Cooperating for better care.

Centers for Medicare & Medicaid Services

Tag Archives

Effort underway to rescue health cooperatives

rescue

The Obama administration  is moving to help struggling health cooperatives set up under the Affordable Care Act even as it seeks to recover federal funds from the failed ones.

The nonprofit co-ops were meant to offer health insurance to consumers on ACA marketplaces and to lower costs by giving established insurers more competition. But more than half of the 23 operating state co-ops have failed after receiving about $1.17 billion in federal loans.

Co-op officials have complained that the ACA has restricted their ability to acquire capital.

But Andy Slavitt, the acting director of the Centers for Medicare & Medicaid Services, has told Congress that administration  has ideas for helping co-ops to attract capital or merger partners.

The  Wall Street Journal reported that the Senate Finance Committee’s chairman, Sen. Orrin Hatch (R.-Utah), called the co-op program poorly designed and  said that it lacked adequate safeguards to protect taxpayer money. “He also questioned the co-ops accounting practices, specifically whether loans were recorded as assets.”

The WSJ reported that “Mr. Slavitt said three-quarters of consumers who were covered by co-ops that failed have now been able to maintain coverage through new plans. He also outlined steps being taken to help ensure the financial health of the surviving organizations, including a financial audit of the remaining co-ops after the end of the current open-enrollment period wraps up Jan. 31.”

The paper added:

“The agency will hold a March meeting with co-op leaders and others involved regarding a formula that spreads out risk among insurers. That program … distributes money from plans with healthier and younger enrollees to plans with sicker and older customers.”

“Co-op officials said the formula used to determine payments left them and smaller insurers at a financial disadvantage compared with larger insurers, and they have been pressing the Obama administration to make revisions they say are necessary to ensuring their survival going forward.”

 


Family caregivers get more legal respect

 

familydoc

The Woman as Family Doctor, by Dr. Anna Fischer-Dückelmann

By ANNA GORMAN

For Kaiser Health News

GLENDALE, Calif.

Diana Matsushima cares for both her husband and sister-in-law full time, giving them their medications and driving them to their doctor appointments.

But when either ends up hospitalized, Matsushima said her role as their primary caregiver is often overlooked. She isn’t always included in the discussions at the hospital, and she sometimes leaves confused about how to best care for them when she gets home. When they are discharged, she said the nurses hand her a stack of papers without much — if any — explanation.

“They print out these cryptic notes,” Matsushima said. “My background is health education and I don’t know what these things mean to me and my family.”

Beginning this month, family caregivers like Matsushima could have a much different experience. A new California law, SB 675, requires hospital staffers to involve a family caregiver during the hospitalization and discharge process, which supporters say will improve patients’ overall health and reduce their chances of readmission.

The law, sponsored by state Sen. Carol Liu,  mandates that hospitals give patients an opportunity to identify a caregiver, notify that caregiver when the patient is to be discharged, and provide information and instruction on the patient’s needs and medications following the hospitalization. Hospitals must still follow privacy laws and aren’t required to release information if the patient doesn’t give consent.

California is among 18 states to pass such laws over the past two years, including Arkansas, New Hampshire, Oregon and Virginia. It’s part of a growing awareness among policymakers and legislators that family caregivers play an important role during and after a relative’s hospitalization.

How hospitals communicate with caregivers is expected to become more important as the population ages and the number of unpaid family caregivers continues to increase. An estimated 40 million Americans have cared for a relative in the past year, according to a 2015 study by the National Alliance for Caregiving and AARP.

The changes are largely being driven by AARP, which is leading a campaign to reduce barriers for family caregivers. The impetus comes from the organization’s 2012 survey, which found that 46 percent of caregivers perform medical tasks, such as giving injections, most without any training or guidance from medical professionals. AARP crafted model legislation known as the Caregiver Advise, Record, Enable, or CARE Act, and is promoting it around the nation.

Elaine Ryan, AARP’s vice president for state advocacy and strategy, said the legislation is designed to improve caregivers’ competency and give them peace of mind.

“A piece of paper can’t really educate people how to fill a syringe or clean a PICC line,” Ryan said, referring to a catheter inserted into a vein in a patient’s arm. The laws “make sure that family caregivers have all the information they need to safely care for their loved one at home.”

Matsushima said she has struggled to get that sort of information since 2009, when her husband had a stroke and she became a caregiver. During one hospital visit, she had to demand that nurses instruct her how to remove her husband’s catheter.

Over the past year, she has also helped her sister-in-law through two surgeries and two lengthy hospital stays. The first time her sister-in-law was discharged, Matsushima said she got very little notice or guidance. Two days later, her sister-in-law fell while getting out of bed and ended up back in the hospital.

Matsushima said she feels “fed up with hospitals” and hopes the new law will make things better for her and other caregivers.

Around the country, however, some hospital associations say their members already include caregivers in the discharge planning process and that adding specific requirements only adds more work. At the same time, hospitals face increased pressure from the Centers for Medicare & Medicaid Services to keep patients from being readmitted, and some recognize that improving communication with family caregivers can’t hurt.

In New Jersey, where a similar law passed last year, the state’s hospital association had some reservations but made a political decision to work with AARP to tailor their model legislation to the state, said Neil Eicher, vice president of government relations for the association. That meant making changes, including stripping out time requirements for notifying caregivers of discharge.

“We understand the importance of having good discharge planning,” he said. “We just didn’t want our hands tied to those time frames.”

Oklahoma also passed caregiver law last year, and Sandra Harrison of the state’s hospital association said some members find it challenging to implement.

“You’ve now got a requirement to educate the caregiver,” she said. “But not everybody has a caregiver … And not all caregivers want to learn or carry out the instructions.”

Currently, hospital staff members often make incorrect assumptions about who the caregivers are or how much they know, said Donna Benton, associate research professor of gerontology at University of Southern California. They send people home without knowing whether food is in the house or someone to get patients’ medication or bring them to a follow-up appointment.

“This is a very important bill,” said Benton, co-director of the Los Angeles Caregiver Resource Center. “This really puts the pressure on the hospital to actually identify the caregiver and try to meet with them according to their schedule.”

Pamela Bingham, an engineer who lives in Virginia, said she quickly felt overwhelmed by everything she had to learn to care for her parents. Her father, who died earlier this year, had kidney disease, diabetes and high blood pressure. She still takes care of her mother, who is blind and has dementia and diabetes.

“It was like I was a nurse,” she said. “And it takes nurses years to learn this stuff.”

Bingham said she was relieved to see a law pass in Virginia earlier this year so caregivers can get more guidance. She said doctors and nurses are focused on treating patients while they are at the hospital — not on what happens after they and their caregivers leave.

“Bills like this are important,” she said. “They force the hospitals to really focus on the discharge process.”

 


Berwick’s 9 steps to a new ‘moral era’ in medicine

 

Donald Berwick, M.D.,  former head of the Centers for Medicare & Medicaid Services and now a senior fellow with the Institute of Healthcare Improvement, got a lot of attention with his recent remarks about the wide gap between what health care is and what it could and should be.

He identified two modern eras in modern medicine:  Science, discovery and the trusted doctor captaining the care team defined the first era. The  current, and in some ways, psychologically harsher era can be defined by accountability, measurement, control and punishment.  Dr. Berwick believes that we’re overdo for a third era that puts together the best of  Eras 1 and 2.

Dr. Berwick offers healthcare leaders nine steps to begin to move into what he calls “the moral era” of medicine:

  1. “Stop excessive measurement: I don’t mean that we should stop measuring. Indeed, I celebrate transparency in every form. How else can you learn? But we need to tame measurement. It has gone crazy. Far from showing us our way, these searchlights training on us, they blind us. We can’t find  {a certain patient in need} in that glare. I vote for a 50 percent reduction in all metrics currently being used.
  2. “Abandon complex incentives: We need a moratorium, I think, on complex incentive programs for individual health care workers, especially for doctors, nurses and therapists. If a program is too complicated to understand, too complicated to act upon by getting better, then it isn’t an incentive program. It’s a confusion program. It’s a full-employment program for consultants.
  3. “Decrease focus on finance: This could be impossible. I feel naïve, almost, suggesting it, but for just a while, wouldn’t it be great if we could step off the treadmill of revenue maximizing? … If leaders really did care about profit, they would concentrate unremittingly on meeting the needs of people who came to them for help, but they aren’t. We aren’t.
  4. “Avoid professional prerogative at the expense of the whole: From Era 1, we clinicians, doctors, nurses, we inherited the privilege. It’s still there. We can still use it. It’s the trump card of prerogative over needs, over the interests of others. ‘It’s my operating room time.’ ‘I give the orders.’ ‘Only a doctor can.’ ‘Only a nurse can.’ These are habits and beliefs that die very hard, but they’re not needed. They’re in our way.
  5. “Recommit to improvement science: For improvement methods to work, you have to use them, and most of us are not. I’m trying to be polite, but I am stunned by the number of organizations I visit today in which no one has studied [W. Edwards] Deming’s work, no one recognizes a process-control chart, no one has mastered the power of testing PDSA (plan-do-study-act), Nathaniel’s Method or the route to the top. You can see the proof of concept. This is beyond theory now.
  6. “Embrace transparency: The right rule is really clear to me. Anything we know about our work, anything, anything we know about our work, the people and communities we serve can know too, without delay, without cost or smoke screens. What we know, they know, period.
  7. “Protect civility: With the self-satisfaction courted by Era 1, with the accusatory posture that’s at the heart of Era 2, civility and, therefore, possibility have been in much too short of supply. I don’t lack a sense of humor, although I may sound like it right now, but in my opinion, jokes about herding cats or green eyeshades or soulless bureaucrats or the surgical personality, or the demanding patient — these are not funny.
  8. “Listen. Really listen: These terms — co-production, patient-centered care, what matters to you — they’re encoding a new balance of power: the authentic transfer of control over people’s lives to the people themselves. That includes, and I have to say this, above all, it has to include the voices of the poor, the disadvantaged, the excluded. They need our mission most.
  9. “Reject greed: For whatever reason, we have slipped into a tolerance of greed in our own backyard and it has got to stop … We cannot ask for trust if we tolerate greed. The public is too smart.”

In R.I., an apparent big ACO success

hope

The Rhode Island flag.

Read how a Rhode Island clinicians group, Coastal Medical, is making an Accountable Care Organization work.

As Felice Freyer, of The Boston Globe, reported: “Coastal Medical, now in its fourth year, stands as an example of an ACO that seems to be making it work: In 2014, it saved $7.2 million while maintaining high ratings for quality.” ACOs, by taking on the financial risk of caring for a population, can be financially rewarded by the Centers for Medicare & Medicaid Services when it saves money.

Some of the things Coastal does, reports Ms. Freyer:

“To prevent needless emergency room visits, Coastal has office hours 365 days a year and stays open till 9 on weeknights.

“To help keep sick and recovering patients at home, nurse care managers work in hospitals and nursing homes to ensure patients have the services they need when they’re discharged.

“When a Coastal patient shows up in the emergency room, the hospital has immediate access to a Coastal doctor who can see the patient’s medical record and help with treatment decisions.”

Ms. Freyer continues:

“{A}ccording to federal data, Coastal (whose patients include residents in nearby Massachusetts) ranked highest in overall quality of care among the 19 ACOs working in Massachusetts and third-highest in the nation. The Medicare program measures quality based on 33 criteria, from percentage getting flu shots and mammograms to how well patients’ diabetes or heart disease is being managed.

“At the same time, Coastal saved money, trimming the cost of care for its Medicare beneficiaries by 7.25 percent in 2014, by reducing the use of hospitals, emergency departments, and nursing homes.”

“The ACO concept aims to encourage providers to take care of all their patients, not just those who come in with complaints, and to keep track of how patients are faring.”

“That means reaching out to patients with serious health conditions — diabetes or congestive heart failure, for example — and urging them to come in for care.

“It also means careful data-gathering and tracking, a task made easier at Coastal by an electronic medical records system in place since 2006.”

“Unlike many ACOs, Coastal isn’t working with Medicare alone. It has similar shared-savings arrangements with the three major health insurers in Rhode Island, and it offers the extra services to all its patients.”

 


Insurers must provide solid data for value-based model

 

As the Centers for Medicare & Medicaid Services accelerates the move  toward  a value-based payment model, its efforts depend upon receiving rigorously collected data from health insurers to improve care delivery, says CMS Acting Administrator Andy Slavitt, reports Health Data Management.

He emphasized that  payers should support providers in improving the entirety of their practices, or delivery-system reform won’t work.

Note that Blue Cross Blue Shield has launched a massive database to make information on healthcare quality and cost available to employers, members and provider partners.

Commercial health plans in the Affordable Care Act marketplace and in Medicare will be required to make data  for providers and patients available in machine-readable form.


CMS wants minimum network standards

 

To address the narrowing of provider networks,  the Centers for Medicare & Medicaid Services wants to mandate minimum network standards for health plans  to be sold on the federal insurance marketplace in 2017.

The proposed rule  would ask states to establish a quantitative measure to ensure that policyholders under the Affordable Care Act have sufficient access to healthcare providers. For states  that don’t establish a standard,  the CMS would mandate a default setting  to  measure network adequacy by maximum travel times or distances to providers.

 


How to get paid for chronic-care management

 

This article in Modern Healthcare explains why most physicians don’t put in for Medicare’s chronic-care management fee but also how some doctors are making it work.

Since last January, the Centers for Medicare & Medicaid Services has reimbursed physicians for monthly expenses for chronic-care management of patients not conducted during a patient’s face-to-face visit with a physician.

The publication reports:

“Complaints about the chronic-care management reimbursement program vary from lengthy documentation to having to have a difficult conversation with patients who now are responsible for a 20% copayment for previously free services.

“Primary-care advocates hoped the care-management fee would transform some practices, encouraging them to invest in infrastructure and adopt a team-based model of care.”

But the numbers so far are very disappointing.

Still, the magazine, offering a few good examples of practices dealing with the reimbursement issue, holds out hope:

“Practices that approach care with a team effort have an easier time fulfilling the requirements needed to obtain reimbursement for chronic-care management.”

 

 

 


Defending process measures for quality improvement

measuringdevice

Love meter and strength tester machine.

Karl Y. Bilimoria, M.D., writing in JAMA, defends the use measures in quality-improvement initiatives and outlines lessons from past experiences that could make their future use as quality measures more successful.

“Public reporting and pay-for-performance programs in health care are critically important and effective levers for quality improvement (QI). However, measurement problems have been identified with many current initiatives that limit the utility of the metrics for QI, the engagement of clinicians in QI, and the value of the information available to patients. Some have suggested focusing decisively on outcomes measures rather than process-of-care metrics. It seems that the Centers for Medicare & Medicaid Services (CMS) is committed to moving away from process measures. For example, some would advocate focusing more on venous thromboembolism (VTE) rates (outcome) rather than examining VTE prophylaxis adherence (process). Even though the decades-old debate regarding the merits of process vs outcome measures currently appears to be swinging toward outcomes, this recent policy shift away from process measures is a mistake: process measures are critical for driving QI.”

A dark corridor for some insurers

 

The Centers for Medicare & Medicaid Services (CMS)  said that the federal risk corridor program will pay only a small part of what it owes to health insurers that offer plans through the Affordable Care Act marketplaces.

FierceHealthPayer explained the program concisely: “The program collects funds from insurers that are more successful on the exchanges and distributes those payments to less successful insurers to lessen the financial risk associated with operating on the exchanges. It has in the past been criticized as a bailout to insurers.

“While health insurers are owed $2.87 billion through the program for 2014, the government will only be able to pay them about 12.6 percent of what they’re owed, CMS says. That’s because ‘issuers,’ or more successful insurers, will pay only $362 million into the program,” the news service reported.

 


Take Medicaid patients — or else?

 

In what would be a big policy change, the federal government is asking physicians whether their Medicare reimbursement should  depend partly on accepting new Medicaid patients or participating in provider networks of health plans through Affordable Care Act (ACA) exchanges.

Medscape reports that a request for information from the Centers for Medicare & Medicaid Services “proposes additional subcategories of clinical practice improvement activities that extend beyond the usual bounds of the Medicare program. One possible subcategory is called ‘promoting health equity and continuity.’ CMS said credit-earning activities under this umbrella could include:

  • “Serving Medicaid beneficiaries, including those also eligible for Medicare.
  • “Accepting new Medicaid beneficiaries.
  • “Participating in the provider network of an ACA health plan.
  • “Maintaining wheelchairs and similar equipment for patients with disabilities.”

 


Page 5 of 7First...456...Last

Contact Info

info@cmg625.com

(617) 230-4965

Wellesley, Mass