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Medications and Substance Abuse Treatment: The Clinical and Financial reasons for Putting It Into Practice

Medications and Substance Abuse Treatment: The Clinical and Financial reasons for Putting It Into Practice. Greg Warren, MA, MBA President/CEO Baltimore Substance Abuse System, Inc. Workshop Outline. Introductions and objectives Baltimore Buprenorphine Initiative

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Medications and Substance Abuse Treatment: The Clinical and Financial reasons for Putting It Into Practice

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  1. Medications and Substance Abuse Treatment: The Clinical and Financial reasons for Putting It Into Practice Greg Warren, MA, MBA President/CEO Baltimore Substance Abuse System, Inc.

  2. Workshop Outline • Introductions and objectives • Baltimore Buprenorphine Initiative • Review basic principles • The Challenge of Change • Practical issues • Wrap up

  3. Workshop Objectives • Describe principles for thinking about incorporation of medications • Provide framework for change as related to incorporation of medications • Share practical tools that can apply to incorporation of medications • Describe real-life successful models for integrating medications • Interactive sharing of ideas, challenges and solutions to incorporating medications into substance abuse treatment

  4. WHO AM I?

  5. Baltimore Achievements • Innovative Practice by Agency recognition by federal Agency for Healthcare Research and Quality 2008. • National Association of County and City Health Officials (NACCHO) Model Practice Award 2009. • Network for the Improvement of Addiction Treatment (NIATx) iAward for Innovation in Behavioral Healthcare Services 2010.

  6. BSAS is a quasi-public agency incorporated in 1990. It was established by the Baltimore City Health Department to manage the Center for Substance Abuse Treatment’s Targeted Cities Project. In 1995, BSAS became responsible for the management of the publicly-funded substance abuse treatment and prevention service system and is now an independent 501 3-C organization. The Chairman of the 27 member Board is the City’s Health Commissioner.

  7. Data Driven Decision Making BSAS funds about 60 treatment, prevention, and intervention programs. Prevention 29 Residential 35 Outpatient 15 Medication Assisted 22 Ancillary Services • Need analysis based on: • The number of HIV cases • Number of drug arrests • Number of treatment admissions Darker areas have high need BSAS-Funded Programs

  8. , . 57% arrested in the past 2 years 71% Unemployed 50% < $10,000 per yr. Characteristics of Clients in Baltimore City ProgramsFY 2009 60% male 13% Homeless 77% use tobacco Treatment Episodes n = 21,000 45% less than a 12th grade education 70% between 30-50 years of age 83% Black, 16% White Less than 1% Hispanic

  9. Baltimore City • Heroin addiction remains high • Treatment capacity falls short of demand despite expansion in treatment system • Estimated 30,000 individuals with opioid dependence • ~4,000 methadone treatment slots • Over 8,000 treatment admissions for opioids in FY 2009 • Consequences from heroin addiction are severe • Crime • Family and community disruption • Medical complications • 1 in 48 Baltimore City residents are living with HIV and/or AIDS http://www.dhmh.state.md.us/AIDS/Data&Statistics/MarylandHIVEpiProfile122008.pdf

  10. WHO ARE YOU?

  11. Principle #1: Change Happens • Accept change as a reality and an opportunity “Nothing is permanent, but change” Heraclitus 535-475 BCE “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change” Charles Darwin 1809-1882

  12. Grant to PAC Transition • As of Jan 1, 2010, the Maryland Primary Adult Care (PAC) Medicaid waiver program covers outpatient addiction treatment • Assessment • IOP/OP • OMT • Significant transition from grant to Medicaid fee-for-service funding mechanisms

  13. Healthcare Reform • H.R. 3590 Patient Protection and Affordable Care Act and Reconciliation Bill H.R. 4872 • Implications for Substance Abuse Treatment • Expands Medicaid eligibility to 133% of FPL • SUD/MH services included in the basic benefits package required in exchange and for Medicaid recipients • All plans in exchange must adhere to Wellstone/Domenici parity act provisions

  14. Principle #2: Have a Method • Use a systematic method for making changes to your program • Individualize it • Be flexible • Acknowledge non-linear process of program change • Examples • NIATx model (www.niatx.net) • Transtheoretical models (http://www.attcnetwork.org/explore/priorityareas/techtrans/tools/changebook.asp) TAP 31: Implementing Change in Substance Abuse Treatment Programs www.samhsa.gov • Adaptive models (http://www.drugabuse.gov/about/organization/despr/hsr/da-tre/DeSmetAdaptiveModels.html)

  15. Common Change Principles • Know, and involve, your population • Including community, patients, and staff • Culture, attitudes, and knowledge level • Pick, and equip, at least one leverage and additionally a change agent or champion in your program • Given them appropriate authority and time • Plan, do, reassess, revise – and repeat

  16. Principle #3: Data is Your Friend • Make it simple and relevant • Know it • Use it • Update it “Knowledge is power” Sir Francis Bacon 1561-1626

  17. Principle #4: Why and Why Not? • Keep asking the Why? questions • Improves the process and the outcome • Encourages critical thinking by everyone • Helps articulate program messages “Millions saw the apple fall, but Newton was the one who asked why” Bernard M. Baruch 1870-1965 • Ask the Why Not? questions • Clarifies program vision • Prevents stagnation “I dream of things that never were, and ask why not?” Robert F. Kennedy 1925-1968

  18. Case Scenario • You are an administrator of an urban facility that has been providing drug-free, outpatient substance abuse treatment for 30 years. Sixty percent of the funding for your organization comes from the state block grant. The Governor of your state has recently announced that he wants to double the number of individuals receiving buprenorphine by the year 2012. Your state agency enthusiastically supports this deliverable. • How will your agency respond?

  19. Questions for Consideration • What does my program gain by incorporating medications? • What do individuals accessing services in my program gain? • What does my program risk by incorporating medications? • What are the costs and how does my program sustain them? • Others…………….

  20. Questions for Case Scenario • How will patients react to this? • How will your staff react to this? • What other issues do you need to consider? • What are your next steps going to be?

  21. Potential Challenges to Integrating Medications • Program culture and philosophy • Counselor attitudes and knowledge • Patient , family, and community attitudes about medications

  22. Problem Solving • Form change team with representation from key stakeholder groups • Gather and use data to identify critical measures to impact • Patient surveys • Staff surveys • Relevant local and state data • Outcomes for treatment as usual • Ensure change team and others have sufficient information on medications to make informed decisions

  23. Prescription Opioids • Growing problem among adolescents and young adults* • Allegany County -- 20% of 12th graders reported ever having tried prescription opioids for non-medical purpose • Talbot County – 12% of 12th graders reported currently using prescription opioids for non-medical purpose • Effectively treated with buprenorphine** *Maryland Adolescent Survey: 2007http://www.marylandpublicschools.org/NR/rdonlyres/852505C8-7FDB-4E4E-B34E-448A5E2BE8BC/18944/MAS2007FinalReport_revised111808.pdf **Woody G. et al. JAMA 2008;300(17):2003-2011

  24. Outcomes for Treatment As Usual • Of 3753 admissions to Level I treatment in FY08, 51% retained for 90 days or more • Of 11,013 treatment discharges in FY08, only Prince George’s county had smaller change in substance use • Relapse rates high • In methadone studies, 50-80% relapse within one year after detoxification • 91% of patients receiving buprenorphine for 4 months had relapsed to prescription opioids within 2 months of taper* *Weiss R. et al. NIDA CTN Prescription Opioid Treatment Study. http://www.medscape.com/viewarticle/722342

  25. Treatment Programs • 911 Broadway Center • A Step Forward • Baltimore City Needle Exchange • Baltimore Community Resource Center • Bon Secours – ADAPT Cares • Bon Secours – New Hope • Bon Secours - Next Passage • Daybreak/MBA • Dee’s Place • Family Health Centers of Baltimore • Harbel Prevention and Recovery • JH CAP • JH BPRU • IBR Reach • Man Alive • Partners in Recovery • Paul’s Place • Powell Recovery • Recovery in Community • Sinai SHARP – Bup • Sinai SHARP - OMT • Total Health Care • Tuerk House – ICF & HH • Tuerk House – OP • Turning Point • UMD - ADAP • UMD - DTC Total Sites: 28

  26. Suboxone: 9 Drug Free: 5 Methadone: 11 Other: 3

  27. Financial Considerationsfor Medication Assisted Treatment Programs

  28. BHCA and the PAC expansion Cost per client to have a BHCA advocate: $142.47 Outpatient Cost Savings (based on $5,500 cost per slot): Cost of OP treatment with avg. LOS at 130 days: $1,964.00 Cost of OP treatment if client is insured within 60 days: $916.67 Cost of BHCA advocate + 60 days of OP Treatment: $1,059.14 Savings per patient: $904.86 Total savings in OP treatment, based on total of 50 OP slots, turnover 2.8x annually:* $126,680.40 Estimated savings for 800 clients (2 advocates): $723,888

  29. BHCA and the PAC expansion Cost per client to have a BHCA advocate: $142.47 Methadone Cost Savings: Cost per patient in OMT Slot (avg) of 1 client per slot, annually: $4,000.00 Cost per patient if insured within 60 days: $657.53 Cost of BHCA advocate + client who obtains insurance within 60 days: $800.00 Savings per patient: $3,200.00 Total annual savings for 100 OMT slots: $320,000.00 Estimated savings for 400 clients (1 advocate): $1.28 million

  30. What Does Your Program Look Like?

  31. Other Issues • Program policies on medication management • Dispensing vs. only prescribing • Clinical policies on medication recalls, pill counts, etc • Laboratory testing • Resources needed • Additional staff • Medication costs • Supplies and equipment • State and federal regulations and licensing requirements

  32. Factors to Consider In Medication Management Policies • Risk of medication diversion • Medication safety and side effect profile • Staff input • Existing policies • Urinalysis testing • Approach to positive urines • Approach to late or missed payments for services • Program behavior policies

  33. Dispensing vs. Only Prescribing • Pros of Dispensing • Better control over patient adherence • More control over medication • Additional, potentially reimbursable, contacts with patients • Cons of Dispensing • Need more equipment • More paperwork for labeling and tracking medication • Cost of purchasing medications

  34. Medication Costs • Buprenorphine (Suboxone®™) • 8mg/2mg tablet -- $6.18 per pill ($371 per month for 16 mg daily) • 2mg/0.5mg tablet -- $3.35 per pill • Naltrexone • Oral (Revia®™) -- $170 per month for 50 mg per day • Injectable (Vivitrol®)* -- $700 for once monthly injection • Acamprosate (Campral®™) -- $360 per month for 666 mg thrice daily • Topiramate (Topamax®™) -- $240 per month for 200 mg per day • Buproprion SR (Zyban®™) – $300 per month for 150 mg twice daily • Varenicline (Chantix®™) -- $110 per month for up to 1 mg twice daily *MD Medicaid does not cover Vivitrol®

  35. Resources Needed • Physician to prescribe medication • Physician coverage for vacations and emergencies • Malpractice insurance • Nurse to dispense and/or administer medication if physician does not • Supplies and equipment • Appropriate storage of medications, if dispensing • Bottles, caps, labels, label printing software, if dispensing • POC buprenorphine urinalysis testing kits

  36. Regulation and Licensure Requirements • DATA 2000 allows qualified, office-based physicians to prescribe approved medications for treatment of opioid dependence • Sublingual buprenorphine currently is only medication approved for this purpose • Nurse practitioners are currently not allowed to prescribe buprenorphine • Practices subject to regular DEA visits • To prescribe SUD medications physicians need • Active state medical license • Current state controlled substances license • Current Federal DEA license

  37. Clinical Program Goals and Medications • Increase retention • Improve counseling attendance • Increase program completion rates • Provide treatment options for patients • Improve abstinence rates • Others…………………………………………..

  38. Buy-In and Mix of Patients • Listen to staff concerns • Start small • Have clear program and clinical policies for selection and management of patients on buprenorphine • Model behavior • Measure impact and celebrate successes • Consult with peers

  39. Resources • Grant funds • State • Local government • Foundations • SAMHSA/CSAT • Third party payers • Bill for all reimbursable contacts • Ensure patients enrolled in all entitlements they are eligible for • Look at payer mix • Partner with a community health center or local physician practice • Partner with another treatment program

  40. Baltimore Buprenorphine Initiative

  41. Business Case for BBI in 2006 • Baltimore needs more effective treatment for opioid dependence • Review of literature and studies by UMBC • Medical costs are increased for patients with drug abuse • Opioidaddicts on methadone consume far fewer Medicaid resources than addicts who go untreated • Buprenorphine is economically viable alternative in city with limited methadone treatment capacity

  42. BBI Goals • Expand treatment for heroin addiction • Access funding from larger medical care system • Increase retention in treatment • Link patients with ongoing medical care

  43. Link from Treatment Program to Primary Care Is Key • Initially 6 treatment providers • In FY 2009 moved to 9 providers • 58 continuing care physicians

  44. Transfer process • Criteria for transfer • Patient compliant with medication and counseling • Patient opioid-free; reduced other drug use • Patient responsible with take home medication and prescriptions • Patient has insurance

  45. BBI Results • Currently, 357 patients receiving full BBI services in treatment program • Approximately 6% drop-out from continuing care

  46. Number of Clients Still in Counseling after Transfer

  47. Achievements • 4 times as many buprenorphine slots in Baltimore from 112 slots in 2008 to 506 slots in 2009 • Four-fold increase in physicians trained to provide buprenorphine from 50 to 200 • Patients receive buprenorphine within 48 hours of first treatment appointment

  48. Sustaining Efforts • Medicaid Primary Adult Care expansion • BuprenorphineMedicaid Workgroup • Increased Medicaid substance abuse service reimbursement rates • BBI Clinical Guidelines – Revise for PAC billing • Recruiting for additional continuing care physicians

  49. 6 months later………… • The demand for buprenorphine has been overwhelming • Patients are not getting PAC as quickly as you expected • Clinical supervisors are wondering what to do with patients who continue to use cocaine or benzos • BUT…….. • You just got your first check from Maryland Physician’s Care for $20,000 and even got paid by Aetna for one patient • Your treatment incompletion rate has gone from 50% to 39% • You are getting many more self-referrals • Staff morale has improved

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