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红领巾瓜报 Insights 鈥 including our new podcast 鈥 puts the vast depth of 红领巾瓜报鈥檚 expertise at your fingertips, helping you stay informed about the latest healthcare trends and topics. Below, you can easily search based on your topic of interest to find useful information from our podcast, blogs, webinars, case studies, reports and more.

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Ensuring Appropriate Payment for Transformative Therapies to Secure Patient Access to CAR Ts

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THE CLIENT

A coalition of CAR T manufacturers and their trade association joined together to advocate for appropriate reimbursement of Chimeric Antigen Receptor T-cell (CAR T) therapies. They requested that policy options be developed by non-partisan experts that would best benefit the industry making the drugs, Medicare and Medicaid programs paying for the treatments, and the Medicare beneficiaries receiving these transformative therapies.

BACKGROUND

CAR T therapies first entered the market in late 2018. These transformative treatments for certain types of cancer involve modifying a patient鈥檚 own cells to fight the cancer鈥攑roducing a long term, potentially curative response. Initially, CAR T therapy was administered to patients in the inpatient hospital, where Medicare payments are bundled so that the hospital gets a single payment for the entire hospital stay. The cost of the CAR T therapy greatly exceeded the payment rate the hospital would receive, leading to concerns that hospitals would be reluctant to provide CAR T.

APPROACH

The emergence of CAR Ts represented a new reimbursement problem that required very careful consideration because these new treatments were just the beginning of a series of new, expensive, but essentially curative treatments. Solving the CAR T problem would have implications for the future, as other new therapies entered the market. Finding the right solution involved a real rethinking of the inpatient payment system. The client had to recognize how CAR T cases were similar to past precedents 鈥 and how some key differences about these cases required fundamental changes to how these cases are paid. Solving CAR T access and reimbursement issues required different types of expertise and approaches. The client needed a very deep understanding of the intricacies of the payment system, as well as a broad view of the policy landscape to find the right balanced response.

The 红领巾瓜报 Medicare team had two vital sets of skills that were necessary for the work. First, we have an in-house library of Medicare claims and the data analysis skills needed to use the data to answer policy questions. This includes our model of the Inpatient Prospective Payment System (IPPS) rate setting and payment methodologies, so we could model the policies as they stood, as well as alternative policies to explore which options maximized the goals of the coalition members while minimizing negative outcomes. Second, we have a deep understanding of the policy issues at play, the history of the policy space, and the understanding of the interplay between many policy factors.

红领巾瓜报 worked with the coalition to monitor Medicare claims to get an accurate picture of the hospitals performing CAR T therapy and the payments they were receiving. We also explored how potential changes to the IPPS could provide better reimbursement for CAR T cases. Using our expert-level understanding of the intricacies of the payment methodology, we modeled many different policies to pinpoint the option that would balance the need for more appropriate payments with the needs of the rest of the system鈥攗nderstanding that there was a pipeline of additional CAR T therapies poised to enter the market in the coming years. This process also involved communicating with the policymakers at the Centers for Medicare and Medicaid Services (CMS) to ensure that the policies being advanced were politically viable and sustainable.

RESULTS

The work culminated in the creation of a new payment category for CAR T cases, with changes to the typical rate setting and payment methodology to account for both clinical trial and non-clinical trial cases. In addition, the work of the coalition prompted CMS to increase payments in the New Technology Add-on Payment program for all products, not just CAR T therapies. As a result, patient access to CAR T therapies has been maintained, and CMS has a framework to work from as new cell and gene therapies become available to Medicare patients. We have seen the volume of CAR T claims increase more than 9-fold over the 6 years the therapies have been available.

At the urging of the CAR T coalition and other stakeholders, CMS created a new MS-DRG (payment category) for CAR T claims, bumping the base payment rate for the cases from ~$40,000 to ~$240,000. In addition, NTAP payments increased from a maximum of 50% of the cost of the product to 65% of the cost of the product鈥攖his applies for all NTAP eligible claims, not just CAR Ts.

This work involved years of analysis and collaboration that is continuing. While inpatient reimbursement has improved, concerns are arising now around access to CAR T in the community setting.

红领巾瓜报 paper examines federal funding streams supporting crisis pregnancy centers

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Crisis pregnancy centers (CPCs) are organizations that represent themselves as reproductive healthcare clinics offering services for pregnant people and appear similar to clinics offering a full range of reproductive health services. Federal funding to CPCs may constitute non-allowable uses of such support based on the legislative intent and grant requirements of these programs. In this paper, 红领巾瓜报 provides a comprehensive analysis of federal funding streams and state allocations of that funding to CPCs and CPC networks. 红领巾瓜报 found that more than 650 CPCs in 49 states and Washington, DC, received federal funding between 2017 and 2023, totaling more than $400 million.

红领巾瓜报 report evaluates needs of Nevada’s Medical Assistance for the Aged, Blind, and Disabled program

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The Nevada Division of Health Care Financing and Policy (DHCFP) engaged 红领巾瓜报 to evaluate Nevada鈥檚 Medical Assistance for the Aged, Blind, and Disabled (MAABD) program and the needs of its participants. A targeted focus of the evaluation was on home and community-based services (HCBS) within the Nevada MAABD population, including Nevada鈥檚 Frail Elderly (FE) and Physically Disabled (PD) waiver.

The project included:

  • Data analyses of Nevada鈥檚 population and long term services and supports (LTSS) landscape, the state鈥檚 ongoing efforts to rebalance LTSS dollars from institutional to HCBS services and demographic and other information about the MAABD population
  • Stakeholder engagement, including three focus groups that engaged 55 stakeholders and individual interviews, to provide stakeholders a greater voice in the MAABD improvement process
  • Evaluation of the MAABD structure and administration
  • Program recommendations to help inform and guide DHCFP鈥檚 considerations for better serving the FE and PD MAABD populations throughout the state

The report made recommendations to enroll the MAABD population aged 65 and older into a combination MLTSS/FIDE-SNP (managed long-term services and supports/fully integrated dual eligible special needs plan) program, implement Program of All-Inclusive Care for the Elderly (PACE) as a targeted nursing home diversion strategy and strengthen Nevada鈥檚 Medicaid quality framework to better deliver and ensure improved quality of care for the MAABD population.

Public Health Preparedness Services

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鈥淧ublic health problems pose special challenges. They are generally enormous in scale, stem from numerous and highly complex causes, play out in the public eye, impact a vast array of stakeholders, and require unusually long-term solutions. The massive scope and complexity of such problems, including conditions such as uncontrolled childhood mortality, suboptimal maternal health, HIV/AIDS, cardiovascular disease, and cancer, among others, affect millions worldwide. Furthermore, the health issues quickly trigger a host of other family, economic, and social problems that ruin lives, erode communities, and weaken countries.鈥

– Journal of Public Health, Fostering public health leadership article

Concerned about another crisis?

Health departments play a critical role in achieving health security, including preparing communities for potential threats, mitigating those threats, responding to emergencies, and aiding in the recovery process. Over the past few years, public health has been faced with heightened scrutiny, lack of trust, and the need to evolve and keep up with the latest natural disasters, environmental, and infectious disease threats.

How 红领巾瓜报 can help

红领巾瓜报 assists state, local, territorial, and tribal health departments with:

Plan writing, including emergency operations, hazard mitigation, medical counter measures, mass fatality, pandemic, continuity of operations, and crisis communications.

Reviewing and synthesizing emergency plans, policies, and procedures into actionable and meaningful abbreviated checklists.

Training and exercise development, including tabletop exercises, full scale exercises, hot wash debrief facilitation, after action report writing.

Workforce analyses, including determining if your health department is adequately staffed to respond to an emergency and maintain the foundational public health functions.

Capacity building and strategic infrastructure investment, including spending plans, funding, and development of action plans.

Staff/workforce resilience and morale, including team building, workforce assessments, and strategic planning.

Equity and Inclusion, including access and functional needs.

Infection control, including facilitating trainings, plan writing, and compliance.

Our Colleagues and Expertise

红领巾瓜报 public health preparedness experts applicable experience and expertise to assist public health agencies in preparing, mitigating, responding to, and recovering from public health emergencies.

  • Managing and coordinating Public Health Emergency Preparedness (PHEP) grants and emergency response and recovery activities at state, local and territorial health departments.
  • Developing emergency operation plans, procedures, and guidelines for emergency response projects.
  • Multifaceted public health strategic planning, which incorporates health services access, social service integration, workforce sustainability, data modernization, and environmental considerations.
  • Former staff from the National Association of County and City Health Officials (NACCHO)鈥檚 public health preparedness program.
  • Supply chain management of medicines and other health technology resources.
  • Development of evidence-based infection control practice, policy, and procedures.
  • Colleagues educated via the Association of Professionals in Infection Control and Epidemiology (APIC) in infection control prevention practices and public policy.

Project Spotlight

红领巾瓜报 worked with El Paso County Public Health (EPCPH) leadership to extend the reach of EPCPH staff during this pandemic and support the quick development of a COVID-19 recovery plan and an After Action Report (AAR). 红领巾瓜报 gathered background information, intelligence, and templates from EPCPH staff, drawing from the prior COVID-19 plans. 红领巾瓜报 documented best practices from other counties where 红领巾瓜报 currently supported COVID-19 response planning and conducted interviews with EPCPH staff as needed to provide input into the plans. 红领巾瓜报 drafted two plans: 1) a COVID-19 recovery plan, including a review of the transition back after COVID-19, health department continuity of operations (COOP) as it moved back to normal and indicators for return to work, and 2) an AAR for EPCPH鈥檚 positives and negatives related to the following: variances, EH (masks, capacity) compliance (masks, capacity), case investigation/contract tracing, and data analytics as well as med surge.

红领巾瓜报 evaluated COVID-19 response activities within the Hospital Association of California (HASC) member facilities and partners across the regions served. 红领巾瓜报 reviewed a representative sample of member facility and partner agency plans developed and utilized during the response. We reviewed relevant annexes, guidance from local and state public health, member facilities, and federal agencies activated, alongside open-source information. 红领巾瓜报 also examined documentation developed during response and recovery, including situation reports, memorandums of understanding, messaging to facilities, memos about response, training, and exercise events to perform an analysis of activities and references. In addition, this project garnered input from other key healthcare and government stakeholders in the regional market, including emergency medical services, public health, city and county governments, transportation, and others via online surveys and small group interviews. The creation of a Mid-Action Report/Best Practices Plan was particularly important to document lessons learned, best practices, and improvement items to inform ongoing efforts and future readiness initiatives to improve HASC鈥檚 capabilities and the planning needs of its members.

Contact our experts:

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Lisa Harrison

Senior Consultant

Lisa Harrison is a physician associate with more than 20 years of direct experience in clinical practice as a primary … Read more
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Zipatly V. Mendoza

Senior Consultant

Zipatly V. Mendoza has more than 15 years of program management experience and a demonstrated ability to administer public health … Read more
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Yamini Narayan

Senior Consultant

A diversified professional who thrives on solving the most complex questions in health policy, Yamini Narayan is a skilled researcher … Read more

Webinar Replay: Supporting Family Caregivers: The Changing Policy and Practice Landscape

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This webinar was held on June 27, 2024.

Over the past decade, the U.S. has seen significant federal and state policy initiatives to improve and expand assistance for the millions of family members who help care for older adults, and those who support people with intellectual and developmental disabilities (I/DD) across the lifespan. The pandemic, combined with workforce shortages, accelerated these efforts. In this webinar with national family caregiving experts, we discussed policy and practice advances and their potential impact on enabling more Americans to live at home and in the community.

Learning Objectives:

  • Review evidence that supporting family members improves outcomes for older adults and people with I/DD.
  • An overview of current federal and state implementation of the 2022 National Strategy to Support Family Caregivers and the 2022 National Agenda for Supporting Families with a Member with I/DD.
  • Share evolving opportunities for improving policy and practice in family caregiving initiatives.

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Ohio releases next generation MyCare Ohio program RFA

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This week鈥檚 In Focus section delves into the Next Generation MyCare Ohio managed care program, spotlighting the request for applications (RFA) that the Ohio Department of Medicaid (ODM) released on May 31, 2024. The MyCare Ohio Program, which serves people who are dually eligible for both Medicaid and Medicare, is undergoing a substantial transformation. Transitioning from the financial alignment initiative (FAI) demonstration model used in 29 counties, it is evolving into a statewide, fully integrated dual eligible special needs plan (FIDE-SNP) model. This shift is more than procedural; it signifies a pivotal moment of transition to new federal D-SNP requirements.  

Background 

The MyCare Ohio Program launched in May 2014 as a Centers for Medicare & Medicaid Services (CMS) FAI demonstration. MyCare Ohio integrates Medicare and Medicaid benefits for dually eligible members enrolled in competitively selected MyCare Ohio managed care plans, providing one care coordinator and streamlined communication and services. It serves 150,000 individuals in 29 counties.  

CMS is sunsetting all FAI demonstration programs on December 31, 2025, prompting ODM to convert to the FIDE-SNP model.  

Next Generation RFA 

The MyCare Ohio Program will convert to the Next Generation MyCare Ohio Program in January 2026. ODM is modeling portions of the program after the state鈥檚 Next Generation Medicaid managed care program. The Next Generation MyCare Ohio Program initially will be implemented in the 29 currently participating counties and then expand statewide, covering a total of 250,000 eligible individuals. Medicaid managed care organizations (MCOs) that serve the program will need to become CMS-approved FIDE-SNPs. MCOs awarded a Next Generation MyCare Ohio contract will need to notify CMS of their intent to establish a statewide FIDE-SNP in Ohio by fall 2024 to begin operations in January 2026. 

ODM anticipates selecting up to four Next Generation MyCare Ohio MCOs to serve enrollees statewide, though a decision on the number of plans will be finalized as awards are made and based on what is most advantageous to the state.   

MCOs will need to develop a member-focused strategy with care coordination as a priority. MCOs will also increase focus on behavioral health coordination. According to ODM, goals for the Next Generation program include: 

  • Focusing on the individual 
  • Improving individual and population wellness and health outcomes 
  • Creating a personalized care experience 
  • Supporting providers in continuously improving care 
  • Improving care for people with complex needs to promote independence in the community 
  • Increasing program transparency and accountability 

Next Generation MyCare will advance these goals through a population health approach, designed to address inequities and disparities in care.  

The program will enroll dually eligible individuals ages 21 and older. This is a change from the current program, which enrolls dual eligibles who are 18 years old and older. The eligible age increase is being made to align with the Medicaid early and periodic screening, diagnostic, and treatment (EPSDT) benefit.  

The new program also will continue to offer all the same services available through Ohio鈥檚 home care, PASSPORT (long-term services and supports), and assisted living waivers. 

Evaluation 

Applications initially will be reviewed to confirm the applicant meets the mandatory requirements. Applicants who meet the mandatory requirements will proceed to review and evaluation of responses to application questions that fall into seven topic areas, with a total of 1,000 available points (see Table 1).  Of note, if an applicant is not currently serving as either a Next Generation MCO or a MyCare Ohio MCO, the applicant will receive zero points for qualifications and experience. Organizations that have yet to participate in at least one of these programs should consider the effect on their total score.  

Table 1 

Current Market 

Five MCOs鈥擟VS/Aetna, CareSource, Centene/Buckeye, Molina, and United鈥攑articipate in the current MCOP, with two or three of them participating in each of the seven regions. 

Timeline 

MCOs should submit a notice of intent to apply by June 21. Proposals are due August 2, and awards will be issued October 8. Implementation is scheduled for January 1, 2026.  

 

Connect With Us  

Ohio is one of several states transitioning from a FAI demonstration at the end of December 2025. Additionally, the 2025 Medicare Advantage Final Rule includes new policies affecting D-SNPs that could reshape the integrated care plan landscape in many states.  

红领巾瓜报 (红领巾瓜报) will host a webinar on June 20, 2024 titled “D-SNP growth and integration: key implications of the 2025 CMS final rule” to review the current landscape and federal changes that will affect D-SNPs in 2025 and beyond. The session will feature an analysis of the new regulations and a discussion of the critical strategic and product impacts on Medicare organizations that offer D-SNPs or are considering offering D-SNPs. Attendees also will have the opportunity to engage with the panelists during a Q&A session.聽Watch the replay now.

Contact our experts below聽for details about the nationwide D-SNP rules and landscape.聽聽

Webinar Replay: D-SNP Growth and Integration: Key Implications of the 2025 CMS Final Rule

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This webinar was held on June 20, 2024.

Watch our informative webinar where 红领巾瓜报 experts reviewed the upcoming changes from the 2025 Final Rule that will impact Dual Special Needs Plans (D-SNPs) in 2025 and beyond. The session featured an analysis of the new regulations and a discussion of the critical strategic and product impacts on Medicare organizations offering D-SNPs or considering offering D-SNPs. Attendees also had the opportunity to engage with the panelists during a Q&A session.

Learning Objectives

  • Understand the impact of the 2025 Final Rule on D-SNPs as CMS promotes the integration of Medicare and Medicaid for dually eligible individuals.
  • Gain a high-level understanding of the federal changes, the timelines for implementation, and the impact on your D-SNP strategy and growth opportunities.

Summary of the CMS managed care final rule and its impact on states, managed care organizations and providers

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On May 10, 2024, the Centers for Medicare & Medicaid Services (CMS) published the Medicaid and Children鈥檚 Health Insurance Program (CHIP) Managed Care Access, Finance, and Quality Final Rule (CMS-2439-F). 

CMS created a which concisely reviews the final rule鈥檚 key provisions, as well as an , which serves as a reference guide to the various applicability dates for different provisions in the final rule. The creates new flexibilities and requirements aimed at enhancing accountability for improving access and quality in Medicaid and CHIP by principally addressing these topic areas:

  • ILOSs are defined as substitute services or settings for a service or setting covered under the state plan and can be leveraged by Managed Care Organizations (MCOs) to address unmet health-related social needs (HRSNs).
  • They must be offered to all members and must be voluntary as well as documented in MCO contracts.
  • ILOSs cannot exceed 5% of total capitation.
  • If ILOS costs exceed 1.5% of total capitation, states must provide additional documentation to CMS to demonstrate medical appropriateness and cost-effectiveness.
  • When an ILOS is terminated, states must develop a transition plan to arrange for state plan services and settings to be provided in a timely manner.
  • States must make available online a “one-stop-shop” where members can learn about and compare MCOs based on quality and other variables.
  • Mandatory quality measures are established.
  • The methodology for calculating the quality ratings displayed on each state鈥檚 MAC QRS is also established.
  • Although guidelines exist, states can submit their own version of a MAC QRS to CMS for approval.
  • Provider incentive payments must be tied to clearly defined, objectively measurable, and well-documented clinical or quality improvement standards to be classified as incurred claims (in alignment with private market MLR regulations).
  • Prohibits the inclusion of indirect administrative costs that are not directly related to improving quality as QIAs as incurred claims in the numerator (in alignment with private market MLR regulations).
  • Imposes additional expense allocation methodology requirements (in alignment with private market MLR regulations).
  • Requires SDPs to be included as both incurred claims (for payments made by MCOs to providers) and premium revenue (for payments made by states to MCOs).
  • Sets maximum appointment wait time standards of no more than 15 business days for routine primary care (adult and pediatric) and obstetric/gynecological services and 10 business days for mental health and substance use disorder services (adult and pediatric).
  • Enforces these standards using secret shopper surveys and requires states to contract for the secret shopper surveys.
  • Requires states to post the appointment wait time standards as well secret shopper survey results.
  • A remedy plan must be implemented for any MCO that fails to meet these required standards for access.
  • States must also conduct an annual enrollee experience survey for each MCO.
  • Codifies ACR payment ceiling, which applies to hospitals, practitioner services at academic medical, and nursing facility services.
  • Requires “hold harmless” attestation.
  • Allows for SDPs at 100% of Medicare without prior written approval.
  • Removes network provider requirement to receive payment.
  • Prohibits use of interim payments based on prior period data even if ultimately reconciled.
  • Prohibits use of separate payment term where SDPs are paid separate from capitation rates.
  • Explicitly states that SDPs must result in “stated goals and objectives.鈥
  • Requires states to submit detailed, provider level SDP data to the Transformed Medicaid Statistical Information System.

Implications for States

The final rule creates opportunities for states to leverage new flexibilities to further policy goals but also creates new administrative burdens. MCOs and providers will look to states to comprehensively understand final rule鈥檚 requirements and be prepared to manage the steps necessary to achieve compliance over a multiyear implementation process.

Implications for MCOs

As states move to comply with the final rule, MCOs will be immediately downstream from the steps taken by states to do so and MCOs need to prepare accordingly. Proactive actions by MCOs to not only engage with states early but also to prepare financially and operationally for the different provisions of the final rule over time will put them in the best position possible.

Implications for Providers

The most significant implications for providers in the final rule are related to SDPs, where a new level of accountability will be required. All topics covered by the final rule, however, have provider implications.

Looking ahead

The provisions of the final rule range in their effective dates from as early as the final rule鈥檚 effective date, July 9, 2024, to as late as the first rating period on or after four years after July 9, 2024.

Because of these variable effective dates, states, MCOs, and providers will need to comply with the final rule immediately in some cases, while having significant lead time to do so in other areas. Sub regulatory guidance is also forthcoming and must be monitored for and digested.

红领巾瓜报 stands ready to support states, MCOs, and providers in analyzing and responding to the strategic, financial, and operational impacts of the final rule鈥檚 provisions in specific markets and organizational contexts.

If you have questions or want to connect with our expert team members, e-mail [email protected].

Webinar replay: Medicare physician fee schedule reform – structural topics and recommendations

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This webinar was held on June 13, 2024.

红领巾瓜报 recently released a report on the Medicare Physician Fee Schedule (PFS) with background on the structure of the program, and recommendations for reforms that could be considered. This webinar provided background and context about the PFS for interested parties who may be less familiar with the payment system and why the stakeholder community got to the point of needing to 鈥渇ix鈥 the fee schedule. We discussed pressing policy and payment concerns, provided an overview of key structural issues within the PFS that should be considered and balanced when making policy changes to the payment system, highlighted different stakeholder perspectives, and offered recommendations within CMS authority.

Learning Objectives:

  • Understand the background, context and function of the PFS including its relationship to other payment systems.
  • Highlight key policy developments over time leading to the current focus on 鈥渇ixing鈥 the payment system.
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