Title: Committee on Geographic Variation in Health Spending and Promotion of High-Value Care Institute of Medicine
1Committee on Geographic Variation in Health
Spending and Promotion of High-Value
CareInstitute of Medicine
- Testimony of Larry deGhetaldi, M.D.
- Sutter Healths Palo Alto Medical Foundation
- the California Medical Association
- January 17, 2011
2CMS Mission Statement
- To ensure effective, up-to-date health care
coverage and to promote quality care for
beneficiaries - CMS' Vision
- To achieve a transformed and modernized health
care system. - CMS will accomplish our mission by continuing to
transform and modernize America's health care
system. - CMS' Strategic Action Plan Objectives
- Skilled, Committed, and Highly-Motivated
Workforce - Accurate and Predictable Payments
- High-Value Health Care
- Confident, Informed Consumers
- Collaborative Partnerships
3Summary
- Getting the Geographies Right
- Getting the Risk/Cost Adjusters Right
- Start with Existing Anchor System Models
- Reward Clinical Innovation
- Reward Sustained Efficiency
4The Geographies of Dartmouth CMS
HRRs typically resemble and overlap with
MSAs HSAs are sub-county units built around
dominant hospitals
51. Getting Geographies Right
- Converge Physician and Hospital Geographies
- Aligns cost risk inputs
- Decreases payment errors
- Size of Geographic Units
- Accountability is lost if the geography is too
large - Use MSAs for cost inputs
- Use Dartmouths H.S.A.s for
- Global payments (ACOs and MA payments)
- Value-added features currently in development
6The Broken Physician Localities
- Physician Payment Localities est. 1966
- No updates since 1996
- GAO (2007)
- Geographic Areas Used to Adjust Physician
Payments for Variation in Practice Costs Should
be Revised. - More than half of the current physician payment
localities had counties within them with a large
payment difference of 5 or more percent between
GAOs measure of physicians costs and Medicares
geographic adjustment for an area. - Recommends that CMS revise payment localities
using a uniform approach and update the
localities on a periodic basis.
7Why Are These Maps Different? Congruency Will
Improve Payment Accuracy
(Physicians)
8Why Are These Maps Different? Input Costs Should
Apply to Measured Geographic Units
- Hospitals
- 12 Distinct MSAs
- High cost DC suburban counties accurately paid
- Physicians
- One statewide physician payment
- Up to 20 underpayments in suburban DC counties
- Small section of VA included in the DC locality
9Right Sized Geography for Risk Adjustment Los
Angeles Problem
- One-third of CA population
- FFS Consumption MA rates gtgt No CA
- (SF896 LA 1020 Dade 1426)
- Diverse population needs risk adjuster at more
granular geographic layer - Commercial rates at or below RBRVS
- Total per capita Medicare exp gtgt Rest of CA
- The parabolic relationship
10The Los Angeles Problem
The parabolic relationship between income and
expenditures within the Commercial population.
Commercial Population
Average Expenditure Commercial
Poverty also increases expenditures for
Medicare beneficiaries
11The Los Angeles Problem
Immigrant Status Also Affects Expenditures and
May Contribute Independently to Income
12Cost Risk Adjuster
- Cost Adjuster
- Set to a national benchmark of 1.0
- Hospital Wage Index is necessary for costs
- Physician GPCIs are necessary cost adjusters
- Use MSAs as the Geography
- Risk Adjuster
- Set to a national benchmark of 1.0
- CMS data for risk used at the beneficiary level
- Apply at a sub-county level reflective of
community (H.S.A.) risk - Should capture health, poverty, and immigrant
status
132. Getting the Cost/Risk Adjusters Right
- Step One Measure total Expenditures
- Step Two Remove IME, GME and DSH payments
- Step Three Adjust for Risk (most granular level
available, typically the H.S.A.) - Step Four Adjust for Costs (using MSA cost
inputs for hospitals and physicians) - Step Five Factor in Historical Consumption
Inflation (Reward sustained efficiency over time)
14What are Risk/Cost Adjusters?
15Why Include Risk/Cost Adjusters?
- Some variations in Medicare expenditures are
reasonable - Impact of age, disability status, race/ethnicity,
poverty, deferred health care, immigrant status - Higher prevalence of dual eligibles
- Variations in physician practice expenses (GPCIs)
- Variations in hospital core expenses (wage index)
- GME DSH expenditures vary by county/H.S.A.
16Risk and Cost Adjusters Applied (GAF
Geographic Adjustment Factor)
Dartmouth
CMA Derived
CMS Data
County
Remove DSH et al
Adjust for Risk
Adjust for Cost Inputs
Baselines should reflect cost AND risk
variations and should incent favorable
inflationary trends.
Getting the Benchmarks Right
17Without Cost Adjustment CA 101 of U.S.
18With Cost Adjustment CA 90 of US
19The Los Angeles Problem
- The CMS County Risk Adjuster of 1.12 applied
countywide - Underpays low income/high risk communities (HSAs)
- Overpays high income/low risk communities
- Flattens the parabolic curve in large, diverse
populations - Could exacerbate health care disparities as it
unintentionally redistributes Medicare payments
away from at-risk populations, by reducing the
desirability of serving Medicare beneficiaries
in those areas - CMS has risk data calculated at the FFS
beneficiary level which could be adapted to
H.S.A. risk adjusters
203. Start with Existing Anchor System Models
- Northern California Medical Group Innovators
- Kaiser Permanente the original disruptive
innovator - Sutter Healths Palo Alto Medical Foundation
- And other multi-specialty medical groups
integrated with hospitals - Southern California IPA Innovators
- IPAs at risk for total cost of care
- Leveraging the Medicare Advantage programs total
risk opportunity for physician incentives - California
- Physician Organizations adopting quality,
service, and efficiency targets - Wide adoption of Pay for Performance by
physicians - Advanced systems for managing chronic diseases
- Advancing Physician-Hospital Organizations
- Physicians Leading Transformation
- High Hospital Wage Index yet low hospital
utilization
21Success with Medicare Advantage Improves FFS
Medicare Performance
- 1,664 FFS Bed-Days versus 982 Bed-Days for MA is
the CA opportunity - Los Angeles IPAs have MA Bed-Days in the 600s
- Lower MA Bed-Days derive from coordinated
physician-led care
224. Rewarding Innovation Transparency
- Palo Alto Medical Foundation
- 1,000 physicians, multi-specialty medical group
- 750,000 pts -30 capitated 70 FFS
- Three fully aligned hospitals four partner
hospitals - Physician led
- Community Board populated by Silicon Valley
Industry Leaders - A culture of Innovation Excellence
23Sutter Healths PAMF
- Disruptive Innovations Underway
- Group Practice since 1930 Non-profit since 1981
(Sutter Health Affiliate) - Research, Education and HealthCare Delivery Meld
(Physician Led) - Early e HR and Patient Portal Adoption
eMessaging/eVisits Free to Pts. - Interoperable e HR with FQHC (Santa Cruz pilot)
Specialty care for the safety net (Community
Need) - Beyond Pt Centered Medical Home primary care
redesign (Primary Care Resurrection) - Physician Dashboards/Internal Transparency
(Accountability) - External Quality/Service Transparency (Quality
Service Standards) - Shared Decision Making Modules (Patient
Preference, not MD Preference) - Shared Medical Appointments (Enhancing
Compliance) - Longitudinal Outcomes Analysis partnering with
hospitals (Value) - Research Institute Focus on Healthcare Delivery
Reforms - David Druker Innovation Center (established 2010)
(Paul Tang, MD as lead) - Physician/Admin Pairings at all levels of the
organization
24Two Key Innovations Underway at PAMF
- Clinical Variation Reduction
- Physician driven physician defined, specialty
specific - Physician-defined Quality/Outcomes metrics
- Measurable Savings to Payers and Patients
- Palliative Care Ambulatory Medical Home
- Leveraging current high performance on end of
life expenditures - Patient Family Centered in an ambulatory
environment with dedicated Palliativists and care
team - Contrast
25How Can CMS Incent Innovation?
- CA Private Sector paid for HIT Quality
Innovation - Provide Resources to Physician Groups to support
Clinical Variation Reduction - Provide same to individual physicians based on
physician specialty-defined clinical protocols - Provide payments for palliative, end-of-life
medical home care
265. Reward Sustained Efficiency
27Medicares Geographies in CA
Small homogeneous counties like Santa Cruz could
be treated as a single HSA
28Recommendations
- Adopt MSAs for
- Hospital and Physician Cost inputs (hospital wage
index MD GPCIs) - Adopt H.S.A.s for
- Value Based incentives efficiency, service,
quality, innovation - Global Payment Targets
- Medicare Advantage Rates
- ACO Benchmarks
- Abandon
- Current 89 Physician Fee Schedule Areas
- County Based MA rates and move to H.S.A. cost
risk adjustments - Develop
- Risk Adjustment data at the H.S.A. level
- Cost Risk Adjusted targets for each H.S.A.
- Quality and Service Metrics/targets at the H.S.A.
level - Medicare Advantage and ACO targets should be
applied using congruent geographies with similar
incentives - Longitudinal incentive for inflation control
- Incent Innovation
- Pay us (groups solos) to innovate and we will
29Summary
- Geographies Need
- Update the Physician localities and make
consistent with Hospital localities - Risk and cost adjusters at the level of the
community (H.S.A.) which can be accountable to
payers and patients - Risk Cost Adjusters are Needed
- Accurate risk, cost and Value Metrics Actionable
at the physician and medical group level - Actionable value metrics at both the physician
and medical group level - Anchor System Models
- Exist due to market influences that should not be
ignored - Should be early adopters
- Incentivize Innovation
- Especially around data sharing leading to
clinical variation reduction - And focused on improvements in end-of-life care
- Inflations Impact Compounds
- SF 2.36 over 15 years
- McAllen 8.31