The Michigan Primary Care Consortium and its Initiatives

1. The Michigan Primary Care Consortium and its Initiatives March 2009

2. Presentation Outline • Origin of the MI Primary Care Consortium • The MPCC Organization • Current Priorities and Plans of the MPCC • The Patient-Centered Medical Home • “Improving Performance in Practice” (IPIP) Program • Vision for a Healthy Michigan

3. Broken Health Care System • Rising costs of health care • Rising rates of uninsured, underinsured • Flat or worsening health status indicators • Significant health disparities • Unimpressive quality indicators • Rising dissatisfaction • Aging population greater demands on health care system

4. Primary Care System in Crisis • Fragmented, uncoordinated patient care • Inconsistent delivery of evidence-based care, especially preventive and chronic care • Misaligned reimbursement system • Increasing expectations/demands by payers, purchasers • Shrinking primary care workforce, especially physicians • Survival of primary care is questioned

5. Why Is Primary Care Important? Better health outcomes Lower costs Greater equity in health Source: Barbara Starfield, October 2006

6. Michigan Primary Care Consortium BACKGROUND In 2005-06, 134 Michigan professionals developed strategic recommendations to resolve key primary care system barriers Five barriers to effective primary care: • Under-use of community resources • Under-use of patient registries, other HIT • Under-use of evidence-based guidelines • Inappropriate reimbursement system • Practices not designed to deliver preventive or chronic care

7. Michigan Primary Care Consortium MISSION The Michigan Primary Care Consortium is a collaborative public/private partnership created to improve the system of deliveryofpreventionand chronic disease services and other conditions in primary care settings throughout the state, by aligning existing quality improvement initiatives, addressing gaps, and engaging in problem-solving strategies to assure a patient-centered medical home for everyone. 2008

8. Michigan Primary Care Consortium The Organization

9. MPCC Membership Professional & Trade Associations Insurers and Payers Health Systems Businesses Regional QI Initiatives Public Health Agencies Consumer Organizations Others

10. MPCC Membership:Diverse Stakeholders Professional/Trade Associations • American College of Physicians, MI Chapter • MI Academy of Family Physicians • MI Academy of Physician Assistants • MI Association for Local Public Health • MI Association of Health Plans • MI Association of Osteopathic Family Physicians • MI Chapter, American Academy of Pediatrics • MI Council of Nurse Practitioners • MI Health and Hospital Association

11. MPCC Membership:Diverse Stakeholders Professional/Trade Associations (continued) • MI Osteopathic Association • MI Pharmacists Association • MI Primary Care Association • MI State Medical Society Insurers • Aetna • Blue Cross Blue Shield of Michigan • Medicaid

12. MPCC Membership:Diverse Stakeholders Health Systems • Genesys Health System • Henry Ford Health System • Karmanos Cancer Institute of Wayne State University • University of Michigan Health System Consumer Organizations • MI Consumer Health Coalition • MI Council for Maternal and Child Health

13. MPCC Membership:Diverse Stakeholders Regional Health Initiatives • Alliance for Health, Western MI • Detroit/Wayne County Health Authority • Greater Detroit Area Health Council • School & Community Health Alliance Public Health Organizations • Detroit Dept of Health and Wellness Promotion • MI Department of Community Health

14. MPCC Membership:Diverse Stakeholders Businesses • Automotive Industry Action Group • Chrysler LLC • Ford Motor Co. • General Motors, Inc. • GlaxoSmithKline Pharmaceuticals, Inc. • Merck & Company, Inc. • Pfizer, Inc. • Pyper Products, Inc.

15. MPCC Membership:Diverse Stakeholders Others • Gratiot Family Practice • Integrated Health Associates • Medical Network One • MI Health Council • MI Peer Review Organization • MI State University Institute for Healthcare Studies

17. MPCC Committees • Steering (and Executive) - Chair, Janet Olszewski, MDCH • Priorities – Chair, Kim Sibilsky, MPCA • Communications – Chair, Rebecca Blake, MSMS • Governance – Chair, Dennis Paradis, MOA • Funding – Chair, Lody Zwarensteyn, AFH • Strategic Planning – Chair, Larry Wagenknecht, MPA

18. “White Paper” Work Groups • Primary Care in Crisis – Lead: MOA • Consumer Engagement and Activation – Lead: MSMS • Rebuilding Primary Care Workforce – Lead: MSU and WSU • Practice Transformation and Payment Reform – Lead: AIAG

19. 2009-2010 MPCC Action Groups • Consumer Engagement and Empowerment • Rebuilding the Primary Care Workforce • Practice Transformation • Payment Reform

20. Other MPCC Work Groups • Multi-Payer Group working on MI consensus on PCMH definition, metrics, recognition, payment • Task Group drafting PCMH Definition • Task Group drafting PCMH Metrics • Task Group working on collaboration between MPCC and MI Health Information Technology Commission • Primary Care Summit Planning Group

21. Michigan Primary Care Consortium Priorities for 2009-2010

22. Michigan Primary Care Consortium’s Priority Projects for 2009/2010 Increase transparency for consumers regarding health care quality and cost, improve self- management and empowerment, and increase health literacy. Address primary care workforce shortages. Increase transformation of primary care practices to create Patient-Centered Medical Homes that provide efficient and effective preventive and chronic care management. Work toward payment reform concurrent with transformation. Support and evaluate the MPCC’s “Improving Performance in Practice” (IPIP) program.

23. MPCC Recommendations to its Action Group 1. Consumer Empowerment – focus on: • Transparency • Self Management • Health Literacy

24. CONSUMER ENGAGEMENT Transparency • The MPCC should support and encourage efforts to provide transparent information on health care costs, quality of services, and what insurance covers. • The MPCC should promote that payers provide eligibility and coverage information at point-of-service through a “smart card” or a web portal in order to reduce administrative logjams and paperwork, improve transparency, and help prevent fraud and abuse. (Information minimally should include the patient’s deductibles and co-pays, what their insurance policies cover, and what portion of the cost may be borne by the patient).

25. CONSUMER ENGAGEMENTSelf-Management • The MPCC should urge medical schools and other health care professional training programs to develop and utilize educational programs that include patient self-management, motivational interviewing, and patient-centered primary health care in their curricula. • The MPCC should evaluate methods to engage patients in self-management (e.g., PAM, Motivational Interviewing), assess their feasibility for use by diverse primary care practices in Michigan, and communicate results to MI practices statewide.

26. CONSUMER ENGAGEMENT Health Literacy • The MPCC should encourage updates to the statewide ‘Michigan Model for Comprehensive School Health Education’ to improve health literacy of Michigan youth (K-12).

27. MPCC Recommendations to its Action Group 2. Primary Care Workforce – focus on: • State Plan • Incentives for Expansion • Financial Help for Students • Mentoring New Practitioners

28. PRIMARY CARE WORKFORCEState Plan • The MPCC should support development of a State Plan based on analysis of workforce data to address the gap between projected workforce needs and the projected number of primary care workers (all disciplines) who will be employed in the State, paying special attention to geographically and economically underserved areas.

29. PRIMARY CARE WORKFORCEIncentives for Expansion • The MPCC should advocate for granting State funding preference to health professional schools that meet or exceed target numbers of graduating students in designated primary care specialties. • The MPCC should encourage endowments and capital campaigns to assist in expanding the numbers of medical, nurse practitioner and physician assistant students recruited from and trained in Michigan who choose to become primary care providers in Michigan.

30. PRIMARY CARE WORKFORCEFinancial Aid to Students • The MPCC should advocate for academic institutions giving financial aid preference, including loans and scholarships, to medical residents and NP and PA students that commit to practice in primary care settings in Michigan with bonuses to those who choose to practice in rural and other underserved areas. • The MPCC should advocate for the expansion and wide communication of loan forgiveness programs and other incentives to professionals who agree to provide primary care services in designated underserved areas in Michigan.

31. PRIMARY CARE WORKFORCEMentoring New Practitioners • The MPCC should encourage expansion of programs to reimburse providers who assume primary care mentoring roles.

32. MPCC Recommendations to its Action Group 3. Primary Care Transformation – focus on: • Convener Role for MPCC • Practice Transformation • Health Information Technology

33. PRIMARY CARE TRANSFORMATION Convener Role • The MPCC should assume the role of “umbrella” organization and “champion” for statewide primary care transformation and implementation of PCMH, including: • Convening stakeholders with interest in promoting integration of the principles of the PCMH into Michigan primary care practices • Developing a clear definition of the PCMH • Identifying meaningful metrics that can distinguish the PCMH from other practices

34. PRIMARY CARE TRANSFORMATION Convener Role (continued) • Identifying how PCMH practices will be recognized in Michigan • Promoting payment models that adequately support creation and sustainability of PCMH • Developing action plans for the MPCC’s priorities that MPCC members and other stakeholders can reasonably expect to execute • Conducting ongoing evaluation to identify which modifications increase value and should be promoted as greater experience with PCMH evolves

35. PRIMARY CARE TRANSFORMATIONPractice Transformation • The MPCC should support and promote assessment and analysis of practice culture and process flow in Michigan practices by qualified professionals skilled in the use of validated quality management systems and process-improvement tools. Objectives of process are: • Improvements in quality and patient safety • Improvements in patient care coordination • Reductions in waste • Improvements in patient, staff and provider satisfaction • Adoption and effective use of all relevant modalities of health information technology

36. PRIMARY CARE TRANSFORMATIONHealth Information Technology • The MPCC should promote the effective use of patient/population registries and other useful health information technology in primary care practices.

37. MPCC Recommendations to its Action Group 4. Payment Reform – focus on: • Payment Policies for PCMH • Practice Infrastructure Support

38. PAYMENT REFORMPayment Policies - PCMH • The MPCC should review payment policies tested in Michigan and elsewhere and develop recommendations for change in Michigan payment policies that support the PCMH (e.g., increased direct payments through fee for service and primary care capitation models; supplemental incentives and/or payment models to sustain PCMH including, but not limited to, bundled arrangements and risk models).

39. PAYMENT REFORMPractice Infrastructure Support • The MPCC should encourage all potential private and public funding sources to invest in practice-level infrastructure for the PCMH. Initial direct funding is needed for: • Practice redesign • Information technology • Additional personnel to provide team care • Education and training for all providers to create and sustain a PCMH

40. PAYMENT REFORMPractice Infrastructure Support (continued) • The MPCC should advocate for financial arrangements that enable primary care practices to purchase and to staff important health information infrastructure including: • Population-Patient Registries • Electronic Medical Records • E-prescribing • Web portals for patients and providers

41. World Health Org: Acute vs Chronic Care “Health care systems [throughout the world] evolved around the concept of infectious disease, and they perform best when addressing patients’ episodic and urgent concerns. However,the acute care paradigm is no longer adequate for the changing health problems in today’s world. Both high- and low-income countries spend billions of dollars on unnecessary hospital admissions, expensive technologies, and the collection of useless clinical information. As long as the acute care model dominates health care systems, health care expenditures will continue to escalate, but improvements in the population’s health status will not.” World Health Organization. Innovative care for chronic conditions: building blocks for action: global report. (Geneva: WHO; 2002.)

42. Chronic Care Model Community Health System Health Care Organization Resources and Policies ClinicalInformationSystems Self-Management Support DeliverySystem Design Decision Support Prepared, Proactive Practice Team Informed, Activated Patient Productive Interactions Outcomes Improved Outcomes

43. The Patient-Centered Medical Home (PCMH) • What is this? • Why has MPCC identified PCMH as THE SOLUTION to the Primary Care Crisis

44. Patient-Centered Medical Home • PCMH is an approach to providing comprehensive primary care for children, youth, adults and seniors based on the Chronic Care Model • PCMH is a health care setting that facilitates partnerships between patients and their personal physicians and, when appropriate, the patient’s family or caregivers • A PCMH makes effective use of community resources and supports to assist patients and families become activated and achieve their health goals

45. PCMH Practices… • Organize the delivery of team-based care for all patients, consistent with the Chronic Care Model • Use evidence-based medicine and clinical decision support tools • Use secure health information technology to promote quality and safety • Coordinate care in partnership with patients and families • Provide enhanced and convenient access to care • Identify and measure key quality indicators • Participate in programs that provide feedback to practices on performance and accept accountability for process improvement and for health outcomes

46. PCMH IS AN OPPORTUNITY FOR • Improving health of patients and their satisfaction with their care • Improving purchaser and payer satisfaction with outcomes of care • Improving reimbursement for primary care • Improving physician satisfaction with their choice to specialize in primary care • Improving recruitment of medical residents, NP’s and PA’s into primary care • Slowing the rise in health care spending

47. Jointly approved by: American Academy of Family Physicians American Academy of Pediatrics American College of Physicians American Osteopathic Association Personal physician Physician-directed medical practice Whole person orientation Care is coordinated and/or integrated Quality and safety Enhanced access to care Payment that supports a PCMH 2007 Joint Principles for PCMH

48. PCMH Definition in Michigan • Same as Joint Principles with footnotes to further define: • Patient-Centered • Personal Physician • Quality and Safety • Payment

49. Patient-Centered – MI Footnote • This model of care recognizes the central role of patients and – when appropriate – their families, as stewards of their own health. In the Patient-Centered Medical Home, the team of health professionals guides and supports patients and their families to help them achieve their own health and wellness goals.

50. Personal Physician - MI Footnote • A personal physician may be of any specialty but to be considered a Patient-Centered Medical Home, the practice must meet all Patient-Centered Medical Home requirements. It shall be recognized that there may be situations in which a physician is not on-site and the patient’s relationship is with a certified nurse practitioner (NP) or physician assistant (PA) who provides the principal or predominant source of care for a patient.