4/22/2012 The State of Quality & Measurement in Indiana: Are We Improving? Katherine J. Wallace, RHIA Director, Performance Improvement Indiana Hospital Association 1 Objectives • Review the current and future state of health care measurement impacting our hospitals’ financial state • Examine Indiana’s standing nationally in results for measures • Review efforts taking place in Indiana to improve efforts and if those efforts are successful 1970’s • Rising cost of medical care and fee-for-service environment, risk management, medical malpractice, and awareness that health careassociated infections can lead to litigation • Hospitals began to track and reduce the frequency of both endemic and epidemic hospital infections • Emerging pathogens and anti-microbial drug resistance 1 4/22/2012 1980’s • 1984—Prospective reimbursement and Diagnosis Related Groups as the basis for payment • Standard of hospital accreditation (The Joint Commission) relevant to infection control professionals and quality • Theme of preventing infections and risk stratification 1990’s • “Quality assurance movement” • Severity of illness and increasing risk among hospital patients • Blood-borne pathogens and occupational infections received attention • National Committee for Quality Assurance (NCQA) reported data on managed care from Health Plan Employer Data and Information Set (HEDIS®) 2000’s • Accountability • Transparency • Reflecting current evidence-based practice and care • Cost-effectiveness of prevention effectors • Must include the entire health care delivery system • Public reporting of data via Web sites • Value-based purchasing • Health care reform 2 4/22/2012 IOM Reports That Have Influenced Quality • Crossing the Quality Chasm (2001): Detailed investigation and recommendations. (What is the problem?) • Envisioning the National Healthcare Quality Report (2001): Develops framework for data collection. (How do we get information about the problem?) • Priority Areas for National Action (2003): Identifies the focus of the assessment. (Where do we begin?) Major Conclusions: State of Quality • Performance varies considerably • The health care system is fragmented, poorly organized, and does not make best use of resources • Increase of chronic illness has had a major impact on the system • System is confusing and too complex for consumers How is Success Defined? – 1980’s/1990’s • Positive Margin • Percent Market Share 3 4/22/2012 How is Success Defined? - 2012 • Top Clinical Performance • High Marks on Patient Perception • Low Readmissions • Little to No Patient Harm AND….. • Positive Margin • Percent Market Share It is a Whole New World Out There! Objectives • Review the current and future state of health care measurement impacting our hospitals’ financial state • Examine Indiana’s standing nationally in results for measures • Review efforts taking place in Indiana to improve efforts and if those efforts are successful 4 4/22/2012 Where Are We Now? 57 total measures reported in 2011 for full payment update: AMI, HF, PN & SCIP inpatient – 27 (process) 30-day mortality & readmission -- 6 (outcome)* Infection (CLABSI) – 1 (outcome) Hospital-acquired conditions – 8 (outcome)* HCAHPS Outpatient – 7 (process) Outpatient imaging – 4 (process)* Registry participation response – 3 * Calculated from Medicare administrative/claims data 13 What Next? New Inpatient Measures Collected in 2011 for the 2012-2013 payment update: Central Line-associated blood stream infection (CLABSI) • • • Chart-abstracted by hospital staff New reporting system Reported quarterly Hospital-acquired conditions • Calculated from Medicare claims 14 HAC Measures 8 measures required for 2012 payment update Foreign object retained after surgery Air embolism Blood incompatibility Pressure ulcer stages III & IV Falls & trauma (Includes fracture, dislocation, intracranial injury, crushing injury, burn & electric shock) Vascular catheter-associated infection Catheter-associated urinary tract infection Manifestations of poor glycemic control 15 5 4/22/2012 16 AHRQ Measures Inpatient Quality: Abdominal aortic aneurysm (AAA) mortality rate Hip fracture mortality rate Mortality for select medical conditions (composite) Patient Safety: Iatrogenic pneumothorax, adult Postoperative wound dehiscence Accidental puncture or laceration Complication/patient safety for select indicators (composite) Death among surgical patients with serious, treatable complications Post operative respiratory failure Post operative PE or DVT 17 Other Measures Composite medical conditions Serious complications Collapsed lung due to medical treatment Serious blood clots after surgery A wound that splits open after surgery on the abdomen or pelvis Accidental cuts & tears from medical treatment Pressure sores* Infections from a large venous catheter* Broken hip from a fall after surgery* Bloodstream infection after surgery* * Measure is included in the composite calculation but not reported separately 18 6 4/22/2012 19 Other Measures Deaths for certain conditions Deaths after admission for a broken hip Deaths after admission for a heart attack* Deaths after admission for congestive heart failure* Deaths after admission for a stroke* Deaths after admission for a gastrointestinal bleed* Deaths after admission for pneumonia* * Measure is included in the composite calculation but not reported separately 20 21 7 4/22/2012 Other Measures Other complications & deaths Deaths from serious treatable complications after surgery Breathing failure after surgery Death after surgery to repair a weakness in the abdominal aorta 22 23 2012-2014 IPPS Measures 2012 IPPS & OPPS final rules include final measures for 2014 payment updates: 2012 Data Collection for 2014 payment update • • • • • ED Throughput (2) Global Flu Immunization Global Pneumonia Immunization CDC NHSN Surgical site Infection (SSI) CDC NHSN Catheter-associated urinary tract infection 24 8 4/22/2012 2012-2014 IPPS Measures 2012 IPPS & OPPS final rules include final measures for 2014 payment updates: Participation in a systematic clinical database registry for general surgery • Jan – Dec 2012 time period • Reported April – May 2013 Medicare Spending per Beneficiary (efficiency) 25 2012 IPPS Measures 10 ‘Topped Out’ Measures Suspended AMI-1: Aspirin at arrival AMI-3: ACEI or ARB at discharge AMI-4: Smoking cessation AMI-5: Beta blocker at discharge HF-4: Smoking cessation PN-2: Pneumococcal vaccination status PN-4: Smoking cessation PN-5c: Timing of initial antibiotic on arrival PN-7: Influenza vaccination status SCIP-Inf-6: Surgery patients with appropriate hair removal 26 Health Reform Law For 2013, hospital value-based purchasing must cover 5 specific conditions/procedures: Acute myocardial infarction Heart failure Pneumonia Surgeries, as measured by SCIP Healthcare-associated infections, as measured by SCIP 2014 & beyond: measures must include efficiency measures 27 9 4/22/2012 2015 IPPS Measures 2012 IPPS final rule includes 2013 Data Collection for 2015 payment update: Adds 3 Hospital-acquired infection measures • MRSA bacteremia • Clostridium difficile (C.Diff) • Healthcare personnel influenza vaccination Adds 14 chart-abstracted measures • Stroke (8) • VTE (6) 28 2011 Final Outpatient Rule 12 New Outpatient Quality Measures 2012 payment update: Add 4 measures in 2011 •Imaging efficiency (3) – claims based •Receipt of lab data electronically (attestation Aug 2011) 2013 payment update: Add 8 measures in 2012 •ED efficiency (4) •Patient left without being seen (attestation Aug 2012) •Pain management (1) •Stroke imaging (1) •ED AMI care (1) •Tracking clinical results between visits (attestation Aug 2012) 29 30 10 4/22/2012 Quality Reporting Measures History FFY 2005 payment determination FFY 2009 payment determination FFY 2007 payment determination 10 Quality Measures 37 Quality Measures 21 Quality Measures FFY 2008 payment determination FFY 2006 payment determination 10 Quality Measures 87 Quality Measures 57 Quality Measures FFY 2010 payment determination 32 Quality Measures FFY 2013 payment determination FFY 2011 payment determination 55 Quality Measures FFY 2012 payment determination FFY 2014 payment determination 77 Quality Measures 88 Quality Measures Quality Measure History CMS Quality Measurement for Payment Update Inpatient Calendar Year* Abstract 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 10 10 21 24 26 26 27 27 29 25 Claims 2 3 16 14 24 24 25 Structural 1 3 3 3 4 Outpatient Survey (HCAHPS) 1 1 1 1 1 1 1 Abstract 5 7 7 7 14 21 22 Claims 4 4 7 7 7 IP & OP Structural TOTAL 1 1 2 4 10 10 21 32 37 55 57 77 87 88 *Year indicates when the measure is used for payment purposes 32 Implications of Hospital Measurement & Public Reporting • • • • Evidence-Based Care Reputation Reimbursement Resource Use 11 4/22/2012 Pay for Performance Project Outcomes • Annual estimate if all hospitals followed standards of care – For cardiac bypass • 3,000 deaths avoided – For pneumonia and cardiac bypass • • • • $1 billion savings 6,000 fewer complications 6,000 fewer readmissions ½ Million fewer hospital days Future CMS Agenda HHS National Strategy for Quality Improvement in Health Care • Released March 21, 2011 • http://www.healthcare.gov/center/reports/quality03212011a.html • Required by the Affordable Care Act Purpose is to "establish a national strategy to improve the delivery of health care services, patient health outcomes, and population health“ Focus national, state and local efforts on common aims, priorities and goals Designed as an “evolving guide for the Nation” to improve health and health care quality • • • 35 Three Broad Aims Better Care Healthy People/Healthy Communities Affordable Care 36 12 4/22/2012 Focus on Six Priorities Making care safer by reducing harm caused in care; Engaging patients and family as partners in their care; Promoting effective communication & coordination of care; Promoting the most effective prevention and treatment practices for the leading causes of mortality, starting with cardiovascular disease; Working with communities to promote wide use of best practices to enable healthy living; and Making quality care more affordable for individuals, families, employers and governments by developing and spreading new health care delivery models 37 Measurement of Care Principle Develop national consensus on measures, data sources and data collection Align measurement within value-based purchasing programs Move toward measuring outcomes & patient experience Minimize the burden of data collection by aligning measures across programs Coordinate measurement with the private sector Integrate reporting with EHR meaningful use 38 Measure Applications Partnership (MAP) 13 4/22/2012 Affordable Care Act of 2010 Law requires “pre-rulemaking process” for HHS measure selection HHS must make public by Dec. 1 annually measure list for consideration, including measures suggested by the public Stakeholders provide input to HHS by Feb. 1 annually HHS publishes the rationale for selection of measures not NQF-endorsed Assess impact of endorsed measures at least every 3 years 40 2012 Measures for Consideration 366 new measures under consideration 23 CMS programs included • • • • • • Acute care hospitals: 21 measures Hospital VBP: 13 Inpatient Psych: 6 Inpatient Rehab: 8 LTAC Hospital: 8 Hospital EHR incentive: 39 95% of measures supported by external stakeholders CMS to align measures across programs 41 14 4/22/2012 2012 Measures for Consideration Acute Care Hospital Post-discharge transition composite measure (AMI, HF, PN) Heart failure (5) Patients with an opiod given a bowel regimen Hip/knee complication Hip/knee readmission Hospital-wide readmission Safe surgery checklist Tobacco, alcohol & medication (8) 43 2012 Measures for Consideration Value-based Purchasing (13) Air embolism AMI-10 Statin prescribed at discharge Blood compatibility Catheter-associated UTI Central line-associated blood stream infection Falls & trauma IQI-91 Mortality for selected medical conditions (composite) Manifestations of poor glycemic control Medical spending per beneficiary Pressure ulcer stages III & IV PSI-90 Complication/patient safety for selected indicators (composite) SCIP-Inf-10 Surgery patients preoperative tempt management Vascular catheter-associated infection 44 Health Reform 15 4/22/2012 Health Reform Framework for Quality Measurement Value-Based Purchasing Reduce Avoidable Hospital Readmissions Reduce Hospital Acquired Conditions HITECH eMeasures Quality Reporting Accountable Care Organizations (ACO) 46 47 Health Reform Hospital Value-Based Purchasing Final rule published 4-29-2011 Tied to hospital performance on quality measures Starts in FY 2013 based on 2011-2012 quality measure rates Includes phase-in period of years with partial % of payments based on VBP 48 16 4/22/2012 CMS VBP Principles Mix of standards, process, outcomes & patient experience measures, including care transitions & patient functional status Move as quickly as possible to outcome & patient experience measures Align across Medicare/Medicaid public reporting Minimize burden to providers Align with meaningful use standards for EHR 49 CMS VBP Principles “We believe that speed of implementation is a critical factor in the success & effectiveness of this program.” Additional measures will be added to VBP immediately after they are displayed on Hospital Compare for one year, but without further rulemaking. Identified ‘topped out’ measures – 75th & 90th percentiles were statistically indistinguishable 50 Health Reform Law For 2013, hospital value-based purchasing must cover 5 specific conditions/procedures: Acute myocardial infarction Heart failure Pneumonia Surgeries, as measured by SCIP Healthcare-associated infections, as measured by SCIP 2014 & beyond: measures must include efficiency measures 51 17 4/22/2012 VBP 2014 Measures (13 add’l) AMI 30-day mortality HF 30-day mortality PN 30-day mortality AHRQ indicator: Complication/patient safety for selected indicators AHRQ indicator: Mortality for selected medical conditions Hospital acquired conditions: • • • • • • • • Foreign object retained after surgery Air embolism Blood incompatibility Pressure ulcer stages III & IV Falls & trauma Vascular catheter-associated infection Catheter-associated urinary tract infection Manifestations of poor glycemic control 52 Accountable Care ACO Final Rule Nov. 2 Can begin as an ACO in first 3 quarters of 2012 ACO can receive 50-60% of savings if they exceed minimum quality standards First year is pay-for-reporting experience; years 2 & 3 are a mix of pay-for-reporting & performance 33 quality measures • • • • Patient/caregiver experience (7) Care coordination/patient safety (6) Preventive health (8) At-risk population (12) 54 18 4/22/2012 ACO Final Rule Nov. 2 Data sources • • • • CAHPS Survey (7) Claims data (3) EHR incentive program data (1) Web interface with Group Practice Reporting Option data collection tool (22) 55 HITECH eMeasures HITECH Provisions Shaped by The American Recovery and Reinvestment Act (ARRA) of 2009 HITECH portion provides money to hospitals & physicians to adopt EHRs with quality metrics within the next 5 years % of annual payment update for quality will decrease As much as 75% of annual payment update may relate to adoption of EHRs 57 19 4/22/2012 HITECH Meaningful Use Meaningful Use Goals: Electronic exchange of health information to improve quality of care Reporting on clinical quality & other measures using certified EHR technology Hospitals must meet 14 core objectives for at least 90 days in the first payment year MUST “Report clinical quality measures” • For 2011 provide aggregate numerator, denominator & exclusions through attestation 58 HITECH Meaningful Use Meaningful Use Quality Reporting: Hospitals must report 15 measures in 3 sets • • • ED Throughput (2) VTE (6) Stroke (7) No measures in current quality reporting program Overlap with VBP measures in 2014-2015 113 Measures are ‘e-specified’ by NQF Software certification must include measure calculation by EHR for % reporting 59 What Should You Do? Monitor timelines & quality data collection requirements closely through 2015 Improve your baseline rates for hospital acquired conditions and quality measures Prepare for more emphasis on infection and public reporting of quality measures Continue efforts to automate quality data collection and reporting with certified EHR Stay tuned to health care reform rules as they are finalized 60 20 4/22/2012 Objectives • Review the current and future state of health care measurement impacting our hospitals’ financial state • Examine Indiana’s standing nationally in results for measures • Review efforts taking place in Indiana to improve efforts and if those efforts are successful Value- Based Purchasing 62 Who is eligible for the VBP Program? • Statutory definition of subsection (d) hospital found in Section 1886 (d)(1)(B) Subsection D Hospitals • Hospitals subject to payment reductions under Hospital IQR • Hospitals cited for deficiencies during the performance period that pose immediate jeopardy to health or safety of patients Exclusions under Section • Hospitals without the minimum # of cases or measures 1886(o)(1)(C)(ii) Case/ Measure Requirements • Hospitals with at least 10 cases for at least 4 of the 12 applicable measures during the performance period receive a Clinical Process of Care score • Hospitals with at least 100 Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) surveys during the performance period (July 1, 2011 – March 31, 2012) receive a Patient Experience of Care score 63 21 4/22/2012 How Will Hospitals Be Evaluated under the Hospital VBP Program in FY 2013? 12 Core Measures (70% Weight) Performance attainment and improvement will determine total hospital reimbursement 1% Base DRG Payments HCAHPS Measures (30% Weight) Implementation FY 2013 (October 2012) 64 How Will Hospitals Be Evaluated under the Hospital VBP Program in FY 2014? 13 Core Measures (45% Weight) Performance attainment and improvement will determine total hospital reimbursement HCAHPS Measures (30% Weight) 1.25% Base DRG Payments Outcomes Measures (25% Weight) 65 VBP Timeline Jan Feb Mar Apr May 2012 Jun Jul Aug Sep Oct Nov Dec 13 Jan FY 2013 Payment Release simulated dry run report FY2013 Clinical Performance Period (7/1/11 - 3/31/12) FY 2013 HCAHPS Performance Period (7/1/11 - 3/1/12) Provide hospitals with ACTUAL incentive adjustment for FY2013 Provide hospitals with ESTIMATED incentive adjustment for FY2013 Inquiry and appeals period for FY2013 (30 days) Fiscal Year 2015 Feedback FY 2014 Performance Adjust claims systems to accommodate the value-based incentive FY 2014 Clinical Performance Period (4/1/12 - 12/31/12) FY2014 HCAHPS Performance Period (4/1/12 - 12/31/12) FY 2014 Outcomes (Mortality) Performance Period (7/1/11 - 6/30/12) Release Medicare Spending per Beneficiary (MSPB) Medicare Spending per Beneficiary (MSPB) Preview Period for 2015 Publish Proposed IPPS Rule for FY 2015 Comment Period - IPPS FY 2015 Publish Final IPPS Rule FY 2015 22 4/22/2012 How Will Hospitals Be Evaluated? 67 Clinical Process of Care Measures 68 How Will Hospitals Be Evaluated? Clinical Process of Care Domain • Benchmark- score required to receive all possible scoring points – Mean performance score for the top 10% of all hospitals during the baseline period • Achievement – score below which no scoring points will be awarded – Median performance score for all hospitals 69 23 4/22/2012 Clinical Process Score State Rankings - AMI 2 35 11 20 28 5 34 22 10 43 37 46 40 21 25 19 31 9 39 38 17 50 3 8 23 6 4 18 29 1 12 51 7 26 15 49 32 30 47 44 24 41 27 42 33 13 16 36 14 45 48 HANYS report- January 2012 Hospital Compare release 70 AMI Measures – FY2013 • AMI-7a Fibrinolytic Therapy Received Within 30 Minutes of Hospital Arrival – *21, 29, 37, 40, • AMI-8a Primary PCI Received Within 90 Minutes of Hospital Arrival Heart Failure – 24, 23, 9, 9 *State Ranking – January 2012, October, August, April 2011 Releases Clinical Process Score State Rankings –Heart Failure 4 37 43 29 33 25 50 14 38 18 41 24 7 11 32 17 48 51 19 12 21 16 13 28 46 3 22 30 15 8 45 1 34 40 2 31 47 23 9 36 20 44 35 26 39 5 49 42 6 10 27 HANYS report- January 2012 Hospital Compare release 72 24 4/22/2012 Heart Failure – FY 2013 • HF-1 Discharge Instructions – *28, 35, 9, 42 *State Ranking – January 2012, October, August, April 2011 Releases Clinical Process Score State Rankings - Pneumonia 5 19 35 42 13 23 14 34 2 29 25 7 21 30 33 47 37 3 48 26 44 50 20 28 16 15 27 24 43 18 45 17 41 36 6 40 12 22 11 1 10 8 38 32 46 39 9 51 4 31 49 HANYS report- January 2012 Hospital Compare release 74 Pneumonia – FY 2013 • PN-3b Blood Cultures Performed in the Emergency Department Prior to Initial Antibiotic Received in Hospital – *28, 28, 29, 31 • PN-6 Initial Antibiotic Selection for CAP in Immunocompetent Patient – 38, 39, 41, 41 *State Ranking – January 2012, October, August, April 2011 Releases 25 4/22/2012 Clinical Process Score State Rankings -SCIP 4 22 2 9 44 33 48 50 42 19 29 26 17 16 43 35 20 39 25 27 45 32 15 37 47 24 23 18 14 11 31 5 8 3 6 10 38 36 46 40 28 30 7 1 41 34 12 51 13 21 49 HANYS report- January 2012 Hospital Compare release 76 SCIP – FY 2013 • • • • • • • SCIP-Inf-1 Prophylactic Antibiotic Received Within One Hour Prior to Surgical Incision – *33, 31, 31, 25 SCIP-Inf-2 Prophylactic Antibiotic Selection for Surgical Patients – 13, 19, 27, 24 SCIP-Inf-3 Prophylactic Antibiotics Discontinued Within 24 Hours After Surgery End Time –24, 23, 24, 23 SCIP-Inf-4 Cardiac Surgery Patients with Controlled 6AM Postoperative Serum Glucose Surgeries – 19, 28, 31, 31 SCIP-Card-2 Surgery Patients on a Beta Blocker Prior to Arrival That Received a Beta Blocker During the Perioperative Period – 25, 25, 21, 24 SCIP-VTE-1 Surgery Patients with Recommended Venous Thromboembolism Prophylaxis Ordered – 32, 33, 39, 40t SCIP-VTE-2 Surgery Patients Who Received Appropriate Venous Thromboembolism Prophylaxis Within 24 Hours Prior to Surgery to 24 Hours After Surgery – 30, 31, 36, 44 *State Ranking – January 2012, October, August, April 2011 Releases SCIP-INF-9 – Post operative catheter removal post operative day 1 or 2 – added FY 2014 The Indiana Process Score Distribution 25 20 15 10 5 0 Process - April Process - August Process - Oct Process - Jan 0-9 10-19 20-29 30-39 40-49 50-59 60-69 70-79 80-89 90-99 3 21 17 16 11 9 2 1 0 2 5 10 21 19 10 9 6 2 1 1 1 7 18 17 14 15 9 2 2 1 2 5 13 15 15 17 7 7 3 1 78 26 4/22/2012 The Moving Target of Clinical Process Measure Performance…. 100 97 93 95 90 90 85 80 75 69 70 65 Percentile Rank 60 Overall Performance Rate 55 50 2006 Q4 2007 Q1 2007 Q2 2007 Q3 2007 Q4 2008 Q1 2008 Q2 2008 Q3 2008 Q4 2009 Q1 2009 Q2 2009 Q3 2009 Q4 2010 Q1 2010 Q2 79 Hospital Consumer Assessment of Healthcare Providers & Systems (HCAHPS)Providers and Systems 80 HCAHPS Composite Score State Rankings 17 33 27 38 6 24 46 16 47 39 13 31 29 8 3 5 43 21 18 32 50 23 7 4 14 2 9 41 26 37 15 34 35 30 20 19 22 25 12 10 11 28 1 43 36 49 42 48 51 44 45 HANYS report- January 2012 Hospital Compare release 81 27 4/22/2012 HCAHPS Survey – Patient Perception Composite Question summary Nursing Communication – 8, 7, 7, 5* Doctor Communication – 16, 15, 16, 15 Responsiveness of staff –10, 13, 12, 12 Pain Management –6, 7, 7, 8 Communication of Medications – 22, 22, 23, 23 ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never Doctor listen carefully Doctor explanations are clear Did you need help in getting to bathroom? Staff helped with bathroom needs Call button answered Did you need medicine for pain? ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never Pain well controlled Staff helped with pain Were you given any new meds? Staff explained medicine Staff clearly described side effects Did you go home, someone else's home, or to another facility? ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never ALWAYS, Usually, Sometimes, Never Own home, Someone else's home, another facility (screening question) Discharge Information – 17, 14, 19, 16 Staff discussed help need after discharge Cleanliness (10, 10, 10, 9) and Quietness (21, 21, 24, 24) of Hospital Environment Overall Rating –4, 4, 6, 6 Response Scale Nurse courtesy and respect Nurses listen carefully Nurse explanations are clear Doctor courtesy and respect Written symptom/ health info provided YES, No YES, No Area around room kept quiet at night ALWAYS, Usually, Sometimes, Never Room and bathroom kept clean ALWAYS, Usually, Sometimes, Never Hospital Rating Question Willingness to Recommend –10, 9, 10, 10 Willingness to Recommend 0 to 10 point scale (percent 9 and 10 reported) DEFINITELY YES, Probably Yes, Probably No, Definitely No 82 *State Ranking – January 2012, October, August, April 2011 Releases How Will CMS Calculate the Patient Experience of Care (HCAHPS) Score? Greater of improvement or achievement scores for each of the eight HCAHPS dimension (80 points) Consistency score (20 points) Patient Experience of Care Score (100 points) 83 How Will Hospitals Be Evaluated? Patient Experience of Care Domain • Benchmark- score required to receive all possible scoring points – Mean of the top 10% performance of top box scores • Achievement – score below which no scoring points will be awarded – Median of top box scores 84 28 4/22/2012 • • • How Will CMS Calculate the Patient Experience of Care (HCAHPS) Score? If all dimension rates are greater than or equal to the Achievement Thresholds: 20 Consistency Points If any individual dimension rate is less than or equal to the worst-performing hospital dimension rate from the Baseline Period: 0 Consistency Points If the lowest dimension rate is greater than the worstperforming hospital’s rate but less than the Achievement Threshold: 0-20 Consistency Points awarded based on consistency formulas Domain >50th Percentile Domain >50th Percentile Domain >50th Percentile Domain >50th Percentile Domain >50th Percentile 20 Consistency Points Domain >50th Percentile Domain >50th Percentile Domain >50th Percentile 85 53 . The Indiana HCAHPS Score Distribution 25 20 15 10 5 0 HCAHPS - April HCAHPS - Aug HCAHPS - Oct HCAHPS - Jan 0-9 0 0 0 0 10-19 20-29 30-39 40-49 50-59 60-69 70-79 80-89 90-99 6 20 14 12 11 10 6 0 3 6 18 12 20 7 12 4 2 3 4 16 17 14 12 14 4 1 4 5 15 14 17 11 10 8 2 3 86 The Exchange Function • The total amount of value-based incentive payments in aggregate be equal to the amount available for value-based incentive payments • High performance hospitals can earn back more than their reduction. • Funding for ‘incentive’ created by increasing amount of hold back each year. • FY 2013 1% • FY 2014 1.25% • FY 2015 1.5% • FY 2016 1.75% • FY 2017 2% Max 87 29 4/22/2012 VBP Current Estimate Payment Percentages Score State Rankings 5 34 30 44 45 50 31 36 37 40 IN= 98.21% 9 49 15 6 23 10 13 46 1 33 48 28 14 39 21 26 29 16 22 27 42 8 32 38 3 7 18 4 24 12 2 19 41 20 47 17 35 xx 25 11 43 HANYS report- January 2012 Hospital Compare release 88 Sample Hospital VBP Score VBP Trends - FFY 2013 Program - Current Estimate Score Process Domain Patient Experience Domain Hospital Compare's (1st quarter 2011) Hospital Compare's (2nd quarter 2011) Hospital Compare's (3rd quarter 2011) Hospital Compare's (4th quarter 2011) * Collection Dates: Collection Dates: Collection Dates: Collection Dates: July 2009 - June 2010 Oct. 2009 - Sept. 2010 Jan. 2010 - Dec. 2010 Apr. 2010 - Mar. 2011 31.82% 48.18% 59.09% 64.55% 15 of 86 560 of 3054 15 of 85 509 of 3044 Rank within State Rank within U.S. 34 of 82 20 of 84 1356 of 3063 766 of 3062 Score Rank within State Rank within U.S. 20.00% 18.00% 20.00% 21.00% 73 of 82 79 of 84 79 of 86 77 of 85 2030 of 3063 2348 of 3062 2288 of 3054 2235 of 3044 Score Rank within State Total Rank within U.S. Performance Linear Payout Function Factor Score VBP Payment Percentage Net VBP Gain/Loss 28.27% 39.13% 51 of 82 37 of 84 1704 of 3063 1103 of 3062 3.24 2.93 91.68% 114.59% ($32,500) $57,000 47.36% 31 of 86 838 of 3054 2.63 124.57% $95,900 51.48% 31 of 85 801 of 3044 2.43 125.04% $97,800 Indiana VBP Scores 30 25 20 15 10 5 0 Overall - April Overall - Aug Overall - Oct. Overall - Jan 0-9 0 0 0 0 10-19 20-29 30-39 40-49 50-59 60-69 70-79 80-89 90-99 14 21 19 15 6 4 1 2 0 7 19 24 15 10 6 1 2 0 4 14 23 16 17 8 2 2 0 4 8 23 16 18 9 4 3 0 90 30 4/22/2012 The Indiana Experience –2012 Release Hospitals January Total Winners Losers 85 48 37 $ Contributed to $ Paid Out of Net Return VBP Pool VBP Pool January January January $ 20,798,379 $ 9,209,132.23 $11,589,247 20,426,948 $ 371,431 $11,805,183 $2,596,051 $8,621,765 ($2,967,482) 91 The Indiana Experience – January 2012 Release • Scores ranged from 17 to 89 • Associated payment returns from 41% of withhold to 216% of withhold • Losses ranged from $2,127 to $393,142 in the first year • Gains ranged from $63 to $302,571 in the first year 92 Publication • Hospital scores will be published on Hospital Compare: – Measure scores – Condition-specific scores – Domain-specific scores – Total performance scores • Hospitals will have 30 calendar days to review and submit corrections 93 31 4/22/2012 Reducing Readmissions 94 ACA 3025- Readmissions Reduction Program • Reduces all Medicare payments to hospitals with higher than expected 30‐day readmission rates • Effective October 1, 2012 – Federal Fiscal Year 2013 • Rates from Hospital Compare measures • Secretary has discretion to expand program to all discharges 95 Overview of the CMS Methodology • What is the current focus? (FY 2013) – Heart Failure patients – Heart Attack patients – Pneumonia patients • What will be added in the future? (FY 2014) – – – – Chronic Obstructive Pulmonary Disease Coronary Artery Bypass Graft Percutaneous Transluminal Coronary Angioplasty Other vascular procedures 96 32 4/22/2012 Overview of the CMS Methodology • What hospitals are included? – All acute care PPS hospitals – Critical Access Hospitals are excluded – Hospitals must have 25 discharges within a disease category over the 3 year reporting period for public reporting via hospital compare – FY 13 includes discharges from July 1, 2008 through June 30, 2011 • Maximum Payment Reduction for facilities: – 1% in FY 2013 – 2% in FY 2014 – 3% in FY 2015 97 Observed to Expected Ratio (O/E) • O/E less than 1= – Lower than expected readmission rate – Better quality • O/E greater than 1= – Higher than expected readmission rate – Lower quality 98 Sample Medicare Readmission Reduction Analysis Calculation of Excess Payments Due to Readmissions Number of Patients Number of Readmissions Hospital 30-Day Readmission Rate U.S. 30-Day Readmission Rate Statistical Relationship to U.S. Average * Excess Readmission Ratio [A / B] Excess Readmission Factor [C - 1, if C is > 1] Medicare Inpatient Operating Payments by Condition (MedPAR FFY 2010) Estimated Excess Payment [D * E] Heart Attack Heart Failure 350 701 64 143 18.3% 20.4% 19.8% 24.8% Pneumonia 507 88 17.3% 18.4% No Different Better than No Different than U.S. U.S. National than U.S. National Rate Rate National Rate 0.92 0.00 0.82 0.00 0.94 0.00 $1,717,000 $2,087,400 $1,312,600 $0 $0 $0 Time Period Reflected: July 1, 2007 –June 30, 2010 Actual FFY Period: July 1, 2008 – June 30, 2011 33 4/22/2012 What is higher than expected? • A hospital’s risk-adjusted readmission rate will be compared to the unadjusted/raw U.S. average rate • The result of this calculation will be an Excess Readmission Ratio. • If a hospital performs worse than average, the ratio will be greater than 1.0 and the hospital will be subject to a payment penalty. The Anticipated Indiana Experience – Year 1 – August 2011 Release • 43 hospital with no projected loss • 38 hospitals with projected losses year one ranging from $1400 - $753,200 – – – – – – Thirteen hospitals over $100,000 Nine hospitals between $50,000 - $100,000 Five hospitals between $25,000 - $50,000 Eight hospitals between $5,000 - $25,000 Three hospitals between $1,000 - $5,000 Zero hospitals under $1,000 101 Readmission Policy Issues • Methodology not yet finalized – No differentiation in planned, potentially preventable, and unrelated readmissions for HF and PN – Current methodology combines three years worth of data into one measure so very difficult to make progress in one year – Hospitals do not have control over every factor that affects readmissions – e.g., personal, physician, community factors, and socioeconomic conditions 102 34 4/22/2012 ACA 3026 – Community–Based Care Transition Program (CCTP) • Develop a CCTP for hospitals with high readmission rates • The CCTP provides funding to test models for improving care transitions for high risk Medicare beneficiaries • Part of larger Partnership for Patients initiative through the US Department of Health and Human Services • $500 million is available for qualifying acute care hospitals and community based organizations 103 The Indiana Experience • Four hospitals are in the 4th quartile in all three patient populations • Additional 13 hospitals are in the 4th quartile in two of the three patient populations – 7 Acute Myocardial Infarction – 8 Heart Failure – 11 Pneumonia Feb. 2012 4th Quartile Hospitals 104 Reduce Hospital Acquired Conditions 105 35 4/22/2012 Medicare Recognized Hospital-Acquired Conditions (HAC) • • • • • • • • • • Object Left in Surgery Air Embolism Blood Incompatibility Stage III and IV Pressure Ulcers (Decubitus Ulcers) Falls and Trauma Catheter-Associated Urinary Tract Infections (UTIs) Vascular Catheter-Associated Infection Glycemic Control (Diabetic Ketoacidosis/Nonketotic Hyperosmolar Coma) Surgical Site Infections – Orthopedic, CABG, and Bariatric surgeries; and Deep Vein Thrombosis/Pulmonary Embolism (DVT/PE) 106 HAC Medicare Payment Impacts • Current: reduces payments to hospitals for certain cases where one of the conditions recognized was not present on admission (POA) and, therefore, considered to be acquired in the hospital. • Beginning in FFY 2011: CMS will publicly report eight of these HAC categories under the inpatient quality reporting program. (Available March 31, 2011) • Beginning in FFY 2015: hospitals in the bottom quartile of risk-adjusted HAC rates will be subject to a 1.0% payment penalty under Medicare as mandated by the Affordable Care Act (ACA) of 2010. 107 HAC - The Anticipated Indiana Experience • Review of October 1, 2008 through June 30, 2010 data show that eleven Indiana hospitals would be at risk for a 1% penalty in FFY 2015. 108 36 4/22/2012 Sample Hospital Acquired Conditions Foreign Blood Pressure Object Air Embolism Incompatibili Ulcers Stages Retained ty III and IV After Surgery Number of HAC Occurrences (Numerator) Number of Eligible Discharges (Denominator) Vascular Catheter- Manifestatio Catheter- Associated ns of Poor Associated Urinary Tract Glycemic Infection Infection Control Falls and Trauma Overall 0 0 2 3 6 0 2 1 2,651 8,879 8,879 8,879 8,879 8,879 8,879 8,879 Hospital HAC Rate (per 1,000 discharges) Hospital's National Quartile Ranking 0.000 0.000 0.225 0.338 0.676 0.000 0.225 0.113 1st 1st 4th 4th 3rd 1st 3rd 4th 3rd Indiana HAC Rate (per 1,000 discharges) National HAC Rate (per 1,000 discharges) 0.074 0.002 0.004 0.065 0.519 0.251 0.274 0.051 1.240 0.090 0.003 0.001 0.134 0.565 0.367 0.317 0.050 1.527 Rate per 1,000 Discharges 1.577 Bottom Quartile, 1.844 Total Medicare HAC Rate 2.000 14 1.577 1.527 Elkhart General Healthcare System National Rate 1.500 1.000 0.500 0.000 In Summary… Number of hospitals who experienced losses in one, two, or all three programs Program Loss Number VBP 14 VBP/HAC 3 VBP/Readmission 19 VBP/HAC/Readmission 1 HAC/Readmission 2 HAC 5 Readmission 14 VBP – Jan. 2012 Release Readmissions – Aug. 2011 Release HAC – Apr. 2011 Release 110 The Stakes are Increasing! Potential Negative Impacts to Base DRG Payments…. Fiscal Year VBP Readmissions HAC Total 2013 1.00% 1.00% - 2.00% 2014 1.25% 2.00% - 3.25% 2015 1.50% 3.00% 1.00% 5.50% 2016 1.75% 3.00% 1.00% 5.75% 2017 2.00% 3.00% 1.00% 6.00% 111 37 4/22/2012 Physician Documentation Improvement & Coding How You Can Support Accuracy in Reimbursement and Profiling of Severity & Mortality for Your Organizations Documentation Improvement • Concurrent chart review • Promote accurate documentation, provide physician education on documentation requirements for coding • Promote accurate coding according to regulatory compliance standards accepted by CMS Impact of Documentation • Hospital & Physician Performance – Severity of Illness – Risk of Mortality (Actual vs Expected) – Actual vs. Expected Readmission Rates – Utilizations of Resources – Pay for Performance 38 4/22/2012 Improved Documentation • Reflect the patient’s true severity of illness (SOI) • Reflect the patient’s true risk of mortality (ROM) • Explain the length of stay (LOS) • Explain resources consumed SOI/ROM Severity levels have weights, used to provide comparisons in profiling by severity-adjusted statistics. Level Severity Level Mortality 1 Minor 1 Minor 2 Moderate 2 Moderate 3 Major 3 Major 4 Extreme 4 Extreme Cardiac Case Study • 70 year old male presents with c/o chest heaviness, SOA, and neg. cardiac profile. • Documented PMH: Diabetes, renal insufficiency, hx tobacco abuse • Procedure: L & R heart cath with arteriography • Principal Dx: CAD with unstable AP • DRG: Circ d/o except AMI with cath & with or without complex diagnosis (124 or 125?) 39 4/22/2012 Secondary Dx Impact on APR-DRG Option 1 Option 2 Option 3 Option 4 DRG 125 Circ. d/o w/ cath w/o comp dx RW=1.0530 DRG 125 Circ. d/o w/ cath w/o comp dx RW=1.0530 DRG 124 Circ. d/o w/ cath w/ comp dx RW= 1.4099 DRG 124 Circ. d/o w/ cath w/ comp dx RW= 1.4099 UAP w/ CAD; T2DM; RI; HTN NOS; Hx tobacco APR-DRG wt=0.4655 UAP w/ CAD; T2DM uncontrolled; RI; HTN, malignant ess.; hx tobacco; COPD exac; hypoxemia APR-DRG wt= 0.5523 UAP w/ CAD; T2DM uncontrolled; malig HTNive HD w/ CKD (NOS) & HF (comp); COPD exac; hypoxemia; hx tob. APR-DRG wt=1.5914 UAP w/ CAD; T2DM uncontrolled; malig HTNive HD w/ CKD IV & dcmp sys CHF; COPD exac; hx tob.; acute resp failure; mech vent <96 hrs. APR-DRG wt=3.4451 SOI=1 ROM=1 SOI=2 ROM=2 SOI=3 ROM=3 SOI=4 ROM=4 Impact of Complete Documentation MS DRG 195 w/o MCC/CC PDx: Pneumonia Organism, Unspecified MS DRG 193 with MCC PDx: Pneumonia Organism, Unspecified SDx: COPD with SDx: COPD Exacerbation Malnutrition, protein calorie Pressure Ulcer, Stage Decubitus Ulcer IV Have reached the highest MS-DRG APR-DRG: 139 APR-DRG: 140 APR-DRG: 141 APR-DRG: 142 SOI Level: 1 SOI Level: 2 SOI Level: 2 SOI Level: 3 APR Weight: 0.4060 APR Weight: 0.6329 APR Weight: 0.6329 APR Weight: 0.9814 ROM Level: 1 ROM Level: 1 ROM Level: 2 ROM Level: 2 MS DRG 194 with CC PDx: Pneumonia Organism, Unspecified SDx: COPD with Exacerbation MS DRG 194 with CC PDx: Pneumonia Organism, Unspecified SDx: COPD with Exacerbation Malnutrition, protein calorie MS DRG 193 with MCC PDx: Pneumonia Organism, Unspecified SDx: COPD with Exacerbation Malnutrition, severe protein calorie Pressure Ulcer, Stage IV APR-DRG: 143 SOI Level: 3 APR Weight: 0.9814 ROM Level: 3 Peer Group Mortality Peer Group Mortality Peer Group Mortality Peer Group Mortality Peer Group Mortality Rate: 0.3% Rate: 0.3% Rate: 2.3% Rate: 2.3% Rate: 9.2% Changes SOI & MSChanges SOI & MSDRG Changes ROM DRG Changes ROM Sensitivity to Illness Burden Sensitivity to Illness Burden & Risk of Mortality: An Example SECONARY DIAGNOSIS MEDICARE DRG APR DRG APR DDRG SOI APR DRG ROM APR DRG Relative Weight MORTALITY RATE (APR DRG ADJUSTED) Principal DX: Congestive Heart Failure CASE 1 CASE 2 COPD, atrial fibrillation 127 Heart Failure & Shock 194 Heart Failure 1 minor 1 minor 0.07847 1.7% COPD, atrial fibrillation, respiratory failure acidosis, decubitus ulcer, malnutrition, cardiogenic shock 127 Heart Failure & Shock 194 Heart Failure 4 extreme 4 extreme 2.9128 36.3% 40 4/22/2012 The Impact of Coding • Expected ROM and SOI are dependent upon comprehensive capture of thorough documentation and subsequent coding of the conditions Organizational Strategies • Pay attention to the data reported to government agencies—others use it • Hardwire for information, gathering, retrieval, reporting, and validation • Develop interfaces to support practice • Ongoing education and information— sharing is essential • Participate in national and state quality initiatives that meet your needs Objectives • Review the current and future state of health care measurement impacting our hospitals’ financial state • Examine Indiana’s standing nationally in results for measures • Review efforts taking place in Indiana to improve efforts and if those efforts are successful 41 4/22/2012 National Partnership for Patients • National program launched on April 12, 2011 • Focus on two aims by 2013: – Reduce hospital readmissions by 20%, and – Reduce hospital-acquired harm by 40% • Up to $1 billion in funding for the program • CMS expects to save $35 billion in health care costs 124 Help patients heal without complication • By the end of 2013, preventable complications during a transition from one care setting to another would be decreased so that all hospital readmissions would be reduced by 20 percent compared to 2010. – more than 1.6 million patients will recover from illness without suffering a preventable complication requiring re-hospitalization within 30 days of discharge. 125 Keep hospital patients from getting injured or sicker • By the end of 2013, preventable hospital-acquired conditions would decrease by 40 percent compared to 2010. – Achieving this goal would mean approximately 1.8 million fewer injuries to patients, with more than 60,000 lives saved over the next three years. 126 42 4/22/2012 Impact of Partnership for Patients • Large scale funded national initiative • Aims aligned with Indiana priorities • Takes statewide and regional improvement efforts to scale • Encourages local adaptation with the discipline of organized effort and measurement Indiana/HRET HEN Summary • 120 Indiana hospitals aligned with IHA/HRET • Includes: – – – – 26 critical access hospitals 8 psychiatric hospitals 5 rehabilitation hospitals 4 long term acute hospitals • Other HENs in Indiana include: Ascension (18), VHA (3), NAPH (1), UHC (1), Ohio Children’s Hospital collaborative (1), Joint Commission Resources (1) 128 Are you interested in improvement support from AHA/HRET/IHA? - Feb. 100 90 80 70 60 Want Help 50 Maybe 40 No Help 30 20 10 0 READ Falls CAUTI PU SSI ADE VTE CLABSI OB VAP 43 4/22/2012 IHA’s Plan Design HRET (Prime Contractor) HRET National Education: •Access to National Programs •4 groupings of 10 topics •Plus HCAHPS,TeamSTEPPS (AHRQ funded activities) • Fellowship Programs • Stand-alone programs (Webinars educational sessions, etc) •Learning networks IHA (Subcontractor) Direct and Shared Services Support: • Regional coalitions and affinity groups • Administrative/organizational support • Local support and facilitation Technical Assistance: •Purdue Healthcare TAP and CMSA •Individual hospital plans/assessments •Statewide coaching network •Communities of Practice (Lean, Med Safety) HRET Support: •Measurement warehouse •Best practice clearing house •Access to national experts •Partially defray data collection costs Indiana Education: •State and regional education: • Key topics from needs assessment •Tools training (Lean certification, medication safety, etc) 130 •Leadership for cultural improvement Ten regional coalitions cover Indiana: only state in the country with this model Members agree not to compete on patient safety Create layered model of regional coalitions and affinity groups – Indiana’s “transformation grid” to support dissemination Benefits: • Innovate at the front lines • Align with state and national efforts, and standardize when beneficial • Model builds local and hospitalspecific capacity for improvement and innovation • Encourages safety leadership at all levels across multiple professions 131 Leading Transformation in Indiana Assessing and Organizing Building Lasting Capacity Individual hospital plan based on the needs assessment Medication Safety Webbased CEU/certification (10 per hospital) Safety Coalition and affinity group support Lean leadership overview (2 per hospital) HRET content offerings Lean certification (2 green belts, 1 black belt per hospital) IHA/Purdue coaching Innovation and Transforming Care Joint programs with Health Care Excel and other HENs Leadership for Safety (CEOs, Trustee, and Safety Leaders) Driving Improvement HAI Focus (CLABSI, CAUTI, SSI, VAP) IHA – Sepsis mortality Obstetric Adverse Events (IHA/ISDH/FSSA/March of Dimes – with IHI support) Transforming Care at the Bedside – Pressure Ulcers, Falls, Teamwork) Medication Adverse Events and Readmissions + Culture/Leadership/Teamwork All Cause Harm 44 4/22/2012 Education by Topic CAUTI: HRET CUSP: CAUTI CLABSI SSI VAP Readmissions Adverse Drug Events Obstetric Harm Harm from Falls Pressure Ulcers HRET “Stay FIT”: – Safe Surgery VAP – On the CUSP: CAUTI/CLABSI HRET: Reducing RED IHA: CAUTI First Focus Sepsis Mortality Reduction (Coalitions) Link to IN – APIC NHSN training IHA: ADEs and Readmissions Mini-collaborative HRET: Reducing EEDs (CMS first focus) IHA: Reducing EEDs (partners) HRET: “PIVOT” Collaborative IHA: Transforming Care at the Bedside elements VTE Additional Topics • • • • • • Leadership Systems Culture of Safety Teamwork and Communications Lean Training Innovation and Transformation Preventing All-Cause Harm 134 System-Level Redesign Every system is perfectly designed to achieve exactly the results it gets. * New levels of performance can only be achieved through dramatic system-level redesign. *Don Berwick 45 4/22/2012 Four Levels of Change Required • Changes at Level A: experience of the patients and communities • Changes at Level B: “microsystems” of care • Changes at Level C: health care organizations • Changes at Level D: health care environment Berwick DM. A user's manual for the IOM's 'Quality Chasm' Report. Health Affairs. 2002; 21(3):80-90. 136 Transformation is Personal! • Stories are important means of demonstrating urgency • Involve patients and families • Connect health care workers at the level of the heart • Berwick: Changes at Level A are the “true north” of improvement 137 46 4/22/2012 Indiana Sepsis Mortality Rates Septicemia Mortality Rates - Impact of 3 Regional Coalitions 25.00% 23.00% 21.00% 19.00% 17.00% 15.00% 13.00% 11.00% 9.00% 7.00% 5.00% 1Q2008 2Q2008 3Q2008 Coalition A 4Q2008 1Q2009 Coalition B 2Q2009 3Q2009 4Q2009 Coalition C 1Q2010 2Q2010 3Q2010 4Q2010 1Q2011 2Q2011 3Q2011 Statewide Next Steps • Creating individual hospital plans • Scheduling Purdue Executive Sessions and Lean training • National collaborative launch • National webinars • Coaching calls (National and Indiana) • Measurement (baseline and monthly) • Communications and web sites launch Indiana’s Bold Aim: To make Indiana the safest place to receive health care in the United States, if not the world Inaugural Indiana Patient Safety Summit - March 2010 141 47 4/22/2012 “A rising tide lifts all boats.” Model for Managing Change Vision Skills Incentives Resources Action Plan CHANGE Skills Incentives Resources Action Plan CONFUSION Incentives Resources Action Plan ANXIETY Resources Action Plan GRADUAL CHANGE/DE-ENERGIZED Action Plan FRUSTRATION Vision Vision Skills Vision Skills Incentives Vision Skills Incentives Resources FALSE STARTS/CYNICISM FOUNDATION SKILLS Influencing, Enhancing Participation, Proactivity, Tolerating Ambiguity, Communication/Connection-Building, Surfacing Assumptions 143 144 48 4/22/2012 Contact Kathy Wallace Director, Performance Improvement Indiana Hospital Association [email protected] (317) 423-7740 145 49
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