from pharmaceutical care to cmm: what’s next?• enrolled 6,000 patients since oct 2012 •...
TRANSCRIPT
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From Pharmaceutical Care to CMM: What’s Next?
Steven W. Chen PharmD, FASHP, FCSHP, FNAP Associate Professor and Chair
Titus Family Department of Clinical Pharmacy and Pharmacoeconomics and Policy William A. Heeres and Josephine A. Heeres Endowed Chair in Community Pharmacy Co-Chair Emeritus, HRSA Patient Safety & Clinical Pharmacy Services Collaborative
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Question to Run on…
How can the profession of pharmacy achieve broad recognition and acceptance of the role as medication
management experts on the healthcare team?
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Outline • USC / AltaMed CMMI Healthcare Innovation Award
– Overview – Results – Medical leadership and patient perspectives – Abbreviated “change package” for CMM
• Partnerships to spread CMMI program results and CMM
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Medication-Related Problems in U.S.
• $290 billion of avoidable spending annually due to misuse of medications (NEHI)
• Adverse effects from medications ~ 4th leading cause of death in U.S. (FDA)
• 75% of hospital readmissions among seniors are avoidable, primarily through better use of medications (James J., Health Affairs 2013)
• ½ of prescription medications taken every year in the US are used improperly (CDC, 2013)
• 90% of chronic diseases require medications as first-line therapy (Medco, 2010)
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USC Personnel: Geoffrey Joyce, PhD- CoPI
Steven Chen, PharmD Kathleen Johnson, PhD, PharmD
R. Pete Vanderveen, Ph.D.
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USC / AltaMed CMMI Project: Specific Aims
UNIVERSITY OF SOUTHERN CALIFORNIA
National Conference on Best Practices and Collaborations to Improve Medication Safety and
Healthcare Quality
Feb 20-21, 2014
Resident and technician training
for expansion
Web-based pharmacist training and credentialing
OUTCOME MEASURES Healthcare Quality Safety Total Cost / ROI Patient & provider
satisfaction Patient access
Telehealth clinical pharmacy 10 teams
Pharmacist + Resident + Clinical Pharmacy Technician
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USC Patient Targeting and Management Strategy
Clinical Pharmacy
Comprehensive Medication
Management
Clinical pharmacy tech “check-ins” every 2 months
Yes
Unstable
No
Treatment Goal Reached?
High cost patients
Frequent and recent acute care utilizers
48 EHR-embedded triggers to detect high risk patients
MD referrals
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Comprehensive Medication Management Programs: Responsibilities
Identify potential drug-related prob’s
Consult w/ primary provider
if needed
Order labs, drugs, consults as needed per collaborative
practice agreement Promote patient
self-management, Document activities
Provide follow-up care to ensure
successful outcome
High-risk patient with
chronic medical conditions
Interview patient, apply assessment skills as needed
History and scope of clinical pharmacy services
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Outline • USC / AltaMed CMMI Healthcare Innovation Award
– Overview – Results
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Outcome: Recruit high risk patients
• Enrolled 6,000 patients since Oct 2012
• Predominantly Hispanic, non-elderly women
• 3/4ths have hypertension, 36% uncontrolled
• 2/3rds have diabetes, 60% uncontrolled
• High rates of hospitalizations
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Outcome: Improvement in Clinical Markers
125
130
135
140
145
150
155
Baseline 3 Months MostRecent
Systolic Blood Pressure
72
74
76
78
80
82
84
86
88
Baseline 3 Months MostRecent
Diastolic Blood Pressure
* Among those with uncontrolled hypertension at baseline
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0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
Less than 7 7 to 8 8 to 9 9 to 10 Greater than 10
A1C Levels
Baseline 6 months Most Recent
Outcome: Improvement in Clinical Markers
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Outcome: Hospitalizations are declining
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Control Group Selection Propensity scoring to match CPS enrollees (treatments) to similar patients receiving care at non-treatment clinics (controls) in three steps:
• Wave 1 treatment patients
• PACE treatment patients from Wave 2
• Non-PACE treatment patients from Wave 2
Covariates used to model the propensity score: • Demographics • Health status • Utilization • Other
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Changes in Clinical Measures (% of Patients with Uncontrolled Disease)
Condition % Uncontrolled Managed Patients Unmanaged Patients
Baseline 6 months Baseline 6 months
High blood pressure (SBP/DBP) 100 39% 100 48%
Elevated cholesterol (LDL) 100 38% 100 52%
Elevated Blood Sugar (HgA1c) 100 34% 100 57%
15
Sample restricted to patients with uncontrolled condition at baseline. Unmanaged patients received usual care from AltaMed primary care physicians. Interpretation: Program reduced rates of uncontrolled blood sugar (diabetes) by 23 percentage points relative to the unmanaged group (34% vs. 57%).
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Summary of Difference-in-Differences Results for Utilization (Treatment – Control, Probit Analysis)
At 6 month follow-up: Readmissons per year per patient -16% Readmissions per year per patient primarily attributed to medications -33%
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Untreated (Cohort) Versus Treated Patients, USC CMMI Program
Mortality rates
- 25.7% absolute
difference
0.01
0.009
0.008
0.007
0.006
0.005
0.004
0.003
0.002
0.001
0 1 2 3 6 9 12
Months after enrollment
Untreated Treated
1. Chen SW, et al. Webinar presented at: 2016 UCLA Clinical and Translational Science Institute. April 6, 2016. http://www.slideshare.net/jebyrne/improving-healthcare-quality-and-safety-while-reducing-costs-through-clinical-pharmacy-service-integration. Accessed April 14, 2016.
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Medication-Related Problems Identified Through CMMI Clinical Pharmacy Program 67,169 problems among 5,775 patients (Avg 11.6 per patient)
9,222, 14%
22,229, 33%
13,352, 20%
14,059, 21%
8,267, 12%
Medication Nonadherence
Safety Issues
Appropriateness / Effectiveness
Misc Insufficient Patient Self-Management
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Top Actions Taken by Pharmacists to Resolve Medication-Related Problems (excluding education)
2,665
3,847
4,230
5,554
14,981
Substitute Medication
Discontinue Medication
Order test
Add Medication
Change Dose or Drug Interval
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Physician Satisfaction
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Unsolicited letter from AltaMed Physician
”I am writing to you today of my own accord, I have offered to make my opinion known about the excellent work that USC pharmacy team is doing without solicitation because I think pharmacy team has done an extraordinary job.”
“Both Dr. Oh and Dr. Lin are extremely diligent and knowledgeable professionals, with very good rapport with their patients. I know that most of my patients actually look forward to having their sessions with the pharmacy team and have learned a great deal regarding their chronic disease self-management. Improving patient clinical parameters are an excellent proof of that.”
“Dr. Oh in particular has been an integral part of the work that we do here, as a resident she goes above and beyond to make sure the patient are well care for. We have had some really mutually beneficial academic discussions and she has helped changed my practice on a few occasions while bringing in new research to my knowledge. I am really grateful to have the opportunity to work with Dr. Oh and Dr. Lin and look forward to their continued mutually beneficial relationship with us.”
Clinical Pharmacy Impact
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Average score = 9.6
Average score = 9.7
Patient Satisfaction
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Unsolicited letter from AltaMed patient
• I wanted to take this time to commend and congratulate Alta Med Healthcare in implementing such a vital and useful program for their patients. The Clinical Pharmacy Service is a benchmark that all other Health Care providers could learn from and try to emulate. And in an era where severe cuts are the norm at the State and Local levels, I can’t begin to express how fortunate I feel to be a benefactor of this program. It is well staffed with professionals who seem to want to make a positive difference in their community outreach. I was made aware that the Clinical Pharmacy Service was established through a grant to maintain a more efficient protocol between Dr. and patient. In reflective thought I can’t think of money better spent.
• However when I was first introduced to this program I was quite leery to say the least… I’m quite busy and after seeing my primary care physician the last thing I wanted to do is spend more time with a clinical pharmacist… But after my first visit with Dr. Hamai I became a true believer. I was so taken back and impressed with her immeasurable knowledge and seasoned professionalism.
Clinical Pharmacy Impact
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Outline • USC / AltaMed CMMI Healthcare Innovation Award
– Overview – Results – Abbreviated “change package” for CMM
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CMM Abbreviated “Change Package”
1- Secure support from senior medical leadership 2- Align program with partnering organization’s
financial incentives • High cost (acute care utilization, readmission
penalties) • High value (value-based payments, STAR
ratings, ACO shared savings measures, etc.) • 340B program
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CMM Abbreviated “Change Package”
3- Identify high-risk populations with the greatest potential benefit from CMM (Drives ROI) – Consider pre-program data audit
4- Find resources to pilot / expand program – Full or PT pharmacist from organization or college
of pharmacy faculty – Residency program – Local foundation grants – 340B contribution – Local foundation grants (fdo.foundationcenter.org)
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CMM Abbreviated “Change Package”
5- Develop clinical pharmacy collaborative practice agreements for targeted patient populations and integrate program processes into existing workflow – Flow diagram – Disrupt support staff workflow → Unhappy staff
6- Ensure that reliable data is available for evaluating program impact
7- Drive Quality: Host frequent team + leadership calls / meetings, integrate into key committees
8- Manage hazardous or misaligned partnerships
9- Maximize efficiency and productivity- telehealth, technicians
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Clinical Pharmacy Tech Competencies
1. Collect accurate information about medications from patients (Rx, OTC, supplements, herbals)
2. Prepare medication adherence tools (pill boxs, charts, etc.) 3. Solicit participation of targeted patients in pharmacy
program 4. Perform appointment support functions (scheduling
appointments, lab orders, etc.) 5. Manage a Patient Assistance Program (PAP) including 6. Provide education reinforcement / support 7. Conduct follow-up check-ins with patients after reaching
treatment goals
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Impact of Clinical Pharmacy Technician on Team Efficiency
Med Rec
CMM Appointment with Clinical Pharmacist
Orders &
Chart
Clinical Teaching Reinforcement &
Sched f/u Appt
5 min 15-30 min 5-10 min 5-15 min
Time of visit: 20 - 40 minutes Dependent on initial vs. follow up visit
40-50% more patients seen each day
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10. Patient Engagement / Retention Keys
Engagement Retention Daily availability for walk-ins / “warm hand-offs” PCP endorsement to targeted / enrolled patients Match team member language skills Clinical pharmacy technicians Engage family and caregivers Consider selective home visits Extended hours / weekend availability Flyers / media explaining program in lay terms Consider peer-led group appointments Continuity of pharmacist / tech provider
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CMM Abbreviated “Change Package”
11- Share impact results and powerful stories • Total healthcare costs (driven by hospitalizations / readmissions) • Healthcare quality measures (NQF-aligned focusing as much as
possible on pay for performance, shared savings, etc.) • Medication-related problems including a highlight on safety
(distinguishing role of pharmacists) • Provider access (PCMH measure) • Physician satisfaction (survey, possibly less turnover) • Patient satisfaction (survey, patient retention) • Powerful patient stories • Mortality (if level of risk and numbers are high enough)
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12- Seek opportunities for sustained funding
• Alternative Payment Models • CMS / CMMI programs • Medicaid plans • Self-insured employers • CMS 1115 waiver • SB493
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Target percentage of payments in ‘FFS linked to quality’ and ‘alternative payment models’ by 2016 and 2018
2016
30%
85%
2018
50%
90%
2014
~20%
>80%
2011 0%
68%
Goals Historical Performance
All Medicare FFS (Categories 1-4) FFS linked to quality (Categories 2-4) Alternative payment models (Categories 3-4)
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Framework for Progression of Payment to Clinicians and Organizations in Payment Reform
Category 1: Fee for Service – No Link to Quality
Category 2: Fee for Service – Link to Quality
Category 3: Alternative Payment Models on Fee-for Service Architecture
Category 4: Population-Based Payment
Description Payments are based on volume of services and not linked to quality or efficiency
At least a portion of payments vary based on the quality or efficiency of health care delivery
• Some payment is linked to the effective management of a population or an episode of care
• Payments still triggered by delivery of services, but, opportunities for shared savings or 2-sided risk
• Payment is not directly triggered by service delivery so volume is not linked to payment
• Clinicians and organizations are paid and responsible for the care of a beneficiary for a long period (eg, >1 yr)
Examples
Medicare • Limited in Medicare fee-for-service
• Majority of Medicare payments now are linked to quality
• Hospital value-based purchasing
• Physician Value-Based Modifier
• Readmissions/Hospital Acquired Condition Reduction Program
• Accountable Care Organizations
• Medical Homes • Bundled Payments
• Eligible Pioneer accountable care organizations in years 3 – 5
• Some Medicare Advantage plan payments to clinicians and organizations
• Some Medicare-Medicaid (duals) plan payments to clinicians and organizations
Medicaid Varies by state • Primary Care Case Management
• Some managed care models
• Integrated care models under fee for service
• Managed fee-for-service models for Medicare-Medicaid beneficiaries
• Medicaid Health Homes • Medicaid shared savings
models
• Some Medicaid managed care plan payments to clinicians and organizations
• Some Medicare-Medicaid (duals) plan payments to clinicians and organizations
Rajkumar R, Conway PH, Tavenner M. The CMS—Engaging Multiple Payers in Risk-Sharing Models. JAMA. Doi:10.1001/jama.2014.3703
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• Two-way risk in Medicare Shared Savings Programs including medical and pharmaceutical costs
• State Innovations Model (SIMs) as a payment taxonomy accelerator
• Partnership for Patients & 11th Statement of Work assault on Adverse Drug Events
• CMS Innovation Center Awards • Hospital Readmission penalties
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• Evaluation & Management Services (E&M) “Incident-To” billing model
• Transitional Care Management (TCM) coding • Chronic Care Management (CCM) coding • Evaluation of a new pharmacy payment
schematic (Community Care of No. Carolina) • Transforming Clinical Practices Initiative (TCPI) • Enhanced MTM Model
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Pharmacist Impact on Performance Measures
• Over one-half of the 33 ACO performance measures are impacted by the effective and safe use of drugs
• At least half of 12 ACO patient experience measures impacted by patients’ managing their medications
• Medicare Part D Ratings for health plan performance in the Drug Benefit Program (Star & Display ratings)
• Medicare Advantage Programs provide a glimpse of relationships between ACO and Part D measures
• 22/51 HEDIS-2016 measures impacted by drugs
37
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Outline • USC / AltaMed CMMI Healthcare Innovation Award
– Overview – Results – Abbreviated “change package” for CMM
• Partnerships to spread CMMI program results and CMM
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USC School of Pharmacy Collaborations to Develop High-Impact, Sustainable Results
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Modes of CMM Delivery 1. Medical Groups (Pay for Performance,
Chronic Disease Management)
– Cedars-Sinai, Sharp, USC
2. Integrated into Medical Homes
– VA, Kaiser, safety net clinics including AltaMed, QueenCare, LA Christian
3. Community Pharmacies
– Ralphs, Walgreens, independents
4. Video Telehealth- VA, USC
5. Telephonic
– MEDCO, SinfoniaRx, Kaiser Permanente, USC, Heritage ACO
http://www.pcpcc.net/files/medmanagepub.pdf http://www.cdc.gov/dhdsp/programs/nhdsp_program/docs/pharmacist_guide.pdf
Higher complexity
Lower complexity
Limited scale
Broader scale
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Background: The California Wellness Plan May 2012: Governor Brown issues
executive order calling for the development of a ten-year plan improve the wellbeing of Californians by controlling costs, improving quality, advancing health equity, and identifying obstacles to improve care
2014: California Department of Public Health (CDPH) drafts the California Wellness Plan (CWP), California’s chronic disease prevention and health promotion plan
http://www.cdph.ca.gov/programs/cdcb/Documents/CDPH-CAWellnessPlan2014%20(Agency%20Approved).FINAL.2-27-14(Protected).pdf
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CWP Goal 2 Optimal health systems linked with community prevention (From 2014 Calif Wellness Plan)
Priority 2.2 Increase Access to Primary and Specialty Care Objective 2.2.1I By 2022, increase the percentage of patients receiving
care in a timely manner from primary care physicians and specialists (Developmental)
Priority 2.3 Increase Coordinated Outpatient Care/Increase People Receiving Care in an Integrated System
Objective 2.3.1L By 2022, increase the percentage of patients whose doctor’s office helps coordinate their care with other providers or services
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CWP Goal 2 Optimal health systems linked with community prevention (From 2014 Calif Wellness Plan)
Priority 2.6 Increase Controlled High Blood Pressure and High Cholesterol
Objective 2.6.2L By 2022, increase the percentage of adults diagnosed with hypertension that have controlled high blood pressure
Objective 2.6.4L By 2022, increase the percentage of adults diagnosed with high cholesterol who are managing the condition
Objective 2.6.8L By 2020, decrease stroke mortality rate Objective 2.6.9L By 2020, decrease heart disease mortality rate
Objective 2.6.10L By 2020, decrease heart failure mortality rate Priority 2.7 Decrease Adult and Childhood Asthma
Objective 2.7.2L By 2022, reduce the asthma emergency department visit rate
Priority 2.12 Increase Hospital Safety and Quality of Care Objective 2.12.1L By 2022, decrease the 30-day all-cause unplanned
readmission rate
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Impact of Comprehensive Medication Management
CMM for high-risk patients: Lowers total healthcare costs, e.g., reducing
hospitalizations, readmissions- up to 12:1 ROI Improves health care quality, pay for performance Improves medication safety, patient satisfaction;
provider satisfaction Improves provider access, pharmacist responsible
for CMM HOW?? http://www.usphs.gov/corpslinks/pharmacy/comms/pdf/2011advancedpharmacypracticereporttotheussg.pdf
https://www.pcpcc.org/sites/default/files/media/medmanagement.pdf
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CA Wellness Plan Goal 2: Comprehensive Medication Therapy Management - Statewide Implementation Work Group
Jessica Nunez de Ybarra, MD, MPH, Medical Director, CDPH Mary Fermazin, MD, Medical Director, HSAG Steven Chen, PharmD, Dept Chair, USC School of Pharmacy Liz Helms, CEO, Chronic Care Coalition Ashley Butler, P4 student, Touro College of Pharmacy Alexandria Simpson, CDPH
Karen Mark, CDPH Janet Bates, CDPH Matthew Lincoln, HSAG
Shirley Shelton, CDPH Loriann DeMartini, PharmD, MPH, CDPH Patricia Shane, PharmD, Touro College of Pharmacy Charles Magruder, MD, Indian Health Service Hattie Hanley, MPA, Right Care Initiative
Terri Trotter, HSAG
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Work Group Focus / Recommendation
Whether through direct staffing structures, consultation
arrangements, virtual or shared providers, or other types
of community linkages, CMM should be recognized,
incorporated and appropriately compensated within
health systems for high-risk patients.
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https://www.cdph.ca.gov/programs/cdcb/Documents/CMMWhitePaperCDPH2015Dec23FINALrev.pdf
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Contents 1. Executive Summary
2. Introduction (Definition of CMM)
3. Background 4. Implementation
5. Methods
6. So. California Case Studies 7. Challenges
8. Appendices / Resources
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Characteristic MTM CMM Conduct a comprehensive medication therapy review to identify all medication-related problems ✓ ✓ Confirm medication-related problems including assessment, point-of-care testing, medication-related labs ✓ ✓ Assess ALL medications and medical conditions ✓ Develop individualized medication care plan to address medication-related problems and ensure attainment of treatment goals
✓ ✓
Add, substitute, discontinue, or modify medication doses ✓ ✓ Generate complete medication record ✓ ✓ Document care delivered and communicate to health care team ✓ ✓ Ensure care is coordinated with other health care providers ✓ ✓ Provide follow-up care in accordance with treatment-related goals ✓ Requires collaborative practice agreement between pharmacist and physician ✓
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Flashback: Pharmaceutical Care
Pharmaceutical Care is a patient-centered, outcomes oriented pharmacy practice that requires the pharmacist to work in concert with the patient and the patient's other healthcare providers to promote health, to prevent disease, and to assess, monitor, initiate, and modify medication use to assure that drug therapy regimens are safe and effective.
The goal of Pharmaceutical Care is to optimize the patient's health-related quality of life, and achieve positive clinical outcomes, within realistic economic expenditures.
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3. Background: Burden of Chronic Disease
Accounts for 86 cents of every health care dollar spent in 2011 in the U.S.
>14 million individuals in California suffer from chronic illnesses
California spent ~$98 billion in 2010 in the medical treatment of the six most common chronic conditions in the state: arthritis, asthma, cancer, depression, diabetes, heart disease
Most chronic diseases require medication use first-line based on clinical trial evidence
http://www.cdc.gov/chronicdisease/ http://almanac.fightchronicdisease.org/Chapters/AnOverview Chronic Conditions among Medicare Beneficiaries, Chartbook, 2012 Edition. Baltimore, MD. 2012. Brown PM, Gonzalez ME, Sandhu R, Conroy SM, Wirtz S, Peck C, Nunez de Ybarra JM. 2015. California
Department of Public Health. Economic Burden of Chronic Disease in California 2015. Sacramento, California. New England Healthcare Institute http://www.nehi.net/writable/publication_files/file/pa_issue_brief_final.pdf
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3. Background: Fragmented Health Care Delivery System
Shortage and misaligned distribution of primary care and specialty care physicians in many regions → reduced patient access to healthcare services in California ◦ 45 % of reside in regions with limited primary care physicians
>130,000 new physicians will be needed in U.S. by 2025
CMS incentivizing improvement by shifting towards value-based payment models, but transition is slow
Distractions and time required to navigate EHRs may reduce the time physicians spend providing patient care services
A J Manag Care. 2009. 15:S284-S290. http://innovation.cms.gov/initiatives/map/index.html#model=incentives-for-the-prevention-of-chronic-disease-in-
medicaid-demonstration CSRHA Policy Brief. California State Rural Health Association; Sacramento, CA; August 2007. http://www.dhcs.ca.gov/provgovpart/Documents/BodenheimerWebinar3.pdf How Pharmacists Can Improve Our Nation’s Health. CDC Public Health Grand Rounds. Atlanta, GA: Centers for
Disease Control and Prevention. Farm Med. 2001; 33(70): 528-532. N Engl J Med. 2001. 344(3): 198-204.
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3. Other Background Elements
Provider status for pharmacists in California Practice types / settings Patient targeting Implementation costs / payment and Return
on Investment Outcomes / Quality measures
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4. Implementation: Role of Pharmacists
Half-century history of pharmacist-provided MTM and CMM
CPA required, physician remains in leadership role in medical home / healthcare team
Scope of practice, communication and QA requirements, etc. dictated by CPA Patient targeting / recruitment Evaluation Evidence-based plan (more than meds) Follow-up
Example of range of services performed during CMM
Growing CMM practices in community pharmacy
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4. Implementation: Role of Patients
Patient and family engagement Shared Decision-Making Beyond adherence Breaking through stereotype pharmacist image
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4. Implementation: Role of Public Health
Identifying community needs and chronic disease surveillance Facilitate dissemination of knowledge regarding pharmacist
intervention to stakeholders: ◦ Government ◦ Health plans ◦ Self-insured employers ◦ Providers
Identify partners and advocates Identify pharmacist- and physician-champions Promote co-locating community health programs with clinical
pharmacists Support health information exchange Promoting policy changes to ensure continuity of care
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CMM White Paper: Next Steps Dissemination to: CMA CPCA CAPG Government healthcare agencies Legislators National organizations
Increase awareness and utilization
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Some Next Steps for Workgroup CDC Lifetime of Wellness and Prevention First grantees
workshop Engagement and collaboration conferences with community
pharmacy leadership Patient advocacy leaders
CMM briefing at state capitol Chronic Care Coalition, American Heart Association
partnerships, Right Care Initiative (health plans), CAPG Statewide medical leadership meeting, May 17, 2017
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USC CMM Certification and Collaborative Learning Network
• Certification aligned with APP recognition through program developed with CMMI funding
• Enrollment in collaborative learning network to accelerate programs and impact aligned with payer and provider priorities / incentives
• Two major payers as partners
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Collaborations to Identify and Manage High Blood Pressure
• AHA Check, Change, Control- Los Angeles County Task Force
• California Right Care Initiative- Dedicated to reducing heart attacks and strokes for all Californians
• Health Services Advisory Group • The Los Angeles Blood Pressure Barber Shop Study
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Can barbers cut BP too? Ron Victor, M.D. Burns & Allen Chair in Cardiology Research Professor of Medicine, UCLA Director, Hypertension Center Associate Director, Cedars-Sinai Heart Institute
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AHA 2009 Update: (NCHS, 2005)
Blacks
Deaths per
100,000
0
10
20
30
40
50
Men Women
Whites Blacks
AHA 2009 Update: (NCHS, 2005)
Disparity in death rates from HTN
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CDC: MMWR, 2000
0
2
4
1
3 Relative
Risk
Age, y
Whites
Disparity in stroke deaths
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Pharmacists?
Physician inertia
Barber fidelity Patron acceptance
BARBER-2 Trial (in Los Angeles): How to optimize intervention potency?
Non- Adherence
Better medical treatment
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The LA Blood Pressure Barbershop Study
PI: Ronald Victor, MD NIH-funded R01 grant 2015-2019 ClinicalTrials.gov Identifier NCT 02321618
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40 Barbershops randomized (500 patrons)
Baseline 20 barbershops 15 patrons/shop
Baseline 20 barbershops 15 patrons/shop
Enhanced Intervention Barber-pharmacist BP mgt.
Active Comparator Barber health educator
6 Month Follow up
Extension Study
12 Month Follow up
6 Month Follow up
Extension Study
12 Month Follow up
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Enhanced Intervention Barber‘s Blood Pressure
Work Station
Cohort member card with barcode
Wireless transmission
Pharmacist visits
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Value Proposition- CMM Services
Integration of CMM services for high-risk patients:
• Lowers total healthcare costs (↓hospitalizations / readmits)
• Improves healthcare quality measures (value-based $)
• Improves medication safety (priority for CMS, others)
• Improves provider access (PCMH measure) and satisfaction (less staff turnover)
• Improves patient satisfaction (retention)
• Saves lives!