How To Create Successful Partnerships with Managed Care Organizations Deb Adler SVP of Behavioral Network Services Optum Greater Need for Clarity of Provider Competences Especially for Complex/High Cost Conditions Complex and high cost populations need specialized trained provider types and systems to be maximally effectively. Research has shown in many areas that highly trained clinicians had a better outcome than care through a generalized usual care provider. Current generalized training and licensure does not clarify experience nor competence for these populations The system will need to have processes to measure and identify competencies Dual Eligible Eating Disorders Autism (Disabled) Chronic Relapsing Mental Illness Military Population Developmentally delayed Child/Adolescent Mental Illness Behavioral Learning Co-morbidities Disabilities *Copy and paste this text box to enter notations/source information. 7pt type. Aligned to bottom. No need to move or resize this box. Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Behavioral Health System – Multi- Stakeholder Complexity For behavioral health services, there a many different types of providers for the variety of services needed to prevent, diagnoses and treat behavioral health conditions. How do they fit and how do they connect to be a efficient and effective care system. Marriage and Family Counselors Nurses Peer Services Social workers Primary Care Physicians Psychologist Community Services Psychiatrist Addiction counselors Consumers, Families and the Community Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Behavioral Health Functional System Structure • Functional systems are necessary components of care delivery. How they are organized, structure and provided may differ in the future. Preventive Health /Wellness System • Acute Crisis Service System Integrates with Community Systems • Handles Acute Crisis • Recruitment and Screening • At risk population management • Prevention Training • Well –being/Resiliency Chronic Care System Medical with Comorbidities System • Tracking and monitoring • Consultation • Coordination capabilities • Training/coaching • Stabilization • Engagement capabilities • 24/7 system • Behavior change capabilities • Manage thru others • Medical familiarity • Flexible and mobile access *Copy and paste this text box to enter notations/source information. 7pt type. Aligned to bottom. No need to move or resize this box. Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. The Integration Continuum Source: Adapted from Blount 2003 Coordinated Care Model Routine screening for behavioral health problems conducted in primary care setting Co-located Only Model Medical services and behavioral health services located in the same facility Fully Integrated Model • Medical services and behavioral health services located either in the same facility or in separate locations Health Plan Plan with with Established Health or Developing ACO • Referral process for •Patient Referral relationship medical cases to be seen Centered • One treatment plan between primary care and by behavioral specialists with behavioral and medical Medicalhealth Home (s) behavioral settings elements States Pursuing Health Home State Plan Amendments • Enhanced informal • Routine exchange of information between both treatment settingsProviders to Direct to ACO bridge cultural differences communication between the primary care provider and the behavioral health provider due to proximity Primary care provider to deliver behavioral health interventions using brief algorithms • Consultation between the behavioral health and medical providers to increase the skills of both groups •Providers Connections made between the patient and resources in the community • Typically, a team working together to deliver care, using a prearranged protocol • Use of a health record or patient registry to track the care of patients who are screened into behavioral health services and a common platform to track and monitor patients that the entire team can use. Proprietary and Confidential. Do not distribute. Network Referrals Geared by Provider Performance We are exploring three distinct approaches to differentiate providers and steering members toward the most appropriate high-performing providers Provider Tiering Specialty Networks Centers for Excellence Encourage use of in-network preferred providers, facilities or places of service High-performing networkspecific population or specific modality Superior performing providers that apply evidence-based practices, targeted at high-cost, high-risk populations • No changes to network; preserves choice • Requires high level of consumer engagement and understanding of benefit plan • Provides consumers with information and/or transparency tools (cost and quality) which enable more informed decisions Cost and quality ratings available online at LiveandWorkWell • Requires specific criteria (e.g., certified suboxone providers) • Network typically created from a subset of our broader Choice Network • Based on expert panel, literature review and research regarding best practices • Requires specific criteria for participation and ongoing system sustainability Disability, EAP, Peer Support, Outpatient Substance Use, Autism Eating Disorders Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. New Network Configurations • Organizations are starting to recruit and/or build service capabilities to supply a need to system administrators, and other payers. • • • • Autism Intensive Behavioral therapy services SUD after and Eating Disorder residential care Umbrella Organization IT/EMR Contracting Billing Reaching Outside Of Service Area Crossing State Lines Global Expansion South America Europe Service Area Provider Provider Provider EAP Peer Based Services India China Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Achieving the Triple Aim Improved Population Health, Patient Centered and Affordable Fundamental levers within the Triple Aim that are changing in the health care delivery systems. Triple Aim Payment Reform Practice Performance Measurement Transparency • Movement from volume based payments to performance-based contracting. • Linking performance with payment • Bundling rates across discipline and levels of care • Require ability to frequently status performance and conduct causal analysis • Shifting more financial accountability to providers • Linking performance with ability to in a system • ‘Learning Organization” Accountability • Process, clinical effectiveness and cost transparency • Balancing clinical and financial decisions • Info for Consumers • Info available to Competitors • Access to relevant data to support management. • Benefit linked to high performing networks • Population management approach • Shared accountability Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Challenges for Providers in Managing Population Health Ability to Mitigate Readmission Risk Ability to Impact the Future Medical Costs of a Population • Over half of readmits did not see a psychiatrist post-discharge¹ • Over half of inpatient claimants had minimal to no engagement with the behavioral health delivery system in the prior year1 • Failure to follow-up with prescriber or therapy is the most common cause of readmits¹ Managing Psych Crisis Over 40% of mental health cases in the ER are admitted vs2 less than <5% of medical Early Identification/Prevention 3x higher incidence of Mental disorder in offspring's of depressed parents5 Ability to Control Resource Utilization • A quarter of patients given more information about treatment options choose a less intensive option, or services³ Treatment Adherence 17 -22% drop out of psychotherapy prematurely3. 3.75 times the risk of psychotic relapse with med Non-compliance4 1. Commercial insured population analysis, 2010. 2. Owens, P. HCUP MH and SA Related ED Visits Adults. AHRQ 2007 3. Olfson ‘Dropout from Outpatient MH Care. Psych Services July 2009 4. Fenton, WS. Med non adherence in Schizophrenia. Schizo Bull 1997;5. Weissman et el 2006 Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. “Learning Systems” • Recent IOM study, “Best Care at a Lower Cost”: The Path to Continuously Learning Health Care in America • Large randomized clinical trial are not practical and too costly to implement • Digital records present a tremendous opportunity to generate information and facilitate practice based learning • Large clinical and administrative data bases, clinical registries, personal electronic records, ( smart phones, mobile devices) • Provider- patient interface becomes the critical source of data for care decisions, research and ensuring the quality of the data • Promotes the use of practice based data • Registry data availability in real time • From data to information to facilitate practice decision and increase knowledge Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Managed Care Organizations – System Administrator Role – Facilitating systems of care • Looking for comprehensive providers for high risk populations • Cross level of care accountability • incorporating community services into delivery system, (peer services) – Sharing accountability, risk and leveraging incentives – Facilitator of creative contracting and progressive move to shift to sharing financial saving/risk • Pay for Performance • Shared Savings Models • Partial capitation • Facilitate business acumen – Broker access to technology – Incentivize needed practice changes to address gaps in care and organized systems – Broker of standardization of data – Facilitator of transparency of performance Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Essential Provider Capabilities for the Health Care Industry Storm 1 Structure and Process to Manage Higher Levels of Accountability (performance/financial) 2 Different Type of Provider Practice - System Practice 3 Integration of Information Technology 4 Measurement and management clinical performance (efficiency and effectiveness) 5 Population and Individual Health Management 6 Clinical and Financial Risk Management Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Are You Ready For The Change? 1 If accountable for a population, do you have the necessary visibility to the critical clinical and cost risk factors? 2 Are your clinical staff appropriately trained and/or experienced for the incoming population? 3 Do you have the appropriate technology working to enhance your work flow and clinical operations? 4 Do you know your clinical effectiveness and efficiency stats? 5 Do you know the outcomes stats for the population you have touched? 6 Are you sufficiently capitalized to take risk or withstand shifts in revenue changes? 7 Do you have the clinical operations in place to fit into or implement one of the needed systems of care? Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. The Storm of the Changing Industry Are You Ready For the Change? Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Behavioral Health Providers – Characteristics of provider practice – Old and New • Single facility • Unconnected to other behavioral health providers • Linked Levels of Care - formal or virtual Integrated into a care system • Unconnected to PCP providers • Connected to a multidisciplinary behavioral health and medical team • Limited use of technology and data • Population management approach • Clinical judgment • Uses computers for tracking treated patients - EMR/tracking systems • Limited experience in financial risk • Singular patient focus • Single episode dependent • “Illness” approach • Quantitative demonstration of clinical effectiveness and efficiency • Incorporate more efficient treatment techniques- recovery/resiliency Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Outline • What are Managed Care Companies Doing to – Support Providers – Support Members • How providers can – Differentiate their services – Prepare for the Changes in Healthcare – Negotiate better contracts Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Areas of Focus Engagement • To become the most respected managed care organization • To treat our providers as important customers and valued resources • To listen and respond to provider’s needs and expectations Transparency • To provide feedback to providers to promote improved performance • To facilitate informed decisions through cost and quality transparency • To provide real-time access to the right providers at the right cost Affordability • To use tools that support a shift towards outcome-based payment models and delivery systems • To use network tiering to support access to preferred providers or places of service • To use network tools to make the healthcare system more engaging, effective and affordable in the local community Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. The Voice of the Provider Listen, Learn, Respond What We Have Learned • Providers expressed a keen interest in using web portals more frequently and requested enhancing online transaction options to save time and avoid phone calls • Providers want communication materials that are brief, meaningful, and timely • Providers don’t feel empowered and respected by managed care companies; they want to feel valued for their clinical expertise • Providers want global solutions (e.g., CAQH), including consistent and streamlined processes both within and across managed care companies How We Have Responded • Targeted Portal Enhancements • On-line Claims adjustments • Layered Communication Strategy • ONE Toll-free provider participation line, emphasizing first call resolution • Proactive messaging and monitoring of provider requests • Secure Message Center • Providers Are Customers Too! • Clinical Initiatives focused on consistent, web-enabled and streamlined tools Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Incentivizing Performance on What Matters • We empower providers in tangible ways Center for Clinical Excellence CEUs Offering one year of free access to 400 online behavioral health CEUs as rewards for increased provider adoption of wellness assessments This online provider community facilitates the sharing of best practices and innovative ideas to improve behavioral health practices Discounts for Electronic Health Record products Loans Three-tiered offering at different price points Low-interest loans to support provider adoptions of Electronic Health Records 04/20/2012 Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Leveraging technology to promote engagement • Partner with a trusted provider for a pilot study of a new program PROGRAM GOALS: • Increase the completion of Wellness Assessments – To begin April 2013 and will last three months • Assist the clinic with appointment reminders – A high volume group in South Carolina was selected • Decrease missed appointments and provider downtime • Provide a tool to aid providers with appointment reminders – Text reminders automatically sent to clients for each session – Not limited to just Optum members – Decrease missed appointments Your wellness appointment is tomorrow at 9:30 am. Don't forget to complete your wellness assessment at your appointment. • Enhance patient experience by encouraging the completion of Wellness Assessments Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Peer Support Tools for Enhancing Wellness Optum Whole Health Tracker Smartphone Application • Free to consumers • Private and confidential (access code protected) – Employees can share goals and progress pages via e-mail with treating clinicians and peer coaches • Built in collaboration with national expert Larry Fricks, VP of the SAMHSA/HRSA Center for Integrated Health Solutions • Also available as a “paper-and-pencil tool” The exponential growth of mobile communications* • The UN’s International Telecommunication Union estimates that 78% of the world’s population will have a mobile phone subscription by the end of 2010 (5.3 billion mobile subscriptions) • The International Data Corporation reports that global smartphone sales jumped by 90 percent year-over-year. Employees set goals that are important to them in ten health lifestyle domains: 1. 2. 3. 4. 5. 6. 7. Healthy Eating Physical Activity Restful Sleep Stress Management Service to Others Support Network Maintaining a Positive Outlook 8. Countering Negative Self-talk 9. Spiritual Beliefs and Practices 10. Purpose *Source: J. Walter Thompson, “10 Trends for 2011,” December 2010. Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Compensation Continuum In selected provider arrangements based on provider readiness, we are supporting financial risk, accountability, and utilization management practices. Compensation Continuum Small % of financial risk Fee-forservice No Accountability Performance - based Contracting Moderate % of financial risk Bundled and Episodic Payments Shared Savings Moderate Accountability Large % of financial risk Shared Risk Capitation Capitation + Performancebased Contracting Full Accountability Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Performance-Based Contracting – At A Glance Incentivizing provider performance leads to better outcomes for employees. Facility Participation Requirements Metrics Performance Incentives • Adheres to our utilization management process, Level of Care Guidelines and Coverage Determination Guidelines, including attending MD visits, pre-authorization requirements, and discharge planning • Qualifies as an OptumHealth High-Volume provider • Participates in periodic meetings with OptumHealth clinical operations staff to review data • Submits claims electronically • Reduction in Average Length of Stay • Reduction in 30 day Readmission rate to any inpatient LOC • Improved results on ambulatory follow-up rates (7 days post inpatient discharge) • Facility will earn escalator based sharing of savings if performance is within targeted range • Facility will earn additional escalator through greater sharing of savings if performance exceeds range (up to a cap) • Can earn return if only one measure is met as long as there are savings in total days Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Leading the way Pay for Performance Formal agreements Member Transparency Agreements in process • Reward providers for increased collaboration, outcome-based results, and improved cost-efficiencies. • Preferred clinicians “star-rated” for quality can earn a second star rating for meeting cost-efficiency standards • Nearly 10% of our total spending on network-based health care services is tied to performance-based incentive contracts • Seeking formal accreditation for our provider performance programs through NCQA Physician Quality Accreditation program Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Concierge Service for Platinum Facilities The Best for the Best • Two stars on LAWW • Public acknowledgement of Platinum status via formal notification to all network providers in the same geographical area • Certificate of Achievement for public display • Assigned Practice Mgmt Specialist • Dedicated claim resolution resource • Direct phone line to Medical Director • Dedicated Network contact • Facility/Provider newsletter recognition • Smart phone application for members to locate facilities with stars • Partner Pilot opportunities Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. 25 Transparency “I feel very comfortable using this online tool to estimate the costs for behavioral health care because it helps me find the best providers for the best price in the comfort of my own home.” — Member Testimonial Confidential property of Optum. Do not distribute or reproduce without express permission from Optum. Member Transparency To Provider Cost and Quality •Members can compare clinicians by cost (actual out-of-pocket expenses) as well as clinical performance ratings on quality and efficiency. Preferred clinicians “star-rated” for quality can earn a second star rating for meeting cost-efficiency standards "This looks a lot like picking a flight…it is already feeling familiar.“ “Ratings matter.” — Consumer Testing Responses Confidential property of Optum. Do not distribute or reproduce without express permission from Optum.
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