Service Program Policies Focusing on specific services and populations to improve quality of care and control costs. • Selective Contracting. • Bariatric surgery. • Breast cancer surgery. • Retrospective utilization management. • Chronic illness demonstration programs. • Prior authorization of certain radiology services. 10
Selective Contracting for Bariatric Surgery • Medicaid will contract with 5 New York City hospitals to perform bariatric surgery; currently 25 perform such surgeries. • Why Bariatric Surgery? • New York, like the rest of the nation, has an “obesity epidemic.” • The volume of bariatric surgery is increasing, in part because of claims that bariatric surgery “cures” Type 2 diabetes and greatly diminishes many co-morbidities associated w/ long term obesity. • The literature and our own research indicates that there are significant complication rates associated with bariatric surgery. • There is significant variation in outcomes and re-admissions across NYC hospitals. 11
Selective Contracting for Breast Cancer Surgery • The literature documents significantly higher 5-Year survival rates for women who have breast cancer surgery at high volume facilities. • New York Medicaid now limits reimbursement for breast cancer surgery to sites that have performed more than 30 surgeries per year (both hospitals and ambulatory surgery centers). • Exceptions granted to some sites due to access and provider experience. 12
Retrospective Utilization Review of Fee-For-Service Claims	• Contract awarded to APS through RFP process. • 7 million fee-for-service claims per month will be reviewed. • Evidence based guidelines, disease management analysis and resource utilization review techniques will be used to identify patterns of over-utilization and under-utilization. • Providers demonstrating patterns above or below the norm will be notified and educated by peer consultants. • Interventions will be identified for high-cost, high risk Medicaid beneficiaries. • Total annual cost (with FFP) of $7 million; anticipated annual State share savings of $15M, or $45M over the 3 years of the contract. 13
Coordinating the Care of High-Cost, Medically Complicated Beneficiaries • The Chronic Illness Demonstration Program (CIDP) will run for three years at seven sites at a cost of $30M (including FFP). • Each project is required to have an integrated network of providers to assure facilitated access to medical, mental health and substance abuse services for participants and collaboration with community-based social services. • CIDP uses a predictive algorithm to identify patients at high risk (est. 70%) for medical, substance abuse, or psychiatric hospitalizations in the next 12 months. 14
Coordinating the Care of High-Cost, Medically Complicated Beneficiaries (cont.) • These patients have largely uninterrupted Medicaid eligibility, but limited engagement in primary care. • Per patient average cost in the prior 12 months was $37,500. • Average cost in the next 12 months is expected to be $46,000 without intervention. • Shared risk and savings will be introduced in the second and third years of the project. 15
Moving Forward • Continue to streamline and expand coverage and enhance access. • Continue with finance reforms that hold providers accountable and support delivery system reform. • Reduce potentially preventable complications. • Reduce potentially preventable readmissions. • Consider bundling of inpatient services. • Support integrated care models. • Continue with program reform. • Support meaningful use of EHRs. • Evaluate improvement in quality and reduction in costs. • Align with federal health care reform. 16