case study: the california p4p program journey toward efficiency measurement
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Case Study: The California P4P Program Journey Toward Efficiency Measurement. Dolores Yanagihara, MPH P4P Program Director Integrated Healthcare Association National P4P Summit. March 10, 2009. “Efficiency Measurement: The Pot of Gold At the End of the Rainbow?” Part II. Overview. - PowerPoint PPT PresentationTRANSCRIPT
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Case Study:The California P4P
Program Journey Toward Efficiency Measurement
Dolores Yanagihara, MPHP4P Program Director
Integrated Healthcare Association
National P4P Summit
March 10, 2009
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“Efficiency Measurement:The Pot of Gold
At the End of the Rainbow?”
Part II
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Overview
• Background• Current Status• Findings• Next Steps
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California P4P Participants
Health Plans:• Aetna• Anthem Blue Cross• Blue Shield of CA• Western Health
Advantage
Medical Group and IPAs:• 230 groups • 35,000 physicians
* Kaiser participates in the public reporting only
11 million commercial HMO members
• CIGNA• Health Net• Kaiser*• PacifiCare/United
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The Push for Efficiency Measurement
• Demand by purchasers and health plans that cost be included in the P4P equation
Quality + Cost = Value
• Opportunity for common approach to health plan and physician group cost/risk sharing
• Demonstrate the value of the delegated, coordinated model of care
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Principles: Efficiency Measurement in P4P• Collaborative development/adoption • Aggregation across plans• Alignment with national measures when
feasible• Thorough testing and analysis prior to
implementation• Transparent methodology• Risk adjustment to support fairness • Rigorous approach for validity and reliability• Actionable results to support efficiency
improvement
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Framework: Efficiency Measurement in P4P
Plan 1 data file
Plan 2 data file
Plan 7 data file
Intermediarycollect, scrub and
aggregate data
Translate data into one set of efficiency scores per physician group
Physician groupreport for
improvement
Health plan report for payment calculations
Methodology
Episode and population-based measures
Risk adjusted for case mix and severity of illness
Standardized and actual costs
Output Single overall efficiency score Efficiency for select clinical areas Year to year stability
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Deciding on an Initial Approach
• Considered standardizing currently used resource use measures (admits/1000, etc.) as interim measures
• Rejected – stakeholders anxious to get to sophisticated efficiency measures ASAP and didn’t want to spend resources on standardizing what was already being done
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Efficiency Measures 1. Generic Prescribing
2. Population-Based− Overall Group Efficiency− Standardized and actual costs− DCG and geographic risk adjustment
3. Episode-Based− Overall Group Efficiency− Efficiency by Clinical Area Standardized costs only MEG, Disease Staging, and DCG risk adjustment
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Episode Construction
Look-back
Episode 10CAD,
Progressive Angina
Clean Period
Office
Visit
PrescriptionLab Hospital
Admission
Office
Visit
DRUG TRANSACTION FILE PATID NDC SERVDATE01 ISDN 95-01-1501 INSUL 95-02-1501 INSUL 95-04-1501 AMOX 95-04-1501 AMOX 95-11-15
DRUG TRANSACTION FILE PATID NDC SERVDATE01 ISDN 95-01-1501 INSUL 95-02-1501 INSUL 95-04-1501 AMOX 95-04-1501 AMOX 95-11-15
LOOKUP TABLENDC EPGRPISDN 10INSUL 359INSUL 360INSUL 361AMOX 484
AMOX 86
LOOKUP TABLENDC EPGRPISDN 10INSUL 359INSUL 360INSUL 361AMOX 484
AMOX 86
Office
Visit
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Methodological Considerations
• Use internal benchmarks to calculate “expected”− Based on the average risk adjusted cost
across all 7 health plans
• 12 month measurement period, unless otherwise indicated through testing
• Outlier methodologies to eliminate 1% of highest and lowest cost episodes
• Clinical exclusions to be determined (e.g. transplants)
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CA Advantages for Efficiency Measurement
• Unit of measure – Physician group vs. individual physician measurement makes attribution more reliable
• Large sample size – Aggregation of plan data allows for adequate sample size
• Consistent benefit package – HMO/POS member population provides relatively consistent benefits
• Stakeholder trust – Relatively good
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Getting Data• Sign Business Associate Agreements
• Address antitrust concerns− Opinion from legal counsel− Guidelines for acceptable reporting
• Overcome confidentiality clauses in contracts− Obtain Consent to Disclosure Agreements
• Physician Groups• Hospitals
• Obtain useable data from health plans− Multiple data submissions needed
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Development Timeline
November 2005 – July 2006
RFP process for vendor selection; Thomson Reuters Healthcare selected
October 2006 Established multi-stakeholder Technical Efficiency Committee
March 2008 BAAs signed and data received from all plans
July 2008 Round 1 testing complete
September – October 2008
Data quality meetings with health plans
January 2009 Round 2 testing complete
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Findings: High Level
• Collected and aggregated data from 6 health plans− Numerous data fixes needed to
standardize data across plans• Produced overall population and
episode-based efficiency results− Reasonable and normally distributed
• Drilled down to single episode groups and service categories− Greater granularity of drill down =
more data gaps/inconsistencies identified
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Episode-Based Overall Efficiency
Efficiency Distribution - All Episodes
0
10
20
30
40
50
60
70
0 .1 .2 .3 .4 .5 .6 .7 .8 .9 1 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2+
Nu
mb
er
of
PO
s
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Efficiency for Asthma Episode Group
Asthma Chronic Maintenence
0
5
10
15
20
25
30
35
0 .1 .2 .3 .4 .5 .6 .7 .8 .9 1 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2+
Num
ber
of P
Os
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• Current state of our dataset does not support comprehensive efficiency measurement using episodes of care− PO-specific results will not yet be
disseminated
• Specific data issues have been identified and can be acted on
• It’s too early to determine whether the data can be sufficiently improved
Conclusion after Testing Round 1
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Data / Methodology Enhancements
• Shared organization-specific data quality reports with plans and POs− Increased understanding of content of files− Identified cause of discrepancies− Identified more complete sources of data
• Modified Facility Outpatient Standardized Pricing Approach− Collapsed ASC into Outpatient Facility− Removed “trivial” cases − Priced all remaining cases using APC system
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Findings: Data Quality• Variation in Place of Service coding on facility
claims− Affects assignment of standardized pricing
• Inconsistent availability of procedure codes on facility claims − Affects outpatient standardized pricing
• Varying availability of diagnosis codes Affects inpatient standardized costs and risk
adjustment
• Overall efficiency score is strongly correlated with the Hospital Outpatient efficiency score True driver of efficiency or data issues?
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Place of Service on Facility Claims
Facility - Place of Service Plan A Plan B Plan C Plan D Plan E Plan F
Office 0% 0% 0% 22% 0% 0%
Inpatient 22% 25% 43% 19% 25% 30%
Outpatient 44% 60% 45% 32% 52% 54%
ASC 6% 4% 4% 0.1% 5% 4%
ER 9% 4% 4% 23% 11% 8%
Pharmacy 20% 0% 0% 0% 0% 0%
SNF 0.3% 0.4% 1% 0.5% 0.1% 0.6%
ESRD 0% 5% 2% 0% 0.1% 4%
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Procedure Codes on Facility Claims
Facility Proc Plan A Plan B Plan C Plan D Plan E Plan F
Percent Coded
61% 29% TBD 12% 52% 30%
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Diagnosis CodesProfessional Plan A Plan B Plan C Plan D Plan E Plan F
Dx1 100% 100% 100% 100% 100% 100%
Dx2 9% 33% 42% 36%
Dx3 4% 14% 14% 15%
Facility Plan A Plan B Plan C Plan D Plan E Plan F
Dx1 100% 100% 100% 100% 100% 100%
Dx2 100% 92% 70% 13% 60% 73%
Dx3 73% 64% 47% 8% 37% 47%
Dx4 31% 5% 23% 23%
Dx5 21% 2% 14% 13%
Dx6 14% 1% 9% 9%
Dx7 10% 1% 7% 6%
Dx8 7% 5% 5%
Dx9 5% 4% 3%
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Outpatient Hospital and Overall Efficiency
ServiceCategory Correlation
OP Hospital 0.772
Drug 0.443
Prof 0.302
IP Facility 0.278
ER 0.204
Rad 0.151
Lab 0.037
Percent Of Total Cost
0%
20%
40%
60%
80%
100%
1 2 3 4
Quartile
Per
cen
t o
f C
ost
Prof
IP
OP
Lab
Rad
ER
Drug
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Findings: Episodes of Care• Variation in overall efficiency across plans
− True differences or driven by data?
− Similar finding in MA
• Limited number of high cost episode groups occur frequently enough to produce results for at least 50% of POs
• Episodes that are driven by pharmacy, professional, and lab are the most reliable
• Number of episodes per 1000 member years varies greatly across POs− Proxy for data completeness
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Plan Level Episode Efficiency
Overall Efficiency Results by Plan
0
0.2
0.4
0.6
0.8
1
1.2
Plan A Plan B Plan C Plan D Plan E Plan F*
Eff
icie
ncy
In
dex
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Episode Type Percent of Cost
Percent of POs with 30+
Episodes
1 Diabetes Mellitus Type 2 and Hyperglycemic States Maintenance 5.6% 84.9%
2 Renal Failure 5.5% 37.0%
3 Essential Hypertension, Chronic Maintenance 4.5% 88.5%
4 Angina Pectoris, Chronic Maintenance 4.3% 66.7%
5 Neoplasm, Malignant: Breast, Female 3.2% 39.1%
6 Delivery, Vaginal 2.5% 63.5%
7 Osteoarthritis, Except Spine 2.3% 77.6%
8 Asthma, chronic maintenance 2.2% 77.6%
9 Other Arthropathies, Bone and Joint Disorders 2.0% 88.0%
10 Human Immunodeficiency Virus Type I (HIV) Infection 1.7% 15.1%
11 Rheumatoid Arthritis 1.5% 39.6%
12 Neoplasm, Malignant: Colon and Rectum 1.4% 18.8%
13 Delivery, Cesarean Section 1.4% 34.4%
14 Other Inflammations and Infections of Skin and Subcutaneous Tissue 1.2% 90.1%
15 Other Gastrointestinal or Abdominal Symptoms 1.1% 85.9%
16 Complications of Surgical and Medical Care 1.1% 47.9%
17 Multiple Sclerosis 1.0% 15.6%
18 Infections of Skin and Subcutaneous Tissue 1.0% 81.3%
19 Other Ear, Nose and Throat Disorders 1.0% 89.1%
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Frequency Distribution - All Episodes
0
10
20
30
40
50
60
250 500 750 1000 1250 1500 1750 2000 2250 2500 More
Episodes per 1000 MY
Fre
qu
en
cy
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Conclusion after Testing Round 2
• Data does not yet support episode of care based measurement for payment but is now good enough for sharing with POs
• Many episode groups should be discarded because numbers too small for reliability
• Some of remaining episodes may be ready for “prime time”
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Current Considerations
• Setting data thresholds for participating in efficiency measurement
• Aggregating to the episode summary group or body system level
• Using episode construct and disease staging to assess appropriateness of high volume, high cost procedures
• Adapting NCQA’s Relative Resource Use measures to the physician organization level
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Going Full Circle• Development of episode and population-based
measures taking too long
• Need to address affordability of HMO product now
• Standardized currently used appropriate resource use measures for implementation in MY 2009− Inpatient acute care discharges PTMY Bed days PTMY Readmissions within 30 days ED Visits PTMY Outpatient surgeries — % done in ASC Generic prescribing
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California Pay for Performance
For more information: www.iha.org (510) 208-1740
Pay for Performance has been supported by major grants from the California Health Care Foundation