Solutions for Effective Health and Benefit Plans Healthcare Cost - - PowerPoint PPT Presentation

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Solutions for Effective Health and Benefit Plans Healthcare Cost - - PowerPoint PPT Presentation

Solutions for Effective Health and Benefit Plans Healthcare Cost Transparency Tools March 2015 Todays Presenters Kristine Klepper Senior Vice President/Practice Leader Conner Strong & Buckelew Dan McCormick Senior Vice


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Solutions for Effective Health and Benefit Plans Healthcare Cost Transparency Tools

March 2015

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Today’s Presenters

Kristine Klepper

  • Senior Vice President/Practice Leader
  • Conner Strong & Buckelew

Dan McCormick

  • Senior Vice President
  • Healthcare Bluebook
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Past, Present and Future

1992 2015 The Future Annual cost to provide coverage for a family $4,000 $23,000 At current trend rates, annual costs will double in 10 years Average employer share

  • f premium

76% 78% - 80% Remain steady? Health spending as % of GDP 11% 17% 20% by 2017 Number of Americans with a chronic condition 118 million in 1992 141 million in 2011 164 million in 2025

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Cost for Family of Four

$18,074 $19,393 $20,728 $22,030

$23,215

2010 2011 2012 2013 2014

$0 $5,000 $10,000 $15,000 $20,000 $25,000

Annual Medical Cost for Family of Four

Source: 2015 Milliman Medical Cost Index

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  • Fragmented delivery system, outdated provider reimbursement model
  • Outdated information systems
  • New technology & the increase of testing and new procedures
  • Poor-quality care, medical errors, fraud, misuse and underuse
  • Chronic diseases such as heart disease, cancer, diabetes and hypertension,

mostly driven by harmful individual behavior

  • Prescription drug costs
  • The ACA is about covering people, not addressing the rising cost of health

care or the quality gap. Taxes, Record Keeping and Reporting and Cadillac Tax implications

Major Challenges Going Forward

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Identified waste $1.2 trillion

Behavioral $303 billion to $493 billion Clinical $312 billion Operational $126 billion to $315 billion

Claims processing $21 billion to $210 billion Defensive medicine $210 billion Obesity/overweight $200 billion Smoking $567 million to $191 billion Non-adherence $100 billion Alcohol abuse $2 billion Preventable hospital readmissions $25 billion Poorly managed diabetes $22 billion Medical errors $17 billion Unnecessary ER visits $14 billion Treatment variations $10 billion Hospital acquired infections $3 billion Over-prescribed antibiotics $1 billion Ineffective use of IT $81 billion to $88 billion Staffing turnover $21 billion Paper prescriptions $4 billion

Health Care Spending Waste

Source: PWC’s Health Research Institute. The Price of Excess: Identifying waste in healthcare spending

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  • In healthcare, there is no correlation between cost and quality.
  • Prices for medical services can vary greatly - even for the same procedure,

in the same area, within the same network.

  • Quality and outcomes can vary with no relationship to price.
  • The only way to know whether you're getting good care at a reasonable price

is to see the data.

  • Cost transparency tools provide employees with the information they need

about cost and quality to choose the best care at the best price.

Why Healthcare Cost Transparency?

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  • Employers
  • Healthcare transparency can help improve the health care that your employees

receive, while helping to control skyrocketing medical costs. It also leads to more engaged, activated employees.

  • Employees
  • With more large employers now offering high-deductible health plans, consumers

are faced with increasingly large out-of-pocket expenses. Access to price and quality information helps employees save money. It also empowers them to get the best care.

  • Providers
  • Greater transparency means that high-quality health care providers will receive

the recognition they deserve.

Who Benefits from Cost Transparency?

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Changes as a Result of the ACA

1% 10% 27% 30% 37% 42% 53% 57% 73%

Other Move to a defined contribution model Add or expand high performance networks, ACOs, PCMHs or similar delivery models Eliminate high cost plans Reduce spousal subsidy or implement spousal surcharge Increase employee cost sharing Add or expand incentives/disincentives to 3 engage employees in wellness programs Implement or expand account-based CDHPs Add or expand tools to encourage plan participants to be better consumers

Employer Actions to Minimize the Impact of the Excise Tax

Source: 2014 National Business Group on Health Plan Design Survey

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Controlling Medical Plan Costs

52% 66% 71% 71% 73% 80% 84% 85%

Employee advocacy tools/services for claims assistance Data warehouse Self-service decision support tools Price transparancy tools Nurse coaching for lifestyle management Prior authorization for selected services Disease management Nurse coaching for care/condition management

Employer Tools and Programs

Source: 2014 National Business Group on Health Plan Design Survey

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Healthcare Bluebook

Conner Strong & Buckelew - Philadelphia

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3x to 10x

  • Variance in price and quality
  • Plan members are in the dark
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Healthcare Bluebook’s Vision

  • Transform inefficient, broad-panel provider networks into

virtual networks of high-value providers

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  • Launched in 2007 | profitable since 2011
  • 180+ direct clients | 5,000+ clients via partners

Transparency Leader

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Cost Transparency

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Healthcare Price Variance Report

Philadelphia Market

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The Price Problem

Colonoscopy (no biopsy)

$0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 Unique Cases

Price Variability

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Start by Understanding Your Excess Cost

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It’s Not the Physician Cost….

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…It’s the Facility.

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22 Category Total Procedures Total Spend Opportunities to Save Potential Savings Savings Percent

Gener al Di agnost i cs 4, 624 $7, 896, 920 2, 459 $2, 735, 785 35% I P / OP Sur ger y & Pr

  • cedur

es 736 $3, 740, 544 402 $1, 140, 354 30% W om en' s Heal t h 6, 800 $5, 008, 379 3, 704 $1, 078, 265 22% Bone & Joi nt 696 $7, 769, 613 436 $2, 173, 131 28% CT I m agi ng 3, 263 $3, 183, 473 1, 911 $1, 733, 976 54% M RI I m agi ng 3, 193 $4, 004, 932 2, 005 $1, 990, 632 50% Ul t r asound 6, 701 $1, 774, 499 3, 082 $703, 976 40% Xr ay I m agi ng 18, 396 $1, 798, 777 9, 396 $945, 085 53% Labs ( Top 30) 104, 914 $3, 331, 610 64, 695 $1, 863, 897 56% Tot al 149, 323 $38, 508, 746 88, 090 $14, 365, 101 37%

25% of total l medical l spend 37% of the spend on ShopSmart servic ices could ld be saved usin ing hig igh-value, in in-network provid iders

ShopSmart ™ Services

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ShopSmart ™ Services

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ShopSmart ™ Services

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Quality Transparency

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The Quality Problem

Joint Replacement | Philadelphia

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0

56 Hospitals in the Greater Philadelphia Area NATIONAL QUALITY RANK

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27 City Rank Hospital City Rating Score National Rank 1 Christiana Care Health Services, Inc. Newark

√++

98.7 44 2 Thomas Jefferson University Hospital Philadelphia

√++

98.5 50 3 Doylestown Hospital Doylestown

√++ 95.0

167 4 Shore Medical Center Somers Point

√++

94.5 184 5 Atlanticare Regional Medical Center- City Division Atlantic City

√++

90.9 293 6 Pennsylvania Hospital of the University of Pennsylvania Philadelphia

√+

89.5 366 7

  • St. Mary Medical Center

Langhorne

√+

88.4 406

Hospital Quality Data

Clinical Category: Joint Replacement | Philadelphia, PA

National Percentile Rankings

√++ 90th percentile √ 26th – 74th percentile √- 11th – 25th percentile √+ 75th – 89th percentile

  • - No data/not eligible

√-- 10th percentile

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28 City Rank Hospital City Rating Score National Rank 50 Mercy Fitzgerald Hospital Darby

√-

13.2 3,036 51 Crozer Chester Medical Center Upland

√--

10.7 3,122 52 Memorial Hospital of Salem County Salem

√--

7.8 3,225 53 Chestnut Hill Hospital Philadelphia

√--

7.4 3,239 54 Cape Regional Medical Center, Inc. Cape May Court House

√--

6.1 3,284 55 Cooper University Hospital Camden

√--

5.3 3,313 56 Roxborough Memorial Hospital Philadelphia

√--

0.8 3,470

National Percentile Rankings

√++ 90th percentile √ 26th – 74th percentile √- 11th – 25th percentile √+ 75th – 89th percentile

  • - No data/not eligible

√-- 10th percentile

Hospital Quality Data

Clinical Category: Joint Replacement | Philadelphia, PA

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Inpatient Quality Scorecard

Objective Data

  • Data is objectively collected and audited

Multi- Dimensional Scoring

  • Mortality – Overall  Mortality – Condition-

specific

  • Complications  Patient-Safety Events
  • Core Processes  Patient Satisfaction

By Clinical Category

  • Included quality scores by clinical category

All Hospitals

  • Includes virtually all acute, non-fed hospital in US

Relative Ranking

  • Ranks hospitals relative to each other

Risk-adjusted

  • Adjusts quality scores to account for differences in

demographics, co-morbidity and complexity Volume-adjusted

  • Weights hospital scores according to procedure

volume

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Evaluated by Clinical Category

Overall Hospital Care Overall Medical Care Overall Surgical Care Cancer Care Cardiac Care Cardiac Surgery (Major) Carotid Artery Surgery Coronary Bypass Surgery Gall Bladder Removal Gastrointestinal Care GI Hemorrhage General Surgery Heart Attack Treatment Heart Failure Treatment Hip Fracture Repair Interventional Coronary Care Joint Replacement Major Bowel Procedures Neurological Care Neuro-Surgery (Major) Organ Transplants Orthopedic Care Orthopedic Surgery (Major) Pneumonia Care Pulmonary Care Spinal Fusion Spinal Surgery Stroke Care Transplant of Bone Marrow Transplant of Heart Transplant of Kidney Transplant of Liver Transplant of Lung Trauma Care Vascular Surgery Women's Health

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Demo-Member Experience

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Demo-Member Experience

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Demo-Member Experience

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Demo-Member Experience

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Demo-Member Experience

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Demo-Member Experience

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Savings & Reporting & Engagement

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Engagement Levers

Awareness

  • Communications
  • Scavenger Hunts
  • Opportunities to Save Statements
  • Benefit Fairs

Behavior Modification

  • Communications
  • Rewards
  • PreCare Outreach
  • Reference Based Pricing
  • Full Integration with Other Vendors
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Table Tents

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Scavenger Hunt Mailer

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Postcard 1.65x Increase

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  • Site of care is a significant driver of cost for health care services.
  • Employers have the opportunity to realize significant savings by steering

employees to high-value settings with little or no reduction in quality or

  • utcomes.
  • Given the high-cost variation between sites of care, employers can make a

meaningful impact by shifting just a small number of targeted patients to lower-cost facilities.

  • Successful site-of-care strategies must combine data analysis, financial

incentives for patients, transparency tools or member advocacy programs, and ongoing communications to ensure that patients have the information they need prior to selecting a site of service.

  • Employers will save money, and so will their employees.
  • Such efforts to drive down costs will also keep the pressure on everyone to

reduce costs and compete on value..

Developing a Cost Transparency Strategy

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  • Review baseline health care spend and trends for services that have high-cost variation

across different sites of care; and identify the specific sites where these services--including high- tech imaging and the administration of specialty medications and outpatient procedures--are being

  • ffered by different levels of professionals at differing costs.
  • Leverage plan design to financially incentivize employees to seek care in high-value
  • settings. Prior authorization should be required for nonemergency services in high-cost sites of

care that have lower-cost alternatives.

  • Offer transparency tools and health plan/vendor programs that empower employees to make

informed decisions regarding site of care.

  • Develop a premier network of high-value facilities/providers for specific services with high-cost
  • variation. These include specialty pharmacies, on-site clinics and telehealth providers, as

appropriate.

  • After careful review of your data, consider carving out appropriate prescriptions like self-

injectables from the medical benefit and moving them to the pharmacy benefit

  • Use multi-channel communication strategies to educate employees and dependents about

the importance and benefits of seeking care at high-value settings.

  • Work with vendors to identify and engage providers that most often refer patients to high-

cost sites of care. This strategy will become more important as the market moves to integrated delivery systems like accountable care organization with structured referral channels and risk- sharing contracts that reward providers for reducing costs.

Developing a Cost Transparency Strategy

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Other Resources from Conner Strong & Buckelew

Periodic Webinars

Web-based presentations on health care legislation, regulations and innovative ideas

Email Alerts and Updates

High level, quickly produced articles about emerging issues intended to alert clients to legislative and regulatory developments

Perspectives

Thought pieces intended to identify trends/ issues, helping clients anticipate challenges

Our presentations and publications are for educational purposes only and are not intended, and should not be relied upon, as accounting, tax

  • r legal advice; any advice is not intended or

written to be used, and cannot be used, for the purpose of avoiding penalties that may be imposed under the Internal Revenue Code (IRC) or applicable state or local tax law provisions.

www.connerstrong.com

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Thank You for Your Participation