Upload
hayley
View
49
Download
0
Embed Size (px)
DESCRIPTION
The Managed Care Opportunity in California’s Rural Counties California Primary Care Association. Friday, March 16, 2012. Today’s Goal. - PowerPoint PPT Presentation
Citation preview
The Managed Care Opportunity in California’s Rural CountiesCalifornia Primary Care Association
Friday, March 16, 2012
2
Today’s Goal
The goal of today’s presentation is to introduce the opportunities that California Clinics have to shape how Managed Care Plans will operate in California’s rural counties.
• Discuss and evaluate options for participating in the formation of a new Plan.
• Evaluate the opportunities and risks that partnering to create a new Plan present to California Clinics operating in rural counties.
• Understand the “Business Relationship Principles” that will help define a potential partnership.
• Enable a conversation among Clinics about how to proceed.
3
The Opportunity: Understanding the Concept
CPCA and its Members must evaluate the value that participating in a plan may bring in conjunction with
understanding the associated risks.
A new Medi-Cal Managed Care Plan would potentially operate statewide and participate in the GMC, 2-Plan, and Rural
Counties.
Participating in the creation of a new Medi-Cal Managed Care Plan offers CPCA and its members financial and strategic value.
4
What Options Do Clinics Have For Engaging Managed Care?
There are several ways that Clinics and PCAs can engage Managed Care:
1. Working in conjunction with a Managed Care Plan to determine a strategy for keeping the population healthy.
2. Negotiating contracted payment terms that set rates and other factors.3. Providing services to the plan that extend beyond traditional medical
services.4. Participating in the governance of the Plan.5. Investing in the Plan.
We will evaluate each of these options. They are not mutually-exclusive.The PCA and Membership are evaluating these options.
5
#1 Medical Management: Keeping Populations Healthy
Working with Managed Care to develop a “Medical Management” strategy typically includes:
• Determining how and where care coordination and other enabling services should be provided.
• Working to establish clinical guidelines and practices.• Agreeing on measures of clinical performance.• Determining quality-based or cost-based incentive models.• Developing data-sharing strategies that produce quality and cost
outcomes.• Identifying opportunities for quality improvement and cost-savings, and
creating joint implementation strategies.
6
#2 Contracting: Setting Clinic Payment Terms
Negotiating contracted rates helps to ensure payment adequacy and preserve historical payment systems for Clinics:
• The following trends in Clinic / Managed Care contracting are emerging:– Preservation of “PPS”- style encounter rate payments.– Many include opportunities to earn upside payments tied to achievement of clinical
or financial outcomes.– Some also include monthly care-coordination payments.– Often, Plans may offer favorable “cash-flow” terms including payment of State
“wraps” up front.
• Since Clinics are more effective than other settings of care in helping Managed Care Plans manage to Total Cost of Care, it’s possible to negotiate these preferred terms.
7
#3 New Services: Building Business Around a Plan
In conjunction with the Clinic infrastructure, including the Primary Care Association and the Regional Consortia, it may be possible to create new business lines. Here are examples from other arrangements:
• Data-warehousing• Quality improvement• Credentialing of providers• Outreach, enrollment, and education• Billing and coding technical assistance• New pharmacy capacity• Transportation• Infusion• Many others…
8
#4 Governance: Setting Long Term Direction
There may be opportunities to steer the long-term direction of the plan by participating in the governance structure of the plan. This can take many forms:
• Participation in the Board provides opportunities to make decisions about Plan direction.
• Many Plans also maintain committees that make recommendations to the Board. Clinic staff can populate these committees. Here are examples:– Quality Improvement: Make recommendations about applying Plan resources.– Compensation: Surface issues tied to payment terms.– Network Development: Evaluate the adequacy of specialist and hospital networks.
9
#5 Ownership: Investing in the Plan
Many Clinics and Clinic Associations have taken an equity position in Managed Care Plans. Typically, this is a minority stake in the Plan.
Doing so offers the following benefits:
• Increased decision-making in Plan governance.• Opportunity to participate in profit-sharing through payment of
dividends to Plan owners.• Participation in various “exit strategies” where an owner’s stake is
purchased. This can be lucrative.
10
The Opportunity: Value, Defined
VALUE
FINANCIAL VALUE
• Ownership stake in plan for PCA and Members creates new, diverse source of revenue (DIVIDENDS)
• Ownership stake can be lucrative if plan is sold or exists (EQUITY)
• Owners will have considerable say in developing Clinic reimbursement methodology (CONTRACTING)
• PCA, Consortia, and Clinics can provide needed services to the plan (NEW BUSINESS LINES)
• Plan will make investments in existing initiatives, where there is alignment. For example, branding (CO-INVESTMENT)
STRATEGIC POSITIONING
• Exercise control over reimbursement methodologies adopted for Clinics (PAYMENT REFORM)
• Participate in decision making about where and how Plan operates geographically (PRESERVE RELATIONSHIPS)
• Establish “Clinic First” patient assignment rules and HBE participation that preserve and expand Clinic patient-base (MARKET SHARE)
• Strengthen relationships with specialists and hospitals where appropriate (NETWORK DEVELOPMENT)
• Align Plan and Member interests to establish a new, supportive, and politically influential entity (PARTNERSHIP)
11
The Opportunity: Maximizing Reimbursement
Developing a Managed Care plan will create opportunities to develop a reimbursement model to more effectively spend the $1.22B of project “Medical Loss” to achieve better outcomes.
Why a “Clinic-led” Health Plan makes sense:– Comprehensive primary care is effective in minimizing “Total
Medical Expense”– The plan could adopt Clinic payment terms that are adequate
to sustain and grow Clinics, while supporting new models of care:• Care coordination fees to support PCMH programs and enabling
services• Fair “PPS-style” payments for patient encounters• Shared-savings programs to incent performance and achievement
12
The Opportunity: Maximizing Reimbursement
Here is how a group of Clinics can potentially impact cost in populations of Medi-Cal patients when the payment methodology is designed in this way.
Medical Loss Categories % of Premiums Spent on Each Category
Net Savings to Plan
@86.5% = $1.22B @80.5% = $1.13B
Primary and Preventive Care 23% 25% $24.3M
Inpatient Services 38% 33% ($60.8M)
Prescription Drugs 14% 13% ($12.2M)
Hospital Outpatient (ED) 5% 5% ----
Skilled Nursing 6% 5% ($12.2M)
Home Health 5% 4% ($12.2M)
Hospice 3% 2% ($12.2M)
Other 6% 6% ----
($85.1M)
13
The Opportunity: Maximizing Reimbursement
Here is how a group of Clinics can potentially impact cost in populations of Medi-Cal patients when the payment methodology is designed in this way.
Medical Loss Categories % of Premiums Spent on Each Category
Net Savings to Plan
@86.5% = $1.22B @80.5% = $1.13B
Primary and Preventive Care 23% 25% $24.3M
Inpatient Services 38% 33% ($60.8M)
Prescription Drugs 14% 13% ($12.2M)
Hospital Outpatient (ED) 5% 5% ----
Skilled Nursing 6% 5% ($12.2M)
Home Health 5% 4% ($12.2M)
Hospice 3% 2% ($12.2M)
Other 6% 6% ----
($85.1M)
Spending an extra 2% on Primary Care would create a PMPM care coordination
budget of $5PMPM.
14
The Opportunity: Maximizing Reimbursement
Here is how a group of Clinics can potentially impact cost in populations of Medi-Cal patients when the payment methodology is designed in this way.
Medical Loss Categories % of Premiums Spent on Each Category
Net Savings to Plan
@86.5% = $1.22B @80.5% = $1.13B
Primary and Preventive Care 23% 25% $24.3M
Inpatient Services 38% 33% ($60.8M)
Prescription Drugs 14% 13% ($12.2M)
Hospital Outpatient (ED) 5% 5% ----
Skilled Nursing 6% 5% ($12.2M)
Home Health 5% 4% ($12.2M)
Hospice 3% 2% ($12.2M)
Other 6% 6% ----
($85.1M)
The Clinics would work with the plan to target the areas that are most likely to produce clinical and financial results.
15
The Opportunity: Maximizing Reimbursement
Here is how a group of Clinics can potentially impact cost in populations of Medi-Cal patients when the payment methodology is designed in this way.
Medical Loss Categories % of Premiums Spent on Each Category
Net Savings to Plan
@86.5% = $1.22B @80.5% = $1.13B
Primary and Preventive Care 23% 25% $24.3M
Inpatient Services 38% 33% ($60.8M)
Prescription Drugs 14% 13% ($12.2M)
Hospital Outpatient (ED) 5% 5% ----
Skilled Nursing 6% 5% ($12.2M)
Home Health 5% 4% ($12.2M)
Hospice 3% 2% ($12.2M)
Other 6% 6% ----
($85.1M)
If successful, an incentives budget of $8PMPM.
*This assumes 50% of savings paid in incentives, common in these models
**This is on top of traditional payments for care
16
The Risks: Overview
Applying for and implementing a Medi-Cal Managed Care plan will carry significant financial and other risks Here is a summary.
– The cost of participating in RFP/RFA processes can be very expensive – this investment is lost if a plan is not awarded.
– Managed Care plans have significant regulatory requirements which must be navigated carefully – Knox-Keene laws, in particular, are tricky.
– Administering a plan requires a lot of infrastructure, which comes with a lot of cost. Overruns in administration eat into profits and incentives.
– A Plan has significant capital requirements, specifically funding an increasing reserve fund. Failure to keep pace means slow growth and/or fiscal instability.
– Entering into the insurance business has the potential to change the current dynamic with existing Managed Care plans.
17
The Risks: Mitigating Financial Risk
Applying for and implementing a Medi-Cal Managed Care plan will carry significant financial and other risks Here is a summary.
– The cost of participating in RFP/RFA processes can be very expensive – this investment is lost of a plan is not awarded.
– Managed Care plans have significant regulatory requirements which must be navigated carefully – Knox-Keene laws, in particular, are tricky.
– Administering a plan requires a lot of infrastructure, which comes with a lot of cost. Overruns in administration eat into profits and incentives
– A Plan has significant capital requirements, specifically funding an increasing reserve fund. Failure to keep pace means slow growth and/or fiscal instability.
– Entering into the insurance business has the potential to change the current dynamic with existing Managed Care plans.
These first four risks are best mitigated by working with an experienced partner that can bring:
• Capital• Experience navigating regulatory / legal issues
• RFP/RFA technical expertise• An established administration infrastructure
18
The Risks: Mitigating Political Risk
Applying for and implementing a Medi-Cal Managed Care plan will carry significant financial and other risks Here is a summary.
– The cost of participating in RFP/RFA processes can be very expensive – this investment is lost of a plan is not awarded.
– Managed Care plans have significant regulatory requirements which must be navigated carefully – Knox-Keene laws, in particular, are tricky.
– Administering a plan requires a lot of infrastructure, which comes with a lot of cost. Overruns in administration eat into profits and incentives
– A Plan has significant capital requirements, specifically funding an increasing reserve fund. Failure to keep pace means slow growth and/or fiscal instability.
– Entering into the insurance business has the potential to change the current dynamic with existing Managed Care plans.
But, the partner must also be flexible and open to working with the Members to address the primary
non-financial risk.
19
The Partnership: Key Business Relationship Principles
• Partial ownership of the plan (Equity)• Favorable contract terms for CHCs• Control over where the plan operates geographically• Participation in governance
– Plan Board representation– Committee representation
• Funding to initiate the relationship• Marketing and branding• Network development• A care management model that aligns with CHC competencies• Access to data
20
The Partnership: Key Business Relationship Principles
Handout
21
Q&A and Discussion