Community Care of North Carolina

1. Community Care of North Carolina 2012 Overview

2. Medicaid challenges • Lowering reimbursement reduces access and increases ER usage/costs • Reducing eligibility or benefits limited by federal “maintenance of effort”; raises burden of uninsured on community and providers • The highest cost patients are also the hardest to manage (disabled, mentally ill, etc.) ─ CCNC has proven ability to address this challenge • Utilization control and clinical management only successful strategy to reining in costs overall

3. Community Care Provides NC with: • Statewide medical home and care management system in place to address quality, utilization and cost • 100 percent of all Medicaid savings remain in state • A private sector Medicaid management solution that improves access and quality of care • Medicaid savings that are achieved in partnership with – rather than in opposition to – doctors, hospitals and other providers.

4. Key Tenets ofCommunity Care Public-private partnership “Managed not regulated” CCNC is a clinical partnership, not just a financing mechanism Community-based, physician-led medical homes Cut costs primarily by greater quality, efficiency Providers who are expected to improve care must have ownership of the improvement process

5. Primary Goals of Community Care Improve the care of Medicaid population while controlling costs A “medical home” for patients, emphasizing primary care Community networks capable of managing recipient care Local systems that improve management of chronic illness in both rural and urban settings

6. Community Care: “How it works” Primary care medical home available to 1.1 million individuals in all 100 counties. Provides 4,500 local primary care physicians with resources to better manage Medicaid population Links local community providers (health systems, hospitals, health departments and other community providers) to primary care physicians Every network provides local care managers (600), pharmacists (26), psychiatrists (14) and medical directors (20) to improve local health care delivery

7. Community Care: “How it works” • The state identifies priorities and provides financial support through an enhanced PMPM payment to community networks • Networks pilot potential solutions and monitor implementation (physician led) • Networks voluntarily share best practice solutions and best practices are spread to other networks • The state provides the networks access to data • Cost savings/ effectiveness are evaluated by the state and third-party consultants (Mercer, Treo Solutions).

8. Community Care Networks Camden Alleghany Currituck Northhampton r Gates Warren Ashe Surry Stokes a Person Rockingham Caswell Vance Pasquotank Hertford Halifax Watauga Perquimans Wilkes Chowan Yadkin Granville Avery Forsyth Bertie Franklin Orange Guilford Mitchell Alamance Durham Caldwell Alexander Nash Tyrrell Davie Yancey Edgecombe Madison Wake Washington Dare Iredell Davidson Martin Burke Wilson Randolph Chatham McDowell Catawba Buncombe Rowan Pitt Beaufort Haywood Hyde Swain Johnston Lincoln Rutherford Lee Greene Graham Henderson Cabarrus Harnett Jackson Wayne Gaston Stanly Polk Moore Cleveland Lenoir Transylvania Montgomery Craven Cherokee Mecklenburg Macon Pamlico Clay Sampson Cumberland Jones Richmond Hoke Union Anson Duplin Scotland Carteret Onslow Robeson Bladen Pender New Columbus Hanover Brunswick AccessCare Network Sites Community Care Plan of Eastern Carolina AccessCare Network Counties Community Health Partners Community Care of Western North Carolina Northern Piedmont Community Care Community Care of the Lower Cape Fear Northwest Community Care Carolina Collaborative Community Care Partnership for Health Management Community Care of Wake and Johnston Counties Community Care of the Sandhills Community Care Partners of Greater Mecklenburg Community Care of Southern Piedmont Carolina Community Health Partnership Source: CCNC 2012

9. Community Care Networks Are non-profit organizations that receive a per-member, per-month (PMPM) payment from the state Primary care providers also receive a PMPM payment Provides resources needed to manage enrolled population, reducing costs Central office of CCNC is also a nonprofit 501(c)(3) Seek to incorporate all providers, including safety net providers Have Medical Management Committee oversight Hire care management staff

10. Each network has: Clinical Director A physician who is well known in the community Works with network physicians to build compliance with care improvement objectives Provides oversight for quality improvement in practices Serves on the State Clinical Directors Committee Network Director who manages daily operations Care Managers to help coordinate services for enrollees/practices PharmD to assist with Med management of high cost patients Psychiatrist to assist in mental health integration

11. Current State-wide Diseaseand Care Management Initiatives • Asthma (1998 – 1st Initiative) • Diabetes (began in 2000) • Dental Screening and Fluoride Varnish (piloted for the state in 2000) • Pharmacy Management • Prescription Advantage List (PAL) - 2003 • Nursing Home Poly-pharmacy (piloted for the state 2002 - 2003) • Pharmacy Home (2007) • E-prescribing (2008) • Medication Reconciliation (July 2009) • Emergency Department Utilization Management (began with Pediatrics 2004 / Adults 2006 ) • Case Management of High Cost-High Risk (2004 in concert with rollout of initiatives) • Congestive Heart Failure (pilot 2005; roll-out 2007) • Chronic Care Program – including Aged, Blind and Disabled • Pilot in 9 networks 2005 – 2007 • Began statewide implementation 2008 - 2009 • Behavioral Health Integration (began fall 2010) • Palliative Care (began fall 2010)

12. Chronic Care Process

13. Chronic Care Program Components Enrollment/Outreach Screening/Assessment/Care Plan Risk Stratification/ Identify Target Population Patient Centered Medical Home Transitional Support Pharmacy Home – Medication Reconciliation, Polypharmacy & Polyprescribing Care Management Mental Health Integration Informatics Center Self Management of Chronic Disease

14. Community Care’s Informatics Center • Informatics Center ─ Medicaid claims data • Utilization (ED, Hospitalizations) • Providers (Primary Care, Mental Health, Specialists) • Diagnoses – Medications – Labs • Costs • Individual and Population Level Care Alerts • Real-time data • Hospitalizations, ED visits, provider referrals

15. Community Care’s Informatics Center • Care Management Information System (CMIS) • Pharmacy Home • Quality Measurement and Feedback Chart Review System • Informatics Center Reports on prevalence, high-opportunity patients, ED use, performance indicators • Provider Portal

16. Provider portal in action

17. “Quality first” approach leads to savings Recent analysis by Milliman, Inc. estimated savings achieved by CCNC from 2007 through 2010 Employed multiple methodologies to answer the question: “What would costs have been without CCNC?” Included data on children, adults, Aged Blind & Disabled Risk adjusted to review results across similar patient cohorts 17

18. “Quality first” approach also leads to savings Milliman’s estimate: nearly a billion dollars over a period of 4 years 18

19. Cost savings estimate: Treo Solutions Using the unenrolled fee-for-service population, risk adjustments were made by creating a total cost of care (PMPM) set of weights by Clinical Risk Group (CRG), with age and gender adjustments. This weight set was then applied to the entire NC Medicaid Population. Using the FFS weight set and base PMPM, expected costs were calculated. This FFS expected amount was compared to the actual Medicaid spend for 2007, 2008, 2009.  The difference between actual and expected spend was considered savings attributable to CCNC. Treo Solutions, Inc., June 2011.

20. Cost savings estimate: Mercer, Inc. • Earlier studies by Mercer, Inc. estimated CCNC savings as: State Fiscal Year Estimated Savings 2005  $77 - $81M 2006 $154 - $170M 2007 $135 - $149M 2008 $156 - $164M 2009 $186 - $194M

21. Variance from Expected Spending

22. Quality results • Community Care is in the top 10 percent in US in HEDIS for diabetes, asthma, heart disease compared to commercial managed care. • More than $700 million in state Medicaid savings since 2006. • Adjusting for severity, costs are 7% lower than expected. Costs for non-Community Care patients are higher than expected by 15 percent in 2008 and 16 percent in 2009. • For the first three months of FY 2011, per member per month costs are running 6 percent below FY 2009 figures. • For FY 2011, Medicaid expenditures are running below forecast and below prior year (over $500 million).

23. Quality HEDIS Measures

24. Community Care Advantage • Flexible structure that invests in the community (rural and urban) -- provides local jobs • Fully implemented in all 100 counties • All the savings are retained by the State of North Carolina • Very low administrative costs • Ability to manage the entire Medicaid population (even the most difficult) • Proven, measurable results • Team effort by NC providers that has broad support

25. Building on Success Other payers and major employers are interested in benefit’s of CCNC’s approach • Medicare 646 demo (22 counties) caring for Medicare patients • Beacon Community (3 counties), all payers • Multi-payer primary care demo (7 rural counties) Medicare, Medicaid, Blue Cross and Blue Shield of North Carolina, State Employees Health Plan • New major employer initiative (40,000 patients)

26. Next Steps for CCNC • Build out Informatics Center and Provider Portal as a shared resource for all communities • Add specialists to CCNC • Develop budget and accountability model for NC Medicaid • Implement additional multi-payer projects • Work with NCHA, IHI on best practices for reducing readmissions • Facilitate Accountable Care Organizations (ACOs)