Posts Tagged ‘CMS’

CMS released the final regulation which implement a new form of healthcare organization, the Accountable Care Organization (ACO)

Saturday, November 5th, 2011

On October 20, 2011the US Department of Health and Human Services released the final rule implementing the ACO Shared Savings Program and the complementary regulations and guidance from CMS/OIG as well as the DOJ/FTC. It should be noted that the final rules are materially different from the proposed rules of March, 2010.

ACOs were created by the Affordable Care Act (ACA) signed into law March 2010. The dual purpose, of this network provider model, is to reduce the increasing cost of healthcare and to include incentives to create this new way of providing care for individuals. Coupled with the ACO rules, CMS had unveiled the Shared Savings Program (SSP), a program created by Congress to allow the ACOs to share in the savings and potentially share the costs of care to Medicare beneficiaries.

The final regulations were released. The proposed rules did not stimulate the interest expected. CMS has since changed the final rule to focus on the themes of flexibility, accountability, and innovation. It also provides clear guidance aimed at encouraging the development of the ACO participation in the Shared Savings Program. The purpose of ACOs is to realize savings and quality care through the coordination of services among the various providers, including hospitals, individual physicians, group practices, hospitals, home health agencies, and community health centers, or any combination of the above. Applications for the implementation of ACOs are currently being accepted through January 1, 2012, and the first ACOs will begin April, 2012.

The three goals of the ACOs stressed under the Shared Savings program will be to promote: 1) effective, patient-centered care for individuals; 2) preventive oriented and education oriented care for specific populations; and 3) cost savings (and profit) for the ACOs and CMS in general as well as decreasing waste in the system.

To be eligible to participate in the Shared Savings Program, ACOs must be accountable for at least 5000 beneficiaries a year for each of the three years of the agreement. To be eligible to share the savings, ACOs will be required to report on four quality measure domains.

It is apparent that this new healthcare model will be very patient-centered, not only addressing the medical needs of its participants, but also the social, nutritional and community needs as well. The cost sharing for the ACOs is determined by not-yet established benchmarks for 33 quality measures (QMs) broken down into the four domains:

  • Care Coordination/Patient Safety (6 measures)
  • Preventive Health (8 measures)
  • At-Risk Populations/frail elderly health (12 measures)
  • Patient/Caregiver Quality Standards (7 measures).

The QMs include population focused areas that are approached in a patient-centered manner. These indicators include timeliness of physician appointments, effective communication, tobacco use, diabetes and other comorbidity control, as well as preventive screenings. Depending on the success of the outcome-driven education and approach to the care as well as patient ratings and surveys, specific provider scores could garner up to 60% of the savings realized by the organization. It is anticipated that the new system will save over $960 million over the next three years for the Medicare program, per CMS.

This new form of healthcare organization will utilize technology to link providers. “An ACO will be rewarded for providing better care and investing in the health and lives of patients,” said Donald M. Berwick, M.D., CMS Administrator. “ACOs are not just a new way to pay for care but a new model for the organization and delivery of care.”

Educational Videos: CY2011 Changes Part III of III

Saturday, November 5th, 2011

Home Health Consumer Assessment of Healthcare Providers and Systems (HHCAHPS)

This survey is meant for patients and people to identify their experiences with Home Health providers.  This gives the patients and their families the opportunity to voice their opinions of the care that they recieved.  In another sense, the Healthcare providers are receiving a form of audit done by their patients.  Those agencies not participating in this survey are at risk of -2.0% reduction for the market basket index rate.

Home Health Consumer Assessment of Healthcare Providers and Systems Survey aka HHCAHPS

Thursday, October 27th, 2011

The first letters of non- compliance notification have begun arriving to over 1300 agencies. Many agencies are complaining they had complied. What has occurred? What should an agency leader do after receipt of such a letter? Why is there such focus on this survey?

What is the CAHPS Program?

The Consumer Assessment of Healthcare Providers and Systems is designed to develop and support the use of comprehensive standardized surveys that ask customers and beneficiaries to report on and evaluate the care they received. The program is funded by and administered by the US Agency for Healthcare Research and Quality (AHRQ). For over a decade CAHPS has established principles that include identifying and supporting consumer information, adherence to scientific testing principles, comparability of data, as well as maintaining products in the public domain. (CMS, AHRQ, CAHPS).

CAHPS surveys are standardized per AHRQ in the following manner:

The Instrument is standardized in such a fashion that anyone administering the survey can ask the questions in the same way.

The protocol is standardized in that it adopts the same approach to “drawing the sample, communicating with potential respondents, and collecting the data.”

The analysis is developed in a way to minimize variations in how vendors process and interpret survey results.

The reporting uses a well-tested approach that reflects best practices in reporting.

How is CAHPS Data Utilized?

Health care monitoring agencies, such as State regulatory agencies and Quality Improvement Agencies (QIOs) use CAHPS data coupled with quality measure data to evaluate agency performance. Since 1999, the National Center for Quality Assurance (NCQA) has required CAHPS data from health plans that are seeking accreditation or when they submit data as part of the Health Plan-Employer Data and Information Set (HEDIS). Behavioral health organizations must use CAHPS data along with their ECHO survey when they are seeking accreditation. PPOs must have CAHPS survey findings completed routinely as part of their accreditation process through URAC.

The CAHPS standardized surveys are expanding into new areas of healthcare but CAHPS is not new to the business of surveys. CAHPS Health Plan Surveys are designed to be heterogeneous in population coverage.

Per CMS, CAHPS Emphasis is on Consumers and Patients

CMS believes that “consumers and patients are the best and/or only source regarding care.” They also state that CAHPS surveys do not attempt to collect information that can be gathered more effectively through other means. This overall program has been a successful collaboration of public and private research organizations that includes RAND, Yale School of Public Health, and the American Institute for Research. Together, the private and public groups are known as the CAHPS Consortium. Together, they have been instrumental in developing and testing ways organizations can use CAHPS data for quality improvement.

Can an Agency Improve their Scores Through Better Practice?

Yes, an agency not only can influence later scores, they should be aggressive in doing so. Reward clinicians when a positive comment is known. In the same regard, keep track of negative comments. Help the clinician who is perceived as lacking in customer service attributes. Review facts such as sitting with a patient for 1-2 minutes creates an image of spending time and not being in a hurry. Taking time to ask about a grandchild or a pet conveys sensitivity and caring. Sometimes, a busy very qualified clinician can have behaviors misunderstood.

Be certain that clinicians understand that research supports the fact that patients want at least a day’s notice of a visit. Timely notification scores decline if the clinician does not establish or remind the patient of the visit at least one day in advance.

Find creative ways to help patients remember their education. When I once visited a home to survey care, the patient showed the picture of the blue ribbon she had received for correctly learning how to properly administer her meds. She and her nurse had  a fun time discussing the fact that she had always wanted a blue ribbon. “Now, I have one,” she stated.” And later she challenged me. “Ask me anything about those meds,”

Patients who are visual learners may appreciate a journal to take notes or may appreciate printed information they can underline with colored markers. The important point is learning how they have learned in the past.

Return phone calls promptly (within 10-15 minutes) to obtain high scores on timeliness of response to questions.

The First HHCAHPS Letters of Non-Compliance have been Received

Over 1300 agencies have received letters notifying them that they have not satisfied the requirement for participation in HHCAHPS. As a result, these agencies are slated to have a 2% market-basket reduction in 2012. That 2% will be in addition to the 3.5% payment cut proposed by CMS for that year. In a time of fragile bottom lines, a 5.5% reduction can be onerous.

So, what should the agencies do if they receive the letter of non-compliance and they believe it was sent in error? Consider appeal! Be prompt. The letter of non-compliance has a 30 day life span for appeal. Do not miss it. Verify with your vendor that the required data was submitted timely. Ask for proof of transmission.

Many agencies that received the letters reported to NAHC that submission of data occurred. Obtain proof from your vendor of the dry run and the ongoing data submissions. Data submission guidance can be found at https://homehealthcahps.org/HHAGuidanceforDataSubRept.pdf

Some agencies believe CMS may have a glitch in the reporting system. Take no chances. Obtain proof from your vendor of submission and preserve your rights by filing the timely appeal. Be proactive. The old adage, “not to decide is to decide… is true” Decide and Act.

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OBQM/Chart Audits and the New Survey Protocols: Tweaking and Streamlining Process for Real Improvement

Tuesday, October 25th, 2011

From Outcome-Based Quality Improvement (OBQI) refresher training to Total Quality Management Agency Programs, the home health agency of today needs to define the level of programs needed to operationally and financially drive  success. The home health agency needs OASIS stop, logic, and congruence edits to prompt clinicians and flag incongruence between M questions. But, that is just the start. The OASIS integrated assessment sets the stage for the plan of care created. From the plan comes the visits and they must support that plan and drive to expected outcomes.

Perhaps your firm would benefit from a third party quality clinical chart audit. Your Professional Advisory Committee, Board of Directors, and you may well see the merit of an independent view of clinical processes and care. Noting strengths and determining opportunities for improvement before a survey makes sense. Are you spending too much time and money internally for chart reviews? What does happen after those reviews? Do you educate personnel? How do you know if that education was successful?

Clinical chart audits can assist you to remedy issues, provide education and training, and improve efficiencies. Clinical audits can assist to streamline processes, determine areas of risk, and assist to improve the bottom line.  Clinical audits can assist to identify quality customer service and improve patient care.

“Identifying ways that an outcome-based corporate culture fully extends to both internal and external customers is the responsibility of leadership. Developing and using simple tools can aid in the process. Once systems are implemented, maintaining a true commitment to TQM becomes a powerful challenge. But, to the persevering leader, the rewards of quality customer service can go hand in hand with a positive bottom line” (Carmichael, 2005)*

The new survey protocols mandate an outcome–oriented survey process, therefore, know that the surveyor will continue evaluating, per CMS, “the quality of care and services furnished by the agency as measured by indicators of medical, nursing, and rehabilitative care.” In addition, the new process will emphasize the clinical record of assessment and care, agency personnel interviews, and home visits. The new regulations provide clear guidance for expanding the survey, if needed.

Besides Process and Chart reviews, agencies should routinely use the Surveyor Worksheets to review agency data filed with the state, look at diagnoses and expected outcomes, monitor potentially avoidable event outcomes, and be certain there is adequate documentation for case mix indicators.

An evaluation of Level 1 indicators (see Select Data University April, 2011 article on New Survey Protocols, Survey Protocol Worksheets) includes standards under skilled nursing and therapies. If the agency is in compliance with Level 1 standards and no additional issues or concerns are identified, the survey is completed. If the expected outcomes are not met for one or more Level 1 standards, then the survey expands to become a partially extended survey.

At the very minimum, compliance with Level 2 standards is evaluated if deficiencies were identified with Level 1 standards. This is the partially extended survey. Be aware that surveyors may review additional non Level 1 or 2 standards under the same conditions during the partially extended survey at their discretion. (State Operations Manual, SOM, Appendix B). In an extended survey, all conditions will be reviewed. Appendix B and Survey Protocols provide specific recommendations for: citing condition-level deficiencies, extending the survey, and related conditions for further survey.

Now, more than ever, a thorough assessment must drive discipline specific care plans that drive the overall POC with every visit skilled and enhancing the process toward expected outcomes. Clinical record reviews, clinical interviews, and home visits drive the survey process. Documentation is essential. Good documentation starts with a thorough assessment. That assessment should be specific. Does your assessment tool set the stage for success? Is it detailed enough to gather data to allow the highest level of coding specificity? Does it cue the clinician with requests for detail to support a case mix diagnosis that may be assigned?

It is simple in the guidelines; a good POC starts with a solid clinically integrated OASIS assessment. That assessment drives the discipline specific care plan and those plans contribute to the overall POC. That POC has diagnoses present that require substantiation in the clinical record and the expertise of master coders. That very record supports the diagnoses sequences chosen. The visits can stand alone as to skill but reflect that they are a part of an individualized skilled plan of care.

Documentation takes time and thought. Clinicians are busy and require assistance and support. Consider a third party coding entity. Also consider an OASIS data collection service that was created by clinicians.  The system should be reflective of what you expect and of what your clinicians need.

The new survey protocols are data driven. Agency leaders need real data daily, weekly, monthly to monitor clinical performance and patient care outcomes.

The Surveyors have the data when they arrive. Do you?

*Carmichael, S (2005). Total quality management and outcomes based quality improvement: revisiting the basics. In Home Health Care Management and Practice (17)(2),119-124

The Affordable Care Act and Bundling Payments

Tuesday, September 27th, 2011

The Patient Protection and Affordable Care Act has caused much change in health care and another change is being encouraged: a Bundling Payments initiative. The Department of Health and Human Services recently announced a new initiative designed to help patients receive improved acute and post care. Physicians, acute care facilities, and other health care providers can now apply to participate in the Bundled Payments for Care Improvement Initiative. CMS is seeking assistance to test and develop four different models of payment bundling. Through this initiative, providers could select conditions to bundle and determine how payments would be distributed among providers.

The belief is that “bundled payments can help align incentives for providers to partner and work closely together across specialties and settings…” (CMS, 8/23/2011).

The CMS Innovation Center http://www.innovations.cms.gov has made available the Request for Application (RFA) for three retrospective models. The application is due November 4, 2011. To apply: http://www.innovations.cms.gov/areas-of-focus/patient-care-models/bundled-payments-for-care-improvement.html

Specific questions can be directed to BundledPayments@cms.hhs.gov

Per CMS, research and prior demonstration projects have shown that using a bundled payment initiative for patients with coronary artery bypass graph surgery saved CMS $42.5 million, roughly 10% of expected costs. The research was conducted at hospitals in Atlanta, Columbus, Ann Arbor, and Boston.

Bundled payments are just one part of a wide-ranging effort to improve healthcare yet reduce the cost of that care. The Accountable Care Organizations are another strategy being encouraged.

These strategies are not new. Many organizations have recognized the fragmentation that occurs in healthcare delivery. Recently, the National Quality Strategy launched a Partnership for Patients uniting physicians, nurses, other healthcare professionals as well as unions, the State and the Federal Government to offer ways to prevent hospital readmissions and improve transition between levels of care. CMS announced an investment intended over $1 billion to help drive these changes. CMS also announced their intent to invest over $50 billion over 10 years in like projects.

It appears that innovative projects to decrease fragmentation in care could be rewarded. If you have ideas, why not apply for the RFA?

To read the Affordable Care Act, go to www.HealthCare.gov/news/factsheets/deliverysystem07272011a.html