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August 21, 2024

Improving Healthcare for Justice-Involved Populations: Key Insights on Medicaid Section 1115 Reentry Demonstrations

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State Approaches to Managing the Medicaid Pharmacy Benefit

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Millions of Americans rely on Medicaid drug coverage to treat acute illnesses and manage chronic and disabling conditions. Though optional, all states provide pharmacy benefits under Medicaid but administer the benefit in different ways in accordance with federal guidelines. To better understand how states across the country administer the Medicaid pharmacy benefit, as well as states’ planned priorities and anticipated future challenges, HMA surveyed all 50 states and the District of Columbia in early 2024. A total of 46 states and the District of Columbia participated.

The report includes survey findings addressing a variety of topics including how states administer the pharmacy benefit and use of pharmacy benefit managers, state containment and utilization management strategies, payment and rebate approaches, value-based arrangements, planned policy changes, priorities and challenges in managing the pharmacy benefit in FY 2025 and beyond, and more. The HMA authors are Kathy Gifford, Aimee Lashbrook, and Constance Payne.

The report authors will also be discussing this paper and presenting their findings at a pre-conference workshop “Paying for Innovative Pharmaceuticals: State and Federal Trends Shaping Public Programs” at HMA’s Unlocking Solutions in Medicaid, Medicare, and Marketplace conference, October 7-9. Register today!

HMA conference keynote speaker discusses innovation in Medicaid, Medicare, and Marketplaces

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Given that 50 percent of Americans have publicly funded health insurance—including Medicare, Medicaid, or Affordable Care Act Marketplace plans in which many premiums are subsidized—the need is growing for innovations that will yield better quality at lower total cost. The Health Management Associates (HMA) Fall Conference, Unlocking Solutions in Medicaid, Medicare, and Marketplace, offers an agenda that dives deeply into the latest innovations and opportunities in these critical programs. Focused on improving collaboration and information sharing, the event will explore strategies and practical solutions to reduce health disparities and enhance outcomes for aging, disabled, and chronically ill people.

The federal government recently created the Advanced Research Projects Agency for Health (ARPA-Health), which is charged with supporting the development of high-impact solutions to improve health outcomes. We are fortunate to have as our keynote speaker Dr. Darshak Sanghavi from ARPA-H. We have asked him to share his thoughts on why innovation in the public healthcare space is critical.

Dr. Sanghavi will kick off the HMA conference with a discussion on how ARPA-H initiatives are intended to support new solutions to modernize today’s healthcare landscape—not only with technology, but also through changes in our approaches to healthcare delivery and payment.

Only a month before the November elections, the HMA conference presents a valuable opportunity to engage with healthcare leaders across the public and private sectors to hear how they are thinking about potential policy and regulatory changes that could affect publicly funded programs and supplemental coverage. Attendees will take home insights and actionable ideas to drive improvements in health and well-being. Join us to shape the solutions that will impact the future of healthcare!

Helping North Carolina create a sustainable public health workforce

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THE CLIENT

North Carolina Association of Local Health Directors Region 7 comprises seven Local Health Departments (LHDs) in north/central North Carolina. Participating counties include Franklin, Granville, Johnston, Nash, Vance, Wake, Warren, and Wilson representing 1.78 million residents. T he Lead LHD for Region 7 is Granville Vance Public Health, a district health department which serves both Granville and Vance counties. Region 7 is representative of North Carolina in terms of county population, population density, and economic viability.

BACKGROUND

Beginning in March 2023, Health Management Associates (HMA), Evergreen Solutions, LLC, and Trailhead Strategies (collectively, the “HMA team”) partnered with Region 7 to assist with efforts to improve its public health workforce. These partnered projects included the (1) Workforce Investment and Modernization Study, which aimed to improve the competitiveness and retention of the public health workforce in Region 7; (2) the Cost Study to assess Region 7’s capacity to provide public health services and estimate total costs associated with delivering Foundational Public Health Services and Capabilities (FPHSCs); and (3) a supplementary Labor Market Analysis which collected data on the current state and projected needs of the public health workforce. These projects (shown in Figure 1) provide support for each county within Region 7 to create a scalable and flexible approach for implementing future changes in its public health workforce.

APPROACH

To complete the Workforce Investment and Modernization Study, the HMA team implemented a multi-phased approach to develop a set of workforce retention recommendations, including conducting a class and compensation assessment, market survey, qualitative interviews with regional staff to assess workforce perceptions, and a literature review of peer-reviewed best practices and cost methodologies to develop two reports. The effort required bringing together experts in public health workforce and services, as well as local staff who understand the unique nature of North Carolina’s individual counties. The strong partnership and rapport established throughout the project allowed everyone to effectively tailor recommendations and final products to ensure that they would be effective and actionable for Region 7 to both invest in and sustain a public health workforce.

For the Cost Study, HMA expanded on one such recommendation which advised that Region 7 counties develop a 5- to 10-year plan to promote public health workforce class and compensation competitiveness. To help accomplish this, HMA developed the Cost Study Tool to assess Region 7 LHDs’ current capacity for providing FPHSCs and support each county within the Region to create a scalable and flexible approach for implementing future changes in its public health workforce. To develop the Cost Study Tool, the HMA team conducted a literature review of various public health cost methodologies to determine the most applicable one for use in this work, resulting in the development and refinement of the Cost Study Tool to estimate the 5-year costs of providing FPHSCs.

Finally, the HMA team also conducted the Labor Market Analysis to enhance Region 7’s understanding of the current state and projected needs in the North Carolina public health system and, as a result, inform long-term decision-making and strategic planning (e.g., taking proactive measures to address potential shortages or shifts in skill requirements).

TESTIMONIAL

“HMA provided Region 7 with a carefully constructed evaluation of LHDs’ recruitment and retention practices, recommendations for modernization efforts, and the tools and data needed to quantify current and future costs and staffing to provide FPHSCs. HMA’s subject matter expertise and understanding of our individual health departments resulted in an integrated plan for modernizing our health departments as we advocate for and support an incredible public health workforce in North Carolina now and in the future.”

Lisa Macon Harrison, Health Director, Granville Vance Public Health

RESULTS

For each project, the HMA team developed a robust report of quantitative and qualitative findings associated with the project’s objectives.

For the Workforce Investment and Modernization Study, this included summaries of the class and compensation results for each county in Region 7 and qualitative interviews with public health staff. The report also included 15 recommendations related to: class and compensation; strategic planning, evaluation, and continuous quality improvement; recruitment and human resource practices; retention and workplace culture; local and regional partnerships and shared services; and technology, equipment, and physical location.

For the Cost Study, the report summarized HMA’s literature review of public health cost methodologies and described how the HMA team applied the selected methodology to develop and refine a prototype data-driven tool to estimate the costs of providing FPHSCs in each Region 7 county. Concurrent with the report, the HMA team also developed a user guide to accompany the Cost Study Tool, both of which are to be distributed for Region 7 LHDs’ use. Finally, the HMA team provided a report detailing the following Region 7 factors:

  • Region Overview
  • Occupation Selection
  • Labor Market Growth and Occupation Trends
  • Job Posting Data
  • Major Employers
  • Demographics (Race and Ethnicity, Gender, Age)
  • Skill Analysis
  • Occupation Forecasting
  • 10-Year Analysis
  • Educational Alignment
  • Aging Population

HMA believes that, in partnership, these studies will provide each LHD of Region 7 with the tools necessary to develop a sustainable, actionable public health workforce that will be prepared to continuously serve and improve the health of all North Carolinians now and in the future.

FY 2025 Medicare hospital inpatient final rule to affect hospital margins and administrative procedures

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This week, our In Focus section reviews the policy changes that the Centers for Medicare & Medicaid Services (CMS) finalized on August 1, 2024, in the fiscal year (FY) 2025 Medicare Hospital Inpatient Prospective Payment System (IPPS) and Long-Term Acute Care Hospital (LTCH) Final Rule (CMS-1808-F). This year’s IPPS final rule will impact hospital margins and administrative processes beginning October 1, 2024. 

The remainder of our article delves into five of the key policy changes included in the final rule. 

Key provisions in the FY 2025 Hospital IPPS and LTCH Final Rule 

For FY 2025, CMS will modify several hospital inpatient payment policies. We highlight five of these policies because they will have the most significant impact on Medicare beneficiaries, hospitals and health systems, payors, and manufacturers:  

  1. The annual inpatient market basket update and changes to the standardized payment amount  
  2. New technology add-on payment (NTAP) policy changes 
  3. Implementation of the Transforming Episode Accountability Model (TEAM) bundled payment model in 2026 
  4. Hospital wage index changes and labor market adjustments 
  5. Severity of illness increase for housing insecurity social determinants of health (SDOH) codes  

Several of these and other policy changes for FY 2025 will become effective October 1, 2024.  

Market basket update 

Final rule: Overall CMS’s Medicare 2025 Hospital IPPS Rule will increase hospital inpatient payments to acute care hospitals by 2.9 percent from 2024 to 2025, an estimated increase of approximately $2.9 billion after other policy changes are included.  

Health Management Associates (HMA) analysis: CMS’s 2.9 percent increase is largely based on an estimate of the rate of increase in the cost of a standard basket of hospital goods—the hospital market basket. For beneficiaries, this payment rate increase will lead to a higher standard Medicare inpatient deductible and increase out-of-pocket costs. The finalized payment increase (2.9 percent) is larger than the increase included in CMS’s IPPS Proposed Rule (2.6 percent) but continues to fall below economy-wide inflation over the past year (3.5 percent).1,2 Importantly, after accounting for the various policy changes made within the final rule (e.g., wage index reclassifications) we anticipate individual cases will experience an average payment increase of 1.7 percent.  

Transforming Episode Accountability Model 

Final rule: CMS finalized the creation of a new mandatory episode-based CMS Innovation Center methodology—TEAM. Under TEAM, selected acute care hospitals will coordinate care for people with traditional Medicare who undergo one of the following surgical procedures: 

  • Lower extremity joint replacement 
  • Surgical hip femur fracture treatment 
  • Spinal fusion 
  • Coronary artery bypass graft 
  • Major bowel procedure 

Hospitals in the model will assume responsibility for the cost and quality of surgical care through the first 30 days after a Medicare beneficiary leaves the hospital. Hospitals also must refer patients to primary care services to support optimal long-term health outcomes. Hospitals will be assigned to different risk tracks to allow a graduated path to ease in to full-risk participation.  

HMA analysisThe mandatory nature of this model requires hospitals in the selected geographic areas to begin to prepare for implementation of the model requirements in 2026. TEAM builds on and combines previous models such as the bundled payment for care improvement (BPCI) and the comprehensive care for joint replacement (CJR) models. Hospitals in roughly 23 percent (188 of 925) of the nation’s core-based statistical areas (CBSAs) are required to participate in this advanced payment model, with some exceptions, such as hospitals in Maryland and Sole Community Hospitals. Participating hospitals will be required to report various quality measures, and payment will be based on spending targets and include retroactive reconciliation. Reimbursement under the model will follow four different tracks, which vary by the level of upside and downside risk that the hospital accepts and with a specific track for safety net hospitals. 

Hospital Wage Index Adjustments and Labor Market Changes  

Final rule: CMS finalized two wage index policies for FY 2025. First, CMS extended the temporary policy finalized in the FY 2020 IPPS/LTCH PPS final rule for three additional years to address wage index disparities affecting low wage index hospitals, which includes many rural hospitals. Second, as required by law, CMS revised the labor market areas used for the wage index based on the most recent CBSA delineations issued by the OMB based on 2020 Census data. 

HMA analysis: The two wage index policy changes for FY 2025 will have important positive and potentially negative consequences on hospital payment. The policy to extend the low wage index policy for three more years will allow many hospitals with low wage indexes to increase their wage index and their payment rates across all Medicare severity diagnosis-related groups (MS-DRGs). 

Specifically, the roughly 800 hospitals with wage indexes below 0.9007 (the 25th percentile across all hospitals) will automatically receive an increase in their wage index and payment rates for all inpatient cases. This policy will bring additional millions of dollars to individual rural hospitals in FY 2025. The second policy is a statutorily required update to the labor markets used to establish CMS’s hospital wage indexes. To implement this policy, CMS will use US Census Bureau data to redefine urban and rural markets. As a result, CMS will redefine 53 urban counties as rural and will newly redefine 42 rural counties containing a hospital as urban. These changes will disrupt various hospital payment policies for hospitals in these counties. The overall impact of both geographic policy changes for FY 2025 will be to increase inpatient payment rates to rural hospitals.  

Revision to Social Determinants of Health Housing Insecurity Diagnosis Coding 

Final rule: CMS finalized a change in the severity designation of the seven ICD-10-CM diagnosis codes that describe inadequate housing and housing instability. Under the final rule, these codes are changing from non-complication or comorbidity (non-CC) to complication or comorbidity (CC) based on the higher average resource costs of cases compared with similar cases without these codes.  

HMA analysis: This new policy will enable hospitals to receive higher inpatient payment rates when they provide care for patients with inadequate housing or housing instability are served. Specifically, this policy change will result in assigning cases involving patients with one of these codes to a higher-level MS-DRG. Hospital staff will want to ask patients about their housing upon admission and discharge to accurately document this critical SDOH characteristic.  

New technology add-on payments 

Final rule: CMS finalized three changes to the NTAP program and approved several products for NTAPs in FY 2025.  

HMA analysisCMS seems willing to increase NTAP payments in certain limited situations to boost selected policy goals but rejects comments seeking to increase the percentage for sickle cell products or expand the higher payments to other medical conditions. In addition, portions of the final rule indicate that CMS is applying some of the criteria for NTAPs more strictly than in recent years. If this trend continues, it may be more difficult for future new technologies to be approved for NTAPs. 

Connect with Us

HMA’s Medicare Practice Group works to monitor legislative and regulatory developments in the inpatient hospital space and assess the impact of inpatient payment, quality, and policy changes on the hospital sector. We will continue to follow these and other changes happening to hospitals and are available to provide additional detail on these or other policies in the final rule. If you have any questions, please contact our featured experts below.

August 7, 2024

FY 2025 Medicare Hospital Inpatient Final Rule Will Alter Hospital Margins and Change Administrative Procedures

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Enabling County Governments to Plan for Use of Opioid Settlement Funds

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THE CLIENT

Cabarrus County, NC, located in the south-central part of the state, is the ninth most populous county in North Carolina with a population around 226,000 people as of the 2020 census. It stands to receive approximately $22 million in opioid settlement funds over the next 18 years.

BACKGROUND

Cabarrus County engaged HMA to support the development of a strategic plan that will guide the use of the County’s opioid settlement funds. In partnership with applicable cities and municipalities, the collaborative planning process provided opportunities to engage the community—both professionals working in and around the opioid space as well as those with lived experience—to hear the needs of residents, understand current services offered and existing strengths, and explore barriers to accessing care.

APPROACH

HMA supported all aspects of this project – from process design to research to stakeholder engagement. Below is a brief summary of the key areas of HMA’s support:

Process Design

HMA met with Cabarrus County’s Assistant County Manager, Dr. Aalece Pugh, early in the process to finalize the strategic planning approach, establish protocols for project management and oversight, and identify stakeholders to engage.

Stakeholder Engagement

HMA coordinated and facilitated a series of stakeholder engagement efforts to solicit feedback from key constituencies. HMA facilitated a series of interviews and 14 focus groups – including four focus groups with individuals with lived and living experience. HMA also designed, administered, and analyzed a community survey that received 250+ responses.

Decision-Making

Overseeing the planning process was a team of county leaders – called the Community Response Team – that included representatives from the board of commissioners, county administration, behavioral health, emergency medical services, and the county jail. HMA facilitated four meetings of this group to review data, discuss stakeholder engagement findings, and prioritize strategies to fund.

Deliverable Development and Presentation

Based on the input from the Community Response Team, HMA developed a robust strategic plan deliverable. In addition to developing the document, HMA also supported a presentation to the Board of Commissioners seeking approval of the plan. SUBJECT MATTER EXPERTISE HMA assembled a team that was uniquely qualified to support this work. The team included individuals with the functional strategic planning and stakeholder engagement expertise required to complete this work, as well as subject matter experts in medications for addiction treatment and harm reduction which proved valuable. HMA’s team also included individuals with a depth of county government experience in North Carolina. They were responsive and worked together seamlessly to provide high-quality support throughout the engagement. HMA provided a clear plan and direction to successfully accomplish Cabarrus County’s intended goals, while also demonstrating an ability to adapt as needs and circumstances changed.

TESTIMONIAL

“Nine months ago, and through a rigorous and competitive selection process, HMA was selected to lead our opioid settlement strategic planning efforts. I am very pleased with the final product and the work of HMA’s team of professionals to help Cabarrus develop a strategic roadmap. HMA’s levels of professionalism, expertise, and engagement were above reproach.”

Dr. Aalece Pugh, Assistant County Manager, Cabarrus County Government

RESULTS

The final deliverable was a five-year Opioid Settlement Collaborative Strategic Plan. Cabarrus County wanted to assure that the voice of the community, persons with lived experience, providers, and key stakeholders were elevated to inform the final priorities. T he document provides an overview of the crisis and settlement funds, highlights the strategic planning process and input received, and describes the prioritized strategies and implementation plan. The strategic plan will serve as a guide for the use of opioid settlement funds for years to come, providing a clear roadmap while offering enough flexibility to make adjustments as the crisis continues to evolve. The plan was presented and approved by the Board of Commissioners in June 2024. The plan document can be viewed at cabarrus-county-strategic-plan-opioidsettlements.pdf (cabarruscounty.us)

Don’t just grab the shiny new thing: integrating IT and business strategies to optimize technology ROI

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The emergence of generative artificial intelligence (Gen AI) and large language models, like OpenAI’s ChatGPT or Google Gemini, has spurred a renewed focus on the use of cutting-edge technology in healthcare. Healthcare payers, providers, and state Medicaid agencies are racing to deploy Gen AI and other technologies to improve patient outcomes, reduce costs, improve patient engagement, streamline administrative operations, and simplify compliance. While Gen AI holds tremendous potential to improve healthcare, we should heed the lessons learned by recent waves of technology: deploying technology—including Gen AI—in isolation of a broader business strategy is a recipe for underperformance. Optimizing the return on technology investment requires taking a structured approach to integrate technology strategy with business strategy.

Investing in health IT is essential to meet innovation challenges. Technology can enable the scale, reach, speed, and the consistency needed to thrive in today’s fast-changing landscape. Moreover, as workforce shortages persist, technology must become a “force multiplier,” allowing healthcare practitioners and other healthcare staff to focus on what they do best. In today’s changing business and social environment, there is no choice but to embrace health IT.

Investments in health technology, however, have often fallen short of expectations. For years, CEOs and chief information officers (CIOs) have lamented the poor return on substantial investments in health IT. For example, in a recent EY study, 70% of hospital executives report they have not seen an ROI from investments in digital health. A few years ago, only 10% of health professionals surveyed by Health Catalyst assessed the ROI on Electronic Health Records (EHR) investments as positive or better. Mis-investing in technology has long-term implications for any organization. Over-investment in technology reduces ROI and diverts resources from more productive uses. Under-investment in technology can undermine effectiveness, reduce productivity, and weaken patient engagement. So, optimizing technology ROI is essential to driving effective outcomes.

One challenge with IT investment is that measuring ROI in healthcare is an inherently difficult calculation. In addition to financial returns, the hoped-for return on technology investments is an improvement in patient outcomes, which may not translate into immediate financial benefits. Another challenge is that fragmented healthcare systems make it difficult for any single organization to gain system-wide efficiencies that drive a positive ROI.

However, an often-overlooked challenge to optimizing IT investment is thinking of IT strategy as something separate from, rather than integrated with, the business strategy. In healthcare, executing nearly every business strategy requires leveraging IT. To optimize the ROI in health tech investments, organizations must align and integrate their health IT strategy with their business strategy.

Organizations often take one of two different approaches to technology. In some cases, they cede responsibility for the IT strategy to the CIO, perhaps because technology can seem imposing, and the CIO speaks the language of IT. In these cases, the IT strategy may reflect imperatives important to the IT shop—for example, consolidating on a common tech stack or replacing a software component—that do not support or advance the business strategy.

In other cases, organizations develop a business strategy in isolation of a technology strategy—they define their business strategy, then look for technology to support it. This approach leads to a business strategy that either cannot be realistically supported by available technology or does not exploit technology effectively. Under either approach the result is the same: Failing to integrate and align your tech strategy with your business strategy will undermine the value of your technology investments.

To optimize the return on their technology investments, healthcare organizations should take a structured approach to aligning their technology strategy with their business strategy. HMA works with health care organizations to:

  • develop or refine their business strategy,
  • develop an integrated technology strategy fully aligned with that business strategy,
  • assess their existing technology,
  • develop a strategic roadmap to modernize technology,
  • support technology procurements, and
  • support technology implementations.

HMA will be at MESC 2024 August 12-15, and if interested in learning more about this approach, come see us at Booth 450. Or for more hands-on exploring of how this can work for an organization, join us at these two pre-conference sessions at HMA’s Fall Conference on Unlocking Solutions in Medicaid, Medicare, and Marketplace, October 7-9 in Chicago. The session on Navigating the Medicaid 1115 Demonstration Processes will give nuanced understanding of CMS’ criteria concerning budgeting, implementation, evaluation frameworks and administrative supports, along with strategies to effectively navigate through the approval process. Another session on A Framework for Thinking About – and Using – AI Effectively will share real-world examples of successful AI implementation, their impact on business outcomes, and lessons learned. Both will examine how HMA works with clients to integrate their technology strategy into the overall company strategy.

For more information, contact our IT experts below.

Webinar Replay: Integrating Behavioral Health into Whole-Person Care

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This webinar was held on August 21, 2024.

Whether you insource or outsource your behavioral health benefits, the integration of behavioral health and medical care continues to emerge as a critical strategy to improve health and reduce healthcare costs. This webinar is designed to help organizations begin to navigate this important shift in expectations and ultimately be a part of successful change in this area. By focusing on the value of a whole-person care approach to behavioral health, HMA experts described the different models for integrating behavioral health and provided a training framework to support the behavioral health aspects of whole-person care.

Learning Objectives:

  • Articulate the benefits of incorporating a strong Behavioral Health approach into Whole-Person Care Models
  • Learn the different models for integrating Behavioral Health care into Health Plan Functional Areas and Operations
  • Able to develop a training framework for all Health Plan staff to increase their competencies for addressing Behavioral Health conditions

Webinar Replay: The New Administrative State: Implications of Recent Landmark Supreme Court Rulings for Federal Regulations, Agency Deference, and State Implementation

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This webinar was held on August 14, 2024.

While legal experts assess the recent U.S. Supreme Court rulings, federal and state agency leaders face significant questions about how their agencies and their responsibilities will be impacted. This webinar featured insightful discussions with former federal and state agency leaders exploring the known and yet-to-be determined impacts of recent rulings on federal regulations, rulemaking and actions, and agency deference, and also explored the impact on state agencies implementing federal rules. The webinar addressed the impact of the pivotal Loper Bright Enterprises v. Raimondo and West Virginia v. EPA decisions. Together these decisions overturned the longstanding Chevron deference doctrine, are pushing Congress to craft more specific legislation, and are directing courts to interpret ambiguous statutes. The discussion also explored the most appropriate responses of agency leaders, anticipated the ways that these decisions impact federal and state agency decision-making, and identified areas of growing uncertainty.

Learning Objectives:

  • Understand what we know about the impact of these decisions on agency rulemaking and decision making, consider the impact on federal agency discretion, and understand the shift in power towards Congress and judicial interpretation
  • Analyze the likely impact on agency rulemaking processes
  • Explore state governance issues, both as a partner to federal agencies and as an implementer of federal policy and funds
  • Identify the most important questions yet to be answered
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