As quality program analyst at Continuum Health Alliance, Morris facilitates customer engagement in quality initiatives at the heart of practice transformation. He helps practices navigate and translate the detailed logistics of Meaningful Use, PQRS, and Patient-Centered Medical Home. To build customized strategic planning for engagement with the Quality Payment Program, he has developed training programs for Continuum's clients to ensure that have timely access to performance data. Morris holds an MBA in healthcare management and is an NCQA Patient-Centered Medical Home Certified Content Expert (PCMH CCE).
Though there are many unknowns regarding how the Trump administration will affect policy, there is bipartisan support for lowering costs and increasing quality. The Medicare Access & CHIP Reauthorization Act of 2015 is a separate law that was passed with 92% bi-partisan support in 2015. Read on for tips on creating a strategy that will set you up for success under advanced alternate payment models.
With the election of Donald Trump and a Republican majority in both houses of Congress, there is no doubt that the Affordable Care Act (ACA) will be drastically altered, if not fully repealed. However, The Medicare Access & CHIP Reauthorization Act of 2015 (MACRA), which replaced the Sustainable Growth Rate with a roadmap toward value-based payment, is a separate law that was passed with 92% bi-partisan support in 2015. Within the MACRA legislation, the Quality Payment Program (QPP) is a complicated yet considered step by CMS toward delivery system reform. The QPP updates the Physician Fee Schedule (PFS) and introduces 2 interrelated pathways that determine Medicare Part B adjustments: The Merit-Based Incentive Payment System (MIPS) and Alternative Payment Models (APM). MIPS introduces an amalgam of quality incentive programs for clinicians or groups under the PFS, and APMs expand risk-based payments for various modalities of clinician groups.
Though there are many unknowns regarding how future administrations may affect policy, there is bipartisan support for lowering costs and increasing quality, and the healthcare industry is firmly on the path to value-based care. In the QPP design, CMS has made it clear that greater participation by eligible clinicians in Advanced APMs is its long-term goal. Here we will discuss recent changes to the MACRA final rule, and present a strategy that identifies existing organizational clinical priorities and strengths building upon the framework of MIPS to ensure future success in Advanced APMs.
MACRA: A Moving Target
Although research conducted in 2016 demonstrated that nearly half of physicians surveyed were not aware of the MACRA legislation, attention has gathered around the launch of the QPP and the approach of the first reporting year in 2017. Those stakeholders who were paying close attention had no shortage of concerns and suggestions, and for its part CMS was listening. Between the proposed rule announcement in April and the final rule release in October, CMS solicited and reviewed thousands of comments from more than 100,000 physicians.
A blog post published by the acting administrator of CMS, Andy Slavitt, titled Pick Your Pace, demonstrated plans for the QPP in 2017. Recognizing the influence of clinician feedback, he outlined the following 4 alternatives:
Other changes introduced in the final rule include the following:
It is the right course for CMS to minimize the burden of participation and strive for clinician buy-in. However, the reporting flexibility offered during the transition year of 2017 may only provide temporary relief. The net effect of reduced financial penalties in a budget-neutral program will be to lower the overall pool of incentive payments. If clinicians are disincentivized to compete for payments, some groups may choose to neglect transformation efforts while others attain maximum incentives through careful planning. This trajectory will add contrast to a fundamental choice: will an organization choose to chart a course that is incentive-seeking or penalty-avoiding?
MACRA’s long-term objective is higher Advanced APM participation by eligible clinicians. As MIPS adjustment percentages increase over time, the performance gap will widen for MIPS participants, creating preferable conditions for many to seek out the “more than nominal” risk-bearing, yet less volatile, payment terms of Advanced APM participation. Organizations will need a strategy to assess existing clinical priorities and strengths that build upon the MIPS framework in order to position themselves for this benefit structure.
A Practical Approach to MIPS: What Are You Doing Today?
How clinicians fare in the QPP is largely dependent on the quality initiative programs they are engaged in today. Considering that CMS estimates approximately 90% of all clinicians will be participating in MIPS, this should be an organization’s first consideration in developing a value-based management strategy. By concentrating efforts on existing quality incentive program participation, an organization will position itself to make strategic choices about future engagement.
What strategies are currently being used for Meaningful Use and PQRS? The combined performance of Advancing Care Information (MU) and Quality (PQRS) equals 85% of the MIPS Composite Performance Score (CPS) in 2017. The following are some practical benchmarking exercises that all organizations should be applying today:
Advancing Care Information (ACI)
Ramping Up to Advanced APMs
MIPS engagement will be used as a baseline for future APM activity, but is the organization ready to assume financial risk? Are policies, processes, and analytics in place to measure if actual costs will exceed projected expenditures? These are critical questions that must be answered to determine whether the transition to Advanced APMs can happen.
After developing a MIPS-based strategy in 2016-2017, an organization can make better-informed decisions on if and how to participate as an APM or Advanced APM entity. Intermediary models such as Track 1 MSSP ACO or CPC+ may provide a means for many to test the waters of performance-based payment arrangements. Using experience in these and other programs, strategies can be aligned with inherent strengths based on historical performance in clinical quality measurement and utilization.
For example, a MIPS organization can transition to a MIPS APM by participating in an MSSP Track 1 ACO in 2018. By comparing quality measures that crosswalk between those available via Direct CEHRT reporting and GRPO Web Interface, a focus on quality improvement can begin now with this future objective in sight. Likewise, improving efforts to close the referral loop by electronically sending and receiving patient records will guarantee higher performance within the ACO or medical home by way of improved care coordination.
Additionally, public reporting of quality ratings on CMS’s Physician Compare website will be a factor in how practices compete in the marketplace, and non-participation will delay any favorable reviews. Before dismissing the accuracy or contextual validity of these reviews, organizations would be well-advised to consider the potential future uses. The consumer-generated ratings that CMS makes available on the Physician Compare website will be the same dataset that innovative tech start-ups will have available to them. Consumers shopping for healthcare providers may not be going straight to the Physician Compare website for reviews, but they may be using an app that does.
Learning by Doing
CMS doesn’t expect organizations to make the leap to Advanced APMs overnight. The QPP is designed to reward increased measurement, improvement, and risk assumption over time. Take a learning-based approach and begin planning a transformation from existing quality initiative efforts now. Leverage the analytics and workflow redesign capacity of the electronic health record to develop a clinically appropriate and cost-saving strategy to value-based care. Lastly, take a cue from CMS and solicit input from customers, in this case patients and caregivers.
Healthcare Reform Under a New Administration
What remains to be seen is how the mechanisms for controlling spending will change—will Congress continue with downside risk models (eg, MSSP ACOs) or focus its reform efforts on reimbursement cuts? Since there is little evidence to show that they have reduced costs for CMS, the future of ACOs may be in doubt if a full repeal or thorough dismantling of the ACA is achieved. Emphasis may instead be placed on bundled payments for episodes of care.
An important entity common to the ACA and MACRA is The Center for Medicare & Medicaid Innovation (CMMI). The CMMI is authorized by the ACA to test and scale new models in fee-for-service Medicare, including the Advanced APMs designated in MACRA. With a remaining budget of $3 billion through 2019, CMMI programs are not subject to congressional approval. There is uncertainty about whether Congress will choose to assume greater authority over these pilot payment reform programs or act to eliminate the CMMI along with the ACA. Early indicators of the HHS transition team appointees suggest that fundamental elements of market competition, data transparency, and patient access will remain central to any future legislation.