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Manager l Utilization Management (Medicaid) job in TN | Anthem

 
 

 
 

Description:

Description

SHIFT: Day Job

SCHEDULE: Full-time

Your Talent. Our Vision. At Amerigroup, a proud member of the Anthem, Inc. family of companies focused on serving Medicaid, Medicare and uninsured individuals, it’s a powerful combination. It’s the foundation upon which we’re creating greater access to care for our members, greater value for our customers and greater health for our communities. Join us and together we will drive the future of health care.

This is an exceptional opportunity to do innovative work that means more to you and those we serve.

Manager l Utilization Management (Inpatient) – Texas Medicaid (PS62128)

Location for External candidates: Texas residents only. [email protected]

The Manager I HCMS / Utilization Management (Texas Medicaid) is responsible for managing a team of physical and/or behavioral health practitioners responsible for coordinating member service, utilization, access, care management and/or concurrent review to ensure cost effective utilization of health, mental health, and substance abuse services for one or more member product populations of varying medical complexity ensuring the delivery of essential services that address the total healthcare needs of members. Primary duties may include, but are not limited to:

  • Manages and oversees team responsible in case finding and coordinating cases that involve comorbid conditions.
  • Coordinates service delivery to include member assessment of physical and psychological factors.
  • Responds to member, provider, and state complaints and inquiries.
  • Partners with providers to establish short and long-term goals that meet the member’s needs, functional abilities, and referral sources requirements.
  • Identifies members with potential for high-risk complications.
  • Reviews benefit systems and cost benefit analysis.
  • Evaluates medical, mental health and substance abuse service for cost containment.
  • Supports program compliance and assists in identifying opportunities to improve the customer service and quality outcomes.
  • Attends state meetings, implements state changes.
  • Supports quality initiatives and activities, including adherence to National Committee for Quality Assurance (NCQA) standards and HEDIS reporting.
  • Hires, trains, coaches, counsels, and evaluates performance of direct reports.

Qualifications

Minimum Requirements:

  • Requires a BA/BS; 5 years of experience in Health Care Management; or any combination of education and experience, which would provide an equivalent background.
  • Current active unrestricted RN license in the state of Texas required. Must be a Texas resident.
  • 1 year managed care industry work experience.
  • 1 year experience using FACETS.
  • 1+ years working in medical management interpreting and applying member contracts, member benefits, and managed care products.
  • 1+ years experience working with Interqual criteria, Milliman Care Guidelines, and/or Texas State Medicaid criteria (TMPPM.)
  • 1 year experience leading others formally (direct reports or Team Lead) or informally (SME, Project management, etc)
  • 5 years’ experience using MS Word and MS Excel.

Preferred Qualifications:

  • Proficient using FACETS
  • Experience using ACMP, HIP (Health Information Platform) and/or Care Compass a plus.
  • MSN, MPH, MPA, MSW or MBA with Health Care Concentration preferred.
  • Certified Case Manager Certification preferred.

Applicable to Colorado Applicants Only

Annual Salary Range*: $82,240 – $102,800

Actual compensation may vary from posting based on geographic location, work experience, education and/or skill level.

  • The hourly or salary range is the range Anthem in good faith believes is the range of possible compensation for this role at the time of this posting. The Company may ultimately pay more or less than the posted range. This range is only applicable for jobs to be performed in Colorado. This range may be modified in the future. No amount is considered to be wages or compensation until such amount is earned, vested, and determinable under the terms and conditions of the applicable policies and plans. The amount and availability of any bonus, commission, benefits, or any other form of compensation and benefits that are allocable to a particular employee remains in the Company’s sole discretion unless and until paid and may be modified at the Company’s sole discretion, consistent with the law.

We offer a range of market-competitive total rewards that include merit increases, paid holidays, Paid Time Off, and incentive bonus programs (unless covered by a collective bargaining agreement), medical, dental, vision, short and long term disability benefits, 401(k) + match, stock purchase plan, life insurance, wellness programs and financial education resources, to name a few.

Anthem, Inc. has been named as a Fortune 100 Best Companies to Work For®, is ranked as one of the 2020 World’s Most Admired Companies among health insurers by Fortune magazine, and a 2020 America’s Best Employers for Diversity by Forbes. To learn more about our company and apply, please visit us at careers.antheminc.com. An Equal Opportunity Employer/Disability/Veteran. Anthem promotes the delivery of services in a culturally competent manner and considers cultural competency when evaluating applicants for all Anthem positions.

Clipped from: https://getwork.com/details/f70331fd37f15aac61f81e7d66a4e078?utm_campaign=google_jobs_apply&utm_source=google_jobs_apply&utm_medium=organic

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Versant Health Holdco, Inc Senior Client Manager, Government Programs (Medicare/Medicaid)

 
 

SEE how you can make a difference! Be part of an innovative company that cares about its associates and helps members enjoy the wonders of sight through healthy eyes and vision.

Versant Health provides vision care to 37 million members nationwide! To ensure your continued success we provide opportunities for advancement and development. Our associates remain engaged through a comprehensive compensation and benefits package which includes health and dental insurance, tuition reimbursements, 401(k) with company match, pet insurance and FREE vision insurance for you and your family.


Scope and Purpose of Position

Develop strong external and internal relationships to achieve client satisfaction, revenue objectives for existing customers in an assigned segmentation and geography of Business.

Manage, retain and grow assigned book of business, including large high profile and complex Government Sponsored clients (i.e. Medicaid/Medicare lines of business), to achieve individual and corporate goals. Internal liaison to implementation and operations areas for clients. Coordinate introduction/orientation/implementation meetings with internal business partners when applicable for new/existing groups.


Essential Functions

 

  • Provides strategic leadership and solution based support to expand and maintain business relationships with existing large and complex accounts
  • Demonstrates individual ownership and accountability in development client and broker relationships
  • Communicate effectively, consistently and frequently with assigned client base. Continuously working to improve customer loyalty
  • Ongoing liaison/consultant through meetings, plan reviews, care calling, etc. in accordance with Client Service guidelines to ensure client loyalty, retention and satisfaction
  • Lead implementation from a client management team perspective, partnering with internal departments, with the responsibility of successful implementation
  • Ability to effectively manage high profile and complex clients in a book of business encompassing $15,000,000 to $40,000,000
  • Meet all assigned revenue, client retention and profitability goals
  • Notify Team leader of potential growth opportunities as well as escalated client concerns, continued negative feedback or ‘red flags’ within assigned book of business
  • Present renewals and recommendations and coordinate implementations for renewals, benefit changes and unit adds with Implementation and Contracting teams
  • Coordinate implementations for new sales with Sales Team as overall project manager through completion of implementation
  • Determine growth opportunities and benefit design, coordinate proposal and finalize sale, as well as, group communication needs (summary plan descriptions, provider lists, etc.) and benefit fair needs and expectations
  • Review and assure that client receives all requested reports, satisfaction results and performance guarantees within the timeframe requested
  • Inform senior management of market trends that affect the management of assigned book of business
  • Strategic support for sales presentations and marketing, when needed
  • Adhere to privacy and confidential and proprietary company policies and procedures (i.e. HIPAA)
  • Participate in any/all training and educational activities necessary to fulfill at least the minimum requirements as specified within your departmental goals. This is in addition to the completion of any activities necessary for the maintenance of professional affiliations or organizational requirements
  • As required by changing business needs, complete additional responsibilities as assigned
  • Maintain appropriate insurance licenses
  • Ability and willingness to travel as required

Education and Experience
 

  • Bachelor’s Degree preferred
  • Knowledge and experience in the insurance, health, or vision care industry
  • Years of experience 3-5
  • Prior Account Management or Customer Service experience desirable
  • Life/health insurance license required (within 6 months of hire)
  • Computer knowledge/skills needed
  • Travel domestically: valid driver’s license required

Essential Responsibilities related to Physical Demands/Work Environment
The physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform essential functions. While performing the duties of this job, the associate is required to stand, use hands and fingers to handle, feel, pick or pinch, and talk or hear most of the time. The associate is occasionally required to stand, walk, and reach with hands and arms. The associate must frequently lift and/or move up to 20 pounds. The noise level in this location is moderate (use of computers, printers and machines). Ability and willingness to travel as required.

HIPAA & Security Requirements

All Associates must comply with the Health Insurance Portability Accountability Act of 1996 (HIPAA) as it pertains to disclosures of protected health information (PHI) as described in the Notice of Privacy Practices and HIPAA Privacy Policies and Procedures. As a component of job roles and responsibilities, Associates may have access to covered information, cardholder data or other confidential customer information which must be protected at all times. As a result, Associates must explicitly adhere to all data security guidelines established within the Company’s Privacy & Security Training Program.

We provide equal employment opportunities (EEO) to all associates and applicants for employment without regard to race, color, religious beliefs, sex, gender identity, sexual orientation, age, marital status, national origin, ancestry, physical or mental disability or history of disability, genetic information, status as a protected veteran or disabled veteran, or any other status protected by Federal, state or local law.


We take pride in our recruiting process and follow a merit-based employee recruitment practice with extensive screening steps. We will never request money from candidates who seek employment with us and will never ask for any payment as part of the recruitment process.


This policy extends to all associates and to all aspects of the employment relationship. Any associate who violates this policy will be subject to disciplinary action up to and including termination.

 
 

Clipped from: https://www.glassdoor.com/job-listing/senior-client-manager-government-programs-medicare-medicaid-versant-health-JV_IC1155583_KO0,59_KE60,74.htm?jl=1007396384697&utm_campaign=google_jobs_apply&utm_source=google_jobs_apply&utm_medium=organic

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Medicaid New Market Transitions Director Anthem Inc.

 
 

Description
SHIFT: Day Job
SCHEDULE: Full-time
Your Talent. Our Vision. At Anthem, Inc., it’s a powerful combination, and the foundation upon which we’re creating greater access to care for our members, greater value for our customers, and greater health for our communities. Join us and together we will drive the future of health care.
This is an exceptional opportunity to do innovative work that means more to you and those we serve at one of America’s leading health care companies and a Fortune Top 50 Company.
Medicaid New Market Transitions Director
Location: The ideal candidate would be located in an Eastern or Central time zone with a 50% travel expectation, yet this position will consider other Anthem locations.
Anthem’s Government Business Group’s Medicaid New Market Transition team is looking for a Medicaid New Market Transitions Director to join its team. This high-performing individual contributor will be responsible for creating and executing strategies and tactical plans to win new business (new markets, alliance partnership, acquisitions, etc.). Leads, oversees, develops and ensures successful procurement of new business, resulting in increased Medicaid growth and P&L opportunities and expansion of Anthem’s market footprint. Focus for this role will be on initial ground game development, state and legislative relationship development in coordination with Government Relations, regulatory and compliance.
Primary duties may include, but are not limited to:
+ Creates and executes the initial market strategy enabling Anthem to win the business by understanding the key needs of the customer (State, Provider, Alliance, etc.) in partnership with multiple matrix partners including Finance, Government Relations, Diversified Business Group, Network, Operations and Clinical organizations.
+ Identifies and develops new relationships and advocacy in the market(s) with state, provider, and not for/non- profit organizations.
+ Develops and supports new innovative programs and market specific pilots targeting growth including internal and external vendor partnerships.
+ Provides business expertise in each new business venture to proactively understand what Anthem’s portfolio currently can offer, what will need to be developed, and the ROI to ensure there is a mutually beneficial outcome for both parties when building new programs.
+ Prior to engaging in procurement activities, builds brand recognition with community partners in partnership with the Medicaid Marketing organization to better support RFP activities and win new business.
Qualifications
Minimum Requirements:
Requires a BA/BS degree in a related field and a minimum of 8 years of leadership experience; or any combination of education and experience, which would provide an equivalent background.
Preferred Qualifications:
+ Experience in a health plan leadership role and leadership role in M&A and/or RFP activities.
+ Experience and knowledge of MCO most notably in the Medicaid industry is strongly preferred.
+ Demonstrated results in three or more of the following areas required: Product Development, Market Strategy, Market Research or Risk Management.
+ Experience in building strong client relationships with key stakeholders including clients, government agencies, and vendor partners.
+ Excellent written, oral and interpersonal communication skills with the proven ability to negotiate expectations between multiple parties.
+ Experience interacting confidently with senior management, as s subject matter expert and comfortable with influencing decision-making.
Applicable to Colorado Applicants Only
Annual Salary Range*: $124,404 – $155,505
Actual compensation may vary from posting based on geographic location, work experience, education and/or skill level.
* The hourly or salary range is the range Anthem in good faith believes is the range of possible compensation for this role at the time of this posting.  The Company may ultimately pay more or less than the posted range. This range is only applicable for jobs to be performed in Colorado. This range may be modified in the future.  No amount is considered to be wages or compensation until such amount is earned, vested, and determinable under the terms and conditions of the applicable policies and plans. The amount and availability of any bonus, commission, benefits, or any other form of compensation and benefits that are allocable to a particular employee remains in the Company’s sole discretion unless and until paid and may be modified at the Company’s sole discretion, consistent with the law.
We offer a range of market-competitive total rewards that include merit increases, paid holidays, Paid Time Off, and incentive bonus programs (unless covered by a collective bargaining agreement), medical, dental, vision, short and long term disability benefits, 401(k) +match, stock purchase plan, life insurance, wellness programs and financial education resources, to name a few. Anthem, Inc. has been named as a Fortune 100 Best Companies to Work For®, is ranked as one of the 2020 World’s Most Admired Companies among health insurers by Fortune magazine, and a 2020 America’s Best Employers for Diversity by Forbes. To learn more about our company and apply, please visit us at careers.antheminc.com. An Equal Opportunity Employer/Disability/Veteran. Anthem promotes the delivery of services in a culturally competent manner and considers cultural competency when evaluating applicants for all Anthem positions.
REQNUMBER: PS61432-2583
 

 
 

Clipped from: https://www.recruit.net/job/transition-director-jobs/D7AECB1293F54D52?utm_campaign=google_jobs_apply&utm_source=google_jobs_apply&utm_medium=organic

 
 

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PROVIDER SENIOR PROJECT MANAGER MEDICAID REMOTE

 
 

*Description* The Senior Project Manager manages all aspects of a project, from start to finish, so that it is completed on time and within budget. The Senior Project Manager work assignments involve moderately complex to complex issues where the analysis of situations or data requires an in-depth evaluation of variable factors..

*Responsibilities*.


*Where you Come In* The Senior Project Manager designs, communicates, and implements an operational plan for completing the project; monitors progress and performance against the project plan; takes action to resolve operational problems and minimize delays. Identifies, develops, and gathers the resources to complete the project. Prepares designs and work specifications; develops project schedules, budgets and forecasts; and selecting materials, equipment, project staff, and external contractors.


Communicates with other operational areas (ie, Provider, IT, Medicaid, etc..


.) in the organization to secure specialized resources and contributions for the project. Conducts meetings and prepare reports to communicate the status of the project.


Sets priorities, allocates tasks, and coordinates project staff to meet project targets and milestones. Begins to influence department’s strategy. Makes decisions on moderately complex to complex issues regarding technical approach for project components, and work is performed without direction.


Exercises considerable latitude in determining objectives and approaches to assignments..


*What Humana Offers* We are fortunate to offer a remote opportunity for this job. Our Fortune 100 Company values associate engagement & your well-being.


We also provide excellent professional development & continued education..


*Required Qualifications – What it takes to Succeed*. Bachelor’s degree. Minimum of 5 years of Project Management experience and successful project management implementations.


Proficient in MS Office to include MS Project. Strong verbal and written communication skills. Must be passionate about contributing to an organization focused on continuously improving consumer experiences.


We will require?full COVID vaccination for this job as we are a?healthcare?company committed to putting health and safety first for our members, patients, associates and the communities we serve..


If progressed to offer, you will be required to provide proof of full vaccination or documentation for a medical or religious exemption consideration where allowed by law..


*Preferred Qualifications*. PMP certification.


Provider data and processes knowledge and/or experience.*Additional Information – How we Value You*. Benefits starting day 1 of employment. Competitive 401k match.


Generous Paid Time Off accrual. Tuition Reimbursement. Parent Leave. Go365 perks for well-being. Must have a separate room with a locked door that can be used as a home office to ensure you have absolute and continuous privacy while you work..

Must have accessibility to high speed DSL or cable modem for a home office (Satellite internet service is NOT allowed for this role); and recommended speed for optimal performance from Humana systems is 10M x 1M.*Interview Format* As part of our hiring process, we will be using an exciting interviewing technology provided by Modern Hire, a third-party vendor. This technology provides our team of recruiters and hiring managers an enhanced method for decision-making.

If you are selected to move forward from your application prescreen, you will receive correspondence inviting you to participate in a pre-recorded Voice Interview and/or an SMS Text Messaging interview. If participating in a pre-recorded interview, you will respond to a set of interview questions via your phone. You should anticipate this interview to take approximately 10-15 minutes.


If participating in a SMS Text interview, you will be asked a series of questions to which you will be using your cell phone or computer to answer the questions provided. Expect this type of interview to last anywhere from 5-10 minutes. Your recorded interview(s) via text and/or pre-recorded voice will be reviewed and you will subsequently be informed if you will be moving forward to next round of interviews.


In order to support the CDC recommendations on social distancing and reduce health risks for associates, members and public health, Humana is deploying virtual and video technologies for all hiring activities. This position may be subject to temporary work at home requirements for an indefinite period of time. These requirements include access to a personal computing device with a camera, a minimum internet connection speed of 10m x 1m, and a dedicated secure home workspace for interview or work purposes.


Humana continues to monitor the situation, and will adjust service levels as the coronavirus situation evolves. The following changes are temporary and will be evaluated frequently with the goal of returning to normal operations as soon as possible. Your Talent Acquisition representative will advise on the latest recommendations to protect your health and wellbeing during the hiring process.


\#ThriveTogether #WorkAtHome.*Scheduled Weekly Hours* 40.

 

To apply for this position you will complete an application form on another website provided by or on behalf of Humana. Please note Apply4 Tech Jobs is not responsible for the application process on any external website.

 
 

Clipped from: https://www.apply4techjobs.com/job-in-Birmingham-Alabama-USA/PROVIDER-SENIOR-PROJECT-MANAGER-MEDICAID-REMOTE-VIRTUAL-IN-US-76ca0b268ffbc3e480/?utm_campaign=google_jobs_apply&utm_source=google_jobs_apply&utm_medium=organic

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Wider Circle VP of Operations, Medicaid Job in Remote

 
 

At Wider Circle, our team is on a mission to connect neighbors for better health, and we’re looking for equally passionate colleagues across the country to help us make a positive impact on the communities we serve. We are growing at warp speed to reach those who need us most, paving the way to become 1 million members strong. We are proud to support a culture of caring, diverse and visionary change-makers who enjoy working in a fast-paced environment and experiencing new things, every day. We partner with health plans and physician groups in neighborhoods across the country to provide fun and educational in-person and virtual programs for members who share similar interests and life experiences. Think of us as a social group with a bigger purpose: Helping Medicare and Medicaid members get the care they deserve while surrounded by a trusted circle of friends, close to home. Today, Wider Circle is proud to bring its unique neighborhood care programs to more than 320 communities in 5 different languages. Join us as we build connections for better health in communities across the country.

Wider Circle is looking for a Vice President of Operations to lead our Medicaid division with the following skills:

Top Five Skills

 
 

Connects with the Mission

Wider Circle’s mission should be a significant factor in this person’s desire to consider the position. The right person will be a values-driven individual who immediately aligns with Wider Circle’s values, connects and compliments teammates, and demonstrates the appropriate passion within their personal life.

Outspoken and Resolute

To create value for our Medicaid sponsors, we need to engage hard-to-reach members and find new ways to engage them that balance outcomes and economics. To find new solutions, we work in groups and create a contest of ideas. The ideal candidate will defend their reasoning through debate and challenge and have the grit to stay the course.

Health Plan End Market Experience

The right candidate understands our customers – Health Plans and Payer organizations such as Medicare Advantage & Medicaid Plans. This individual will have 3-5 years of experience in a health services startup, health provider, or other organization serving health plans.

Flexibility

Responding to members’ and customers’ needs with the consistency and passion that typify Wider Circle requires flexibility. Work processes, work teams, and speed adjust to meet those needs, and this individual would like this type of work dynamic.

High Clock Speed

For us, clock speed is the pace at which a person likes to go about their work. It’s a matter of preference more than anything. At Wider Circle, the pace of work tends to be fast, and this individual would prefer that pace of work.

Responsibilities

  • Manage the service delivery for our Medicaid sponsors
  • Lead the implementation of new Medicaid programs
  • Lead the implementation of services with new Medicaid MCO’s
  • Develop staffing plans, operational metrics, and budgeting to meet the Company’s objectives for its Medicaid services
  • Participate in the development of new content and process solutions
  • Manage the execution and reporting of Medicaid service design experiments
  • Develop operational processes specific to each Medicaid program
  • Manage the data retrieval and analysis of data from the system of record to provide actionable recommendations to the COO
  • Create and maintain operating procedures and processes
  • Lead the development of a Quality Assurance program for the Medicaid services
  • Manage the creation of training materials and collaboration with the training team

Requirements

  • 10+ years of experience working with low-income individuals
  • 10+ years of service delivery experience
  • Demonstrated project & vendor management experience
  • Experience working at investor-backed startups
  • Experience working at growth-stage startups is a plus
  • Demonstrated experience with service or campaign development is a plus
  • Bachelor’s degree is required, Master’s degree preferred
  • Exceptional working knowledge of GSuite, Salesforce, and reporting databases such as Tableau.

Benefits

As a venture-backed company, Wider Circle offers competitive compensation including:

  • Comprehensive health coverage including medical, dental, and vision
  • 401(k) Plan
  • Paid Time Off
  • Employee Assistance Program
  • Health Care FSA
  • Dependent Care FSA
  • Health Savings Account
  • Voluntary Disability Benefits
  • Basic Life and AD&D Insurance
  • Adoption Assistance Program
  • Training and Development

And most importantly, an opportunity to make the world a better place!

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LETTER: Proposed Medicaid assessment changes would jeopardize care

MM Curator summary

 
 

AAAs are unhappy the state is handing over their scope to Maximus.

 
 

The article below has been highlighted and summarized by our research team. It is provided here for member convenience as part of our Curator service.

 
 

We, as former Area Agency on Aging (AAA) administrators in the Southwestern Pennsylvania region, are writing to express our deep concern over a change being executed by the Pennsylvania Department of Human Services (DHS) that will eliminate the local Area Agencies on Aging from the Medicaid assessment/eligibility process for older adults and people with disabilities.

For over 30 years, the 52 Area Agencies on Aging, serving all 67 counties in Pennsylvania, have been performing the assessment/clinical eligibility determination for seniors and persons with disabilities who are seeking to access Medicaid-funded services and supports.

Local Area Agencies on Aging have been trusted community resources that have assisted individuals and their families/caregivers with navigating through a complex, multi-faceted and often confusing Medicaid enrollment process. Nothing can replace the highly specialized and personalized assistance provided by the trained and experienced Area Agencies on Aging staff who excel at understanding the unique needs of vulnerable populations. These Area Agencies on Aging have consistently achieved an impressive 99.75% on-time completion rate for assessments.

So, what is the issue?

The Pennsylvania Department of Human Services is currently preparing for negotiations with Maximus US Services Inc. (Maximus) to expand its scope of work for the DHS as the Independent Enrollment Broker to include the assessment responsibility.

Maximus has a history of poor performance as an enrollment broker in Pennsylvania and in other states. According to the Office of Long-Term Living (June 8, 2021), the Long-Term Services and Supports Subcommittee reports that Maximus failed to meet its contractual performance obligation for timely completion of enrollments within the 90-day timeframe for 17 consecutive quarters!

So why give Maximus the additional assessment responsibility when the quality of enrollment work is so poor?

Why would the Commonwealth of Pennsylvania/Department of Human Services consider awarding an even larger contract to a private company that has repeatedly failed to meet critical performance standards? Why would the state strip away from the local Area Agencies on Aging the assessment responsibility when they have a proven record of performance and reliability?

Seniors and people with disabilities are waiting for an answer.

We strongly urge the Commonwealth of Pennsylvania/Department of Human Services to withdraw the Request for Application and to continue to allow our Pennsylvania residents access to the local community-based Area Agencies on Aging. The Area Agencies on Aging have proven their ability to provide consistent and reliable assessment service.

Katherine Johnson

Former administrator, Westmoreland County Area Agency on Aging

Mildred Morrison

Former administrator, Allegheny County Department of Human Services, Area Agency on Aging

Robert Willison

Former Executive Director, Southwestern Pennsylvania Area Agency on Aging Inc., serving Fayette, Greene and Washington counties

 
 

Clipped from: https://observer-reporter.com/opinion/letters/letter-proposed-medicaid-assessment-changes-would-jeopardize-care/article_9b9dc18c-372b-11ec-a787-cfb4329e279e.html

 
 

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Auditor: Iowa’s privatized Medicaid illegally denies care

MM Curator summary

A recent state audit claims that MCOs deny services at a much higher rate than FFS.

 
 

The article below has been highlighted and summarized by our research team. It is provided here for member convenience as part of our Curator service.

 
 

DES MOINES, Iowa — Iowa’s privatized Medicaid system has illegally denied services or care to program recipients, and both private insurance companies managing the system have violated terms of their contracts with the state, according to a state audit released Wednesday.

Auditor Rob Sand released a report from his investigation that examined a six-year period from 2013 through 2019. He said his investigators found a massive increase in illegal denials of care by managed care organizations, or MCOs, under privatized Medicaid.

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“What this means is that privatized Medicaid is less likely to treat Iowans in accordance with the law. It means that the Medicaid MCO’s that we have contracted with are not upholding their end of the bargain,” Sand said.

The head of Iowa’s Medicaid program responded within minutes of the audit’s release, rejecting its conclusions and arguing Sand was making an “apples to oranges comparison” that mischaracterized the current program.

Former Republican Gov. Terry Branstad in 2016 abruptly shifted Iowa’s Medicaid program from management by the Iowa Department of Human Services to private insurers. His successor, current GOP Gov. Kim Reynolds, has continued to support privatization amid complaints that service has suffered, payments to service providers have been delayed at times and promised savings never materialized.

Such privatization became a popular idea among GOP politicians, who argued private companies would more efficiently manage Medicaid than a state government agency. Currently, the private Medicaid managers provide health care for more than 781,000 poor and disabled Iowans.

Sand said after privatization, there was an 891% increase in the number of cases in which a judge restored services to a Medicaid participant, concluding services were unlawfully denied by the private insurers managing the program.

He promised after being elected in 2018 that he would do a compliance report on Medicaid after service providers and recipients complained about the new system failing to provide comparable care and payment.

“This has been a long-time coming. It has taken a lot of work. We’ve reviewed tens of thousands of documents and at the end of the day what this is, is a statement of facts,” Sand said. “It’s telling Iowans what’s going on in the state. We’re doing our job. It’s about the people.”

Sand also reported that the two companies managing the Medicaid program, Amerigroup and Centene Corp., operating as Iowa Total Care, violated provisions of the contract established with the DHS.

He said Amerigroup failed to comply with one provision of the contract, and Iowa Total Care failed to comply with numerous provisions of the contract. For example, in multiple documented instances, both companies failed to comply with the contract clause requiring Home and Community Based Services providers to continue providing services to a member switching from one provider to another.

“This has resulted in members going without services, such as bathing and wound care, thus violating the contract and state and federal law, while the company still receives payment for their care,” Sand said in the report.

In her statement responding to the report, Medicaid Director Elizabeth Matney called the audit “an incorrect and flawed report.”

Matney said the report inaccurately compares the previous “fee-for-service” system with a managed care approach in which appeals can be resolved without going before an administrative law judge. Such judges then can focus on more complex cases.

“We worked with the Auditor of State’s team to explain why this was an apples to oranges comparison,” Matney said. “The process is not the same, so making a comparison without factoring in the improvements we built into the MCO appeals process prior to ever seeing an administrative law judge is just wrong.”

She said much more information would be needed to substantiate the claims in the auditor report.

She said the department is reviewing the allegations of contract violations and offered to meet with Sand to discuss in further detail agreeing that “contract compliance is something that requires diligent oversight.”

 
 

Clipped from: https://www.nwaonline.com/news/2021/oct/25/auditor-iowas-privatized-medicaid-illegally/

 
 

 
 

 
 

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State: Technical ‘reporting errors’ caused data gap on kids’ Medicaid referrals

MM Curator summary

 
 

A recent report showing GA failing to deliver EPSDT services at an alarming rate was based on bad data.

 
 

The article below has been highlighted and summarized by our research team. It is provided here for member convenience as part of our Curator service.

 
 

State officials say “reporting errors” from the government led to recent data indicating that Georgia had a stunningly low rate of referring poor kids under Medicaid to specialty medical services.

 
 

“We’re certainly not below every single state” when it comes to referrals, Ryan Loke, deputy commissioner of the Department of Community Health, told the agency’s board earlier this month.

The agency investigated data under the Early and Periodic Screening, Diagnostic and Treatment (EPSDT) program after Georgia Health News, citing a national analysis, reported that children covered by Medicaid weren’t getting their required “corrective treatments” at a rate comparable to those of other states.

The goal of EPSDT is to provide early detection and treatment of health conditions so that children and adolescents covered by Medicaid can get appropriate preventive, dental, mental health, developmental or other specialty services.

A report from the National Health Law Program compared states on their numbers of health screenings and referrals to specialized care. Georgia in 2019 had 1.4 million children eligible for EPSDT. The report’s figures showed the state was doing health screenings at recommended levels.

But just 30,000 Georgia kids that same year were referred to corrective treatment for a health condition, the report said.  That compared with Illinois, also with 1.4 million eligible kids, which referred more than 500,000 for services in 2019.

Community Health said in an email to GHN that the information technology system run by the state for Medicaid recorded tens of thousands fewer referrals than actually occurred.

Dan Young of the National Health Law Program (NHeLP), a nonprofit organization that generated the report, said the state’s explanation of the referral gap appears to make sense.

“I don’t know why the Georgia [Medicaid] information system isn’t capturing the correct data,” Young said.

He said the NHeLP report served to generate important questions about Georgia medical referrals, and he added that “hopefully it will encourage [state officials] to take notice of how they report data.”

The figures in the NHeLP report came from the federal Centers for Medicare and Medicaid Services, which gets its referral data directly as reported by state Medicaid programs.

A large majority of children in Georgia Medicaid are covered by managed care companies, known as care management organizations.

This story available through a news partnership with Georgia Health News.

 
 

Clipped from: https://thecurrentga.org/2021/10/27/state-technical-reporting-errors-caused-data-gap-on-kids-medicaid-referrals/

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Medicaid Enrollment & Spending Growth: FY 2021 & 2022

MM Curator summary

 
 

The latest survey of Medicaid directors suggests that 2022 enrollment growth will slow from 10% in 2021 to 4.5% in 2022.

 
 

The article below has been highlighted and summarized by our research team. It is provided here for member convenience as part of our Curator service.

 
 

Key Takeaways

In March 2020, the COVID-19 pandemic generated both a public health crisis and an economic crisis, with major implications for Medicaid – a countercyclical program – and its beneficiaries. During economic downturns, more people enroll in Medicaid, increasing program spending at the same time state tax revenues may be falling. While state revenues have substantially rebounded after dropping precipitously at the onset of the pandemic, the public health crisis has continued as a new surge of COVID-19 infections, hospitalizations, and deaths, fueled by the Delta variant, began to take hold in the U.S. in late July and August 2021. To support Medicaid and provide broad state fiscal relief, the Families First Coronavirus Response Act (FFCRA), enacted in March 2020, authorized a 6.2 percentage point increase in the federal Medicaid matching rate (“FMAP”) (retroactive to January 1, 2020) if states meet certain “maintenance of eligibility” (MOE) requirements. Since then, the MOE requirements and temporary FMAP increase have been the primary drivers of Medicaid enrollment and spending trends. The fiscal relief and the MOE requirements are tied to the duration of the public health emergency (PHE).

This brief analyzes Medicaid enrollment and spending trends for state fiscal year (FY) 2021 and FY 2022 (which for most states began on July 1)1 based on data provided by state Medicaid directors as part of the 21st annual survey of Medicaid directors in states and the District of Columbia. Forty-seven states2 responded to the survey by mid-September 2021, although response rates for specific questions varied. In their survey responses, most states anticipated that the fiscal relief and MOE would end in December 2021 and that had major implications for enrollment and spending projections. The PHE was recently extended to mid-January 2022, which would affect these projections and possibly delay anticipated effects of slowing enrollment and spending currently assumed in state budgets for FY 2022. The methodology used to calculate enrollment and spending growth and additional information about Medicaid financing can be found at the end of the brief. Key survey findings include the following:

  • Enrollment growth: After increasing sharply in FY 2021 (10.3%) due to the MOE requirements and the pandemic’s economic effects, responding states expect Medicaid enrollment growth to slow to 4.5% in FY 2022, based largely on the assumption that the PHE and the related FFCRA MOE requirements will end in FY 2022 (most states assume mid-way through FY 2022).
  • Total spending growth: FY 2022 state budgets for responding states assume total Medicaid spending growth will slow to 7.3% compared to 11.4% in FY 2021. States identified enrollment growth as the primary driver of FY 2021 expenditure growth and assume slower enrollment growth will result in lower total spending growth in FY 2022.
  • State spending growth: While states reported that the state (nonfederal) share of Medicaid spending grew by 4.0% in FY 2021, they projected sharper FY 2022 growth of 14.0% based on the assumption that the PHE and related enhanced FMAP would expire in mid–FY 2022, shifting the state and federal spending shares even though total Medicaid spending growth is expected to slow.

As in 2020, the 2021 survey was fielded during a time of great uncertainty. State fiscal conditions had improved, but the rate of recovery varied across the states and employment indicators had not yet reached pre-pandemic levels. After COVID-19 infection rates dropped to encouragingly low levels in the late spring of 2021, a summer surge driven by the Delta variant was generating more uncertainty around the PHE end date, to which the MOE requirements and enhanced FMAP are tied. In their survey responses, most states projected slowing Medicaid enrollment growth and total spending growth along with increases in the share of state Medicaid spending in FY 2022 due to the assumption that MOE requirements and the enhanced FMAP would end in December 2021, half-way through the fiscal year for most states. However, the PHE was recently extended to mid-January 2022 and may be extended further if cases and deaths from the Delta variant remain high or increase heading into the winter. Extensions of the PHE would likely delay state projections/trends for spending and enrollment growth depicted in this report (for FY 2022). How states respond to the eventual end of the PHE and the unwinding of their MOE will have significant implications for enrollment and spending.

Context

Following declines from 2017 through 2019, total Medicaid and CHIP enrollment nationwide began to grow following the onset of the COVID-19 pandemic. Between February 2020 and April 2021, enrollment grew to 82.3 million, an increase of 11.1 million or 15.5%. In 2020, Medicaid (together with CHIP) provided coverage to nearly one in five Americans. This enrollment growth reflects both changes in the economy, as people enrolled following income and job losses, as well as the FFCRA MOE provisions that require states to ensure continuous coverage for current Medicaid enrollees to access a temporary increase in the FMAP rate. Total Medicaid spending was over $662 billion in FY 2020 with 67.4% paid by the federal government and 32.6% financed by states. Medicaid accounts for one in six dollars spent in the health care system and more than half of spending on long-term services and supports.3

States experienced a dramatic and rapid reversal of their fiscal conditions when the pandemic hit in March 2020. Before the pandemic, unemployment was low, states expected revenues to grow for the 10th consecutive year, and state general fund spending was on track to grow by 5.8%. In this context, governors developed FY 2021 budget proposals that reflected continued revenue and spending growth. The pandemic began during the second half of FY 2020 and quickly reversed state fiscal conditions. Early estimates projected state budget shortfalls of up to $555 billion for fiscal years 2020 through 2022, and states experienced their first general fund revenue decline in FY 2020 since the Great Recession, though some declines in revenue can be attributed to states delaying their 2020 income tax collections from April to July (the start of FY 2021 for most states). Faced with continued uncertainty regarding the course of the pandemic, ongoing revenue collections, and additional federal fiscal relief, states adopted conservative FY 2021 budgets. Unlike the federal government, states must meet balanced budget requirements. To address budget shortfalls heading into FY 2021, states used strategies such as layoffs or furloughs for state workers, hiring freezes or salary reductions, across the board spending cuts, or one-time use of rainy day funds.

State economic conditions have since improved mitigating the need for widespread spending cuts last year. National economic indicators have moderated in recent months. For example, September 2021 saw a national unemployment rate of 4.8% across all states including DC, below the peak of 14.8% in April 2020 but still above the February 2020 rate of 3.5% right before the pandemic. State revenue collections have rebounded
due, in part, to federal aid provided to states, improved state sales tax collections on online purchases, and smaller personal income tax revenue declines due to the disproportionate impact of the pandemic on low-income workers. While state general funds are estimated to have grown by 3% in FY 2021, general fund spending in FY 2021 remained 2% below spending projections made before the pandemic. In FY 2022, however, general fund spending is expected to grow by 5%. In contrast to budgets adopted for FY 2021, proposed FY 2022 state budgets did not include general fund spending decreases, and most states enacted FY 2022 budgets with increased state spending and revenue.

Viewed nationally, state fiscal conditions have improved, but pandemic-related economic impacts vary by state. The severity of the pandemic-induced economic downturn and speed of recovery varies by state depending on state characteristics such as tax structure, industry reliance, social distancing policies and behaviors, and virus transmission. Economic indicators are improving across states, with indicators for some states returning to pre-pandemic levels while others remain distressed. For example, in September 2021, Nebraska saw an unemployment rate of 2.0%, which is below their pre-pandemic rate of 3.0% in February 2020, while Nevada’s unemployment rate was 7.5%, well above their pre-pandemic unemployment rate of 3.7%. While state revenues overall appear to have surpassed pre-pandemic levels, there is variation across states. Also, this data pre-dates the recent Delta variant fueled COVID-19 surge and is volatile due to most states delaying their income tax filing deadlines for 2020 and 2021.

While the FFCRA FMAP increase currently continues to support Medicaid programs and provide broad fiscal relief to states, states are preparing for the FMAP increase to end in FY 2022. In the past, federal fiscal relief provided through Medicaid FMAP increases during significant economic downturns has helped to both support Medicaid and provide efficient, effective, and timely fiscal relief to states. FFCRA uses this model as well by providing a temporary 6.2 percentage point increase in the Medicaid FMAP from January 1, 2020 through the end of the quarter in which the PHE ends. The current PHE declaration expires in mid-January 2022, meaning the enhanced FMAP will remain in place until the end of March 2022 unless the PHE is extended further. This FMAP increase does not apply to the Affordable Care Act (ACA) expansion group, for which the federal government already pays 90% of costs. To be eligible for the funds, states must meet certain MOE requirements that include not implementing more restrictive Medicaid eligibility standards or higher premiums and providing continuous eligibility for enrollees through the end of the PHE. Though the recent rise in COVID-19 cases and deaths due to the Delta variant cast uncertainty on the duration of the PHE, states are beginning to prepare for the end of MOE requirements, and new guidance from CMS gives states 12 months to address Medicaid eligibility renewals and redeterminations following the end of the PHE.

Key Findings

Trends in Enrollment Growth FY 2021 and FY 2022

Medicaid enrollment growth peaked in FY 2021 and is expected to slow in FY 2022 (Figure 1). Medicaid enrollment growth peaked in FY 2015 due to ACA implementation and tapered thereafter. Enrollment actually declined in FY 2018 and FY 2019 and was relatively flat in FY 2020. Enrollment rose sharply, however, in FY 2021 (10.3%), and is projected to continue to grow, though more slowly, in FY 2022 (4.5%). Many states noted uncertainty in their projections due to the unknown duration of the PHE and related MOE requirements. Following the end of the MOE requirements, redeterminations will resume, and eligibility will end for beneficiaries who are determined to no longer meet eligibility standards. For budget projections, a majority of states were assuming the MOE would end as of December 31, 2021. This assumption was contributing to slowing enrollment growth in FY 2022; however, states also identified challenges to resuming normal eligibility operations such as the need for system changes, staffing shortages, and the volume of new applications and redeterminations.

States largely attributed enrollment increases to the FFCRA’s MOE requirements. All responding states reported that the MOE requirements were a significant upward pressure on FY 2021 enrollment. Over two-thirds of responding states reported that the MOE was likely to be a significant upward driver of FY 2022 enrollment, though some assumed that this upward pressure would end mid-year. In the absence of the MOE, individuals may lose Medicaid coverage because they have a change in circumstance (such as an increase in income), because they fail to complete renewal processes or paperwork even when they remain eligible, or because they age out of a time- or age-limited eligibility category (e.g., pregnant women or former foster care youth). In FY 2021, only about a quarter of states noted that the economy was a significant upward pressure on enrollment. Conversely, signs of economic improvement at the time of the survey likely contributed to some states citing economic conditions as a downward pressure on enrollment in FY 2022. Among Medicaid expansion states that responded to the survey, expansion adults were the most frequently mentioned eligibility group with notably higher rates of enrollment growth relative to other groups.  States also reported that groups more sensitive to changes in economic conditions (e.g., children, parents, and other expansion adults) grew faster than the elderly and people with disabilities.

Trends in Spending Growth FY 2021 and FY 2022

FY 2022 state budgets for responding states assume total Medicaid spending growth will slow to 7.3% compared to a peak of 11.4% in FY 2021 (Figure 2). High rates of enrollment growth, tied first to the Great Recession and later to ACA implementation, were the primary drivers of total Medicaid spending growth over the last decade. Following ACA implementation but prior to the pandemic, declining or slowing enrollment growth resulted in more moderate spending growth. In prior surveys, states noted that spending growth in FY 2020 (prior to the major effects of the pandemic) was tied to increasing costs for prescription drugs (particularly for specialty drugs), rate increases (most often for managed care organizations, hospitals, and nursing facilities), overall medical inflation, pressures from an aging state population, and a higher acuity case-mix.

FY 2021 spending growth increased sharply, primarily due to enrollment growth. Some states noted upward pressures from increased COVID-19 related expenditures, but half of states reported pandemic-related utilization decreases for non-COVID care as a downward pressure on overall spending. A majority of states reported acute care utilization on a per member basis decreased in FY 2021, but most of these states expect a full rebound in acute care services utilization in FY 2022 (most states were responding to the survey before a new surge in cases from the Delta variant were emerging). Most states indicated nursing facility utilization decreased in FY 2021; however, a majority of states noted the decreased utilization was partially or fully offset by utilization in home and community-based services (HCBS). Among states seeing decreases in nursing facility utilization, only a small number expect nursing facility utilization to fully rebound in FY 2022. Changes in payment rates and utilization patterns for acute and long-term care services may have contributed to states reporting that per enrollee spending for the elderly and people with disabilities was growing faster relative to other groups in FY 2021.

For FY 2022, a majority of states expect enrollment growth trends to be a primary factor driving total spending growth.  While a majority of states cited enrollment as an upward pressure, over a third of states expect enrollment to become a downward pressure in FY 2022, assuming that the MOE requirements end midway through FY 2022 and states would resume redeterminations resulting in slower enrollment growth. Beyond enrollment, states reported additional upward pressure coming from provider rate or cost changes and increased utilization driven by a return to pre-pandemic utilization levels or by pent up demand resulting from pandemic-related delays in care.

Assumptions about the duration of the PHE and the expiration of the enhanced FMAP affected state Medicaid spending growth assumptions (Figure 2). The state share of Medicaid spending typically grows at a similar rate as total Medicaid spending growth unless there is a change in the FMAP rate. During the Great Recession, state spending for Medicaid declined in FY 2009 and FY 2010 due to fiscal relief from a temporary FMAP increase provided in the American Recovery and Reinvestment Act (ARRA). State spending increased sharply when that fiscal relief ended.

This pattern has repeated during the pandemic-induced economic downturn, with state Medicaid spending declining in FY 2020, increasing but at a slower rate than total spending in FY 2021, and then projected to increase sharply to surpass total Medicaid spending in FY 2022 due to assumptions about the expiration of the fiscal relief. More than three-quarters of responding states assumed the enhanced FMAP rate would end December 31, 2021, half-way through the state fiscal year, with only two states assuming a later date. The spike in state spending growth reflects these assumptions. However, the recent PHE extension to mid-January 2022 extends the enhanced FMAP through at least March 2022, which will mitigate the state spending increase observed here. Of course, a further extension of the PHE due to the Delta variant or other factors could mean that the enhanced FMAP would be in place through June 2022 (the end of the state fiscal year for most states), meaning the spike in state spending would not occur until the following fiscal year.

Nearly all responding states report using the federal fiscal relief to support costs related to increased Medicaid enrollment. About two-thirds of responding states also report using the fiscal relief to help address Medicaid or general budget shortfalls and mitigate provider rate and/or benefit cuts. Fewer states anticipate Medicaid budget shortfalls in FY 2022 (prior to the Delta variant surge) compared to last year’s survey, reflecting improving state revenues that allow states to fund their share of Medicaid spending increases. However, many states noted the importance of federal fiscal relief to avoiding a shortfall and uncertainty of a shortfall due to the unknown duration of the enhanced FMAP.

Conclusion and Looking Ahead

State economic conditions have improved, though the recovery varies across states and employment indicators have not yet reached pre-pandemic levels. Almost all states have adopted budgets for state fiscal year 2022 (which started July 1 in most states), and revenue and spending projections incorporated improvements in revenue reflecting increased economic activity due to COVID-19 vaccination efforts and eased restrictions, assumptions about the duration of the PHE, and federal stimulus funds that were part of the American Rescue Plan. A summer surge in COVID-19 cases, hospitalizations, and deaths driven by the Delta variant, however, has generated greater uncertainty regarding future state fiscal conditions.

The end date of the PHE remains uncertain and will have significant implications for Medicaid enrollment and spending. The recent COVID-19 surge casts further uncertainty around the duration of the PHE and the MOE requirements and enhanced FMAP that are tied to the PHE. The MOE requirements and enhanced FMAP have already been extended further than most states anticipated in their budget projections and may be extended even further if the current COVID-19 surge continues or worsens. If the PHE is extended beyond January, Medicaid enrollment growth will likely continue in FY 2022, but the expected increase in state Medicaid spending will be delayed while the enhanced federal fiscal relief remains in place. Regardless of when the PHE ends, most states will start to prepare for the eventual unwinding of their MOE policies and procedures, as resuming Medicaid eligibility renewals will be a large administrative task for states. Guidance from CMS gives states 12 months to complete renewals and redeterminations following the end of the PHE. Additional guidance and oversight from the federal government could help mitigate differences in how states approach the end of the MOE. With the unwinding, states are likely to face pressures to contain growth in state spending tied to enrollment, particularly after the enhanced FMAP ends, even as they work to overcome challenges with systems and staffing to ensure that eligible individuals remain covered by Medicaid or transition to other sources of coverage.

 
 

Clipped from: https://www.kff.org/medicaid/issue-brief/medicaid-enrollment-spending-growth-fy-2021-2022/

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CMS Innovation Center Publishes Vision for Next 10 Years

MM Curator summary

 
 

A review of the dozens of models pushed by the center the last 10 years shows limited success.

 
 

The article below has been highlighted and summarized by our research team. It is provided here for member convenience as part of our Curator service.

 
 

On October 20, 2021, the Centers for Medicare and Medicaid (“CMS“) Innovation Center (“Innovation Center“) published a white paper detailing its vision for the next ten years: a health system that achieves equitable outcomes through high quality, affordable, person-centered care.  The white paper first recounts the last ten years of testing and learning that laid the foundation for the Innovation Center’s future strategy.  The future strategy is organized around five strategic objectives that will guide the Innovation’s Center’s models and priorities for the next ten years.  The five strategic objectives for advancing this systemwide transformation include (1) Drive Accountable Care, (2) Advance Health Equity, (3) Support Innovation, (4) Address Affordability, and (5) Partner to Achieve System Transformation.  These strategic objectives aim to guide the Innovation Center’s models which will seek to reduce program costs and improve quality and outcomes for Medicare and Medicaid beneficiaries.  Finally, the white paper emphasizes its approach to measuring the progress of each of these objectives and assessing the impact the objectives have on beneficiaries, providers, and the market as a whole.

CMS Innovation Center’s First Decade: Foundation for Strategy Refresh

The Innovation Center, established in 2010 as part of the Affordable Care Act, began as an initiative to transition the health system to value-based care by developing, testing and evaluating new payment and service delivery models in Medicare, Medicaid, and the Children’s Health Insurance Program (CHIP).  In short, the Innovation Center’s mandate was, and is, to develop healthcare payment models to decrease health care spending and improve health care quality.

In its first decade of operation, the Innovation Center launched over fifty model tests, and from 2018 to 2020 alone, the models have reached nearly 28 million patients and over 528,000 health care providers and plans.  To develop the strategy for the next decade of models, the Innovation Center conducted an internal review of its portfolio of models.  In addition to the model-generated data, CMS Innovation Center staff examined policy and operational lessons from other model tests, performed an extensive literature review, conducted interviews with experts and stakeholders, and convened focus groups with agency leaders.

As described in a previous Healthcare Law Blog article, “Evaluation of Innovation Center Models,” the Innovation Center’s scorecard over the last ten years shows mixed results.  Only six out of more than fifty models launched generated statistically significant savings to taxpayers and Medicare: ACO Investment Model; Home Health Value-Based Purchasing Model; Medicare Care Choices Model; Maryland All-Payer Model; Pioneer ACO Model; and Repetitive, Prior Authorization of Repetitive, Schedule Non-Emergent Ambulance Transport Model.  In addition, only four models met the requirements to be expanded in duration and scope: Home Health Value-Based Purchasing Model; Pioneer ACO Model; Repetitive, Prior Authorization of Repetitive, Schedule Non-Emergent Ambulance Transport Model; and Medicare Diabetes Prevention Program Expanded Model.

Based on its review and collection of data, the CMS Innovation Center identified important lessons learned in order to accelerate the movement to value-based care and drive broader system transformation.  First, the white paper summarizes the key lessons learned from each model, the issues and challenges faced within each of arena, and the next steps needed to address such issues and challenges.  As summarized in the August 12, 2021 Health Affairs article, the new Administrator of CMS Chiquita Brooks-LaSure described the six key takeaways from the Innovation’s first decade:

  • The Innovation Center should make equity a centerpiece of every model;
  • Offering too many models is overly complex, particularly when models overlap;
  • The Innovation Center must re-evaluate how it designs financial incentives in its models to ensure meaningful provider participation;
  • Providers find it challenging to accept downside risk if they do not have tools to enable and empower changes in care delivery;
  • Challenges in setting financial benchmarks have undermined our models’ effectiveness; and
  • Innovation Center models can define success as encouraging lasting transformation and a broader array of quality investments, rather than focusing solely on each individual model’s cost and quality improvements.

Roadmap for Achieving the Vision: Strategic Objectives, Measuring Progress and Next Steps:

The white paper summarizes the overarching goal for the Innovation Center’s next decade: the “health system must recognize and meet people’s medical needs by considering their preferences, values, and circumstances, should strive to keep people healthy and independent, and help providers coordinate care seamlessly and holistically across settings in a manner that puts people at the center of their own care.”  To this end, the Innovation Center promises to work more closely with external stakeholders and providers most directly affected by the models in order to facilitate a more intentional focus on addressing health disparities and ensuring equitable access, quality, and outcomes.  This includes collaborating across the life cycle of models – from design to evaluation and potentially expansion – and in the implementation of each of the five objectives of the strategic refresh.

For each of Innovation Center’s strategic objectives, CMS set forth the goal of each strategic objective, the method of measuring progress each objective, and a research-backed explanation of each objective, as described in more detail below.

  • Strategic Objective 1: Drive Accountable Care. The National Academy of Medicine reported that high-quality primary care forms the foundation of a high-functioning health system and is key to improving the experience of patients and care teams, as well as population health, and reducing costs.[1] Therefore, CMS’ first strategic objective, “Drive Accountable Care,” aims to increase the number of people in a care relationship with accountability for quality and total cost of care.  The goal is for all Medicare beneficiaries with Parts A and B to be in a care relationship with accountability for quality and total cost of care by 2030 and the vast majority of Medicaid beneficiaries to have the same.

 
 

  • Strategic Objective 2: Advance Health Equity. Healthy People 2030 defined health equality as “the attainment of the highest level of health for all people.”[2]  However, evaluations from the Next Generation ACO model showed that aligned Medicare beneficiaries were more likely to be white and less likely to be either dually eligible or to live in rural areas relative to other fee-for-service beneficiaries in the same market areas.  Therefore, the second strategic objective, “Advance Health Equity,” aims to embed health equity in every aspect of the Innovation Center’s models and increase focus on underserved populations.  To do so, all new models will require participants to collect and report the demographic data of their beneficiaries and, as appropriate, data on social needs and determinants of social health.  All new models must also include patients from historically underserved populations and safety net providers, such as community health centers and disproportionate share hospitals.  Finally, CMS will identify areas for reducing inequities at the population level, such as avoidable admissions, and set targets for reducing those inequities.

 
 

  • Strategic Objective 3: Support Care Innovations. CMS found that accountable care models, especially those that include total cost of care approaches, will need payment incentives to support the delivery of integrated, equitable person-centered care.  Thus, the third strategic objective, “Support Care Innovations,” will leverage a range of supports that enable integrated, person-centered care such as actionable, practice-specific data, technology, dissemination of best practices, peer-to-peer learning collaboratives, and payment flexibilities.  To accomplish this goal, CMS will set targets to improve performance of models on patient experience measures, such as health and functional status, or as a subset of Consumer Assessment of Healthcare Providers and Systems (CAHPS) measures that assess health promotion and education, share decision-making and care coordination.  All models will consider or include patient-report outcomes as part of the performance measurement strategy.

 
 

  • Strategic Objective 4: Improve Access by Addressing Affordability. While national health spending growth slowed between 2010 and 2019 compared to the previous decade, costs continue to rise at unsustainable rates for both state and federal governments as well as households.  Therefore, making health care affordable is an important consideration to driving broad system transformation.  Under its fourth objective, “Improve Access by Addressing Affordability,” CMS will pursue strategies to address health care prices, affordability, and reduce unnecessary or duplicative care.  This includes setting targets to reduce the percentage of beneficiaries that forgo care due to cost by 2030 and ensuring all models consider and include opportunities to improve affordability of high-value care by beneficiaries.

 
 

  • Strategic Objective 5: Partner to Achieve System Transformation. Achieving broad health system transformation requires collaboration with employers, health plans and states, as well as patients, caregivers, providers and community organizations.  Therefore, the final strategic objective, “Partner to Achieve System Transformation” aims to align the Innovation Center’s priorities and policies across CMS and beyond, aggressively engaging payers, purchasers, providers, states and beneficiaries to improve quality, to achieve equitable outcomes, and to reduce health care costs.  To this end, where applicable, all new models will make multi-payer alignment available by 2030, and all new models will collect and integrate patient perspectives across the life cycle.

For the strategic objectives set forth above, the Innovation Center will assess the impact in each area according to three categories: (1) Beneficiary Impacts (including patient experience, functional status improvements, population level metrics, quality of care transitions, access to follow-up care, coordination across providers, access to home- and community-based care, access to telehealth services, disparities in outcomes by demographic characteristics, and beneficiary costs); (2) Provider Impacts (including care transformation, impact on administrative burden, level of alignment on models across payers, sustainability of participation in models, and access to actionable data); and (3) Market Impacts (including level of consolidation, new linkages or relationships between providers, spread of model elements to other payers, scalability of model to other regions or payors, and generalizability of impacts to other populations).

CMS Innovation Center Strategy – Moving to Implementation

The Innovation Center outlined a proposed timeline to take place to implement its mission to drive value-based payment and transformation across the health system.  The next three to six months are characterized by stakeholder engagement, including listening sessions with beneficiaries, health equity experts, primary care, safety net, specialty providers, states and payers.  The Innovation Center also identified an existing model that informs the strategy and transformation.  Beginning in early 2022, stakeholder engagement will shift to include outreach to communicate and share the strategies via conferences, podcasts, and events.  CMS will launch stakeholder engagement strategies across the life cycle of models, share model test data with external researchers, and leverage existing and new mechanisms to enhance engagement with patients, providers and payers and improve transparency in model design and implementation.

As CMS continues to develop its strategy and application to the Innovation Center’s models, we will continue to share the latest information.  In addition, the latest information about the Innovation Center and details about Innovation Center models can be found on the innovation.cms.gov.

FOOTNOTES

[1] National Academy of Medicine, Implementing High-Quality Primary Care: Rebuilding the Foundation of Health Care (2021).

[2] U.S. Department of Health and Human Services. (2021). Healthy People 2030 Questions & Answers.

 
 

Clipped from: https://www.natlawreview.com/article/centers-medicare-and-medicaid-innovation-center-equity-and-vision