ࡱ> "$ !5@ qbjbj22 +XXh:/PPP Z fffz:::8:<zoh=,=B=B=B=U>>>> $R)pfEQ>U>EEffB=B=>HHHEfB=fB=HEHtH'I&ff:B= = PhD:Fd'Ho(F:zzffff:8fr(>A@H]AABJ>>>zzd UH^zz I. APPLICATION FOR HEALTHCHOICE RENEWAL Background HealthChoice is Marylands statewide mandatory Medicaid managed care program, operated under authority of section 1115 of the Social Security Act. Marylands original 1115 waiver was approved by the Health Care Financing Administration in October of 1996 and the demonstration was implemented in June 1997. Marylands first extension was implemented in June 2002. CMS approved a second three-year extension of the States 1115 waiver in June 2005. This evaluation shows HealthChoice experience for calendar years 2002 through 2006, the period from the original HealthChoice evaluation through the most recent year of available data. Over 480,000 individuals, approximately 75 percent of the States Medicaid population, are enrolled in HealthChoice. HealthChoice includes both Medicaid and Maryland Childrens Health Program (MCHP Marylands State Childrens Health Insurance Program) populations. HealthChoice participants choose one of seven managed care organizations (MCOs), as well as a primary care provider (PCP) from the MCOs network to oversee their medical care. The original goals for Marylands HealthChoice demonstration were to control the rapidly rising costs of Medicaid and to improve coordination of care. The program was developed on the basis of several guiding principles: Providing a patient-focused system with a medical home for all beneficiaries; Building on the strengths of the current Maryland health care system; Providing comprehensive, prevention-oriented systems of care; Holding Managed Care Organizations (MCOs) accountable for high quality care; and Achieving better value and predictability for State expenditures. The Department released the first HealthChoice evaluation in 2002. Since then, the Department has continued to monitor HealthChoice performance on a variety of measures and completes an evaluation update each year. It is important to show trends over time for certain measures. In addition, measures must evolve to assess the effectiveness and quality of an established program. The Department submitted another evaluation to CMS as part of its 2005 1115 waiver renewal. The 2005 evaluation incorporated additional guiding principles for a mature program: Demonstrating stability and predictability; Promoting appropriate service utilization through: Promoting evidence-based care and quality measurement, and Managing for results (pay-for-performance); and Alleviating disparities and assuring access to care for vulnerable populations. The current evaluation for the 2008 1115 waiver renewal builds on these past efforts and incorporates new analyses. This evaluation: 1) demonstrates how the waiver program has improved since the completion of the original evaluation; and 2) shows that a mature and established waiver program can be expected to meet certain goals and objectives that would not be demonstrable or achievable for a relatively young or recently implemented program. HealthChoice is nearing the end of its tenth year. As with the initial HealthChoice Evaluation released in January 2002, this evaluation was conducted collaboratively by the Maryland Department of Health and Mental Hygiene and the Center for Health Program Development and Management at the University of Maryland, Baltimore County. Chapter I of the evaluation presents an overview of HealthChoice, including who is covered, what services are provided, findings and recommendations from the 2002 evaluation, and recommendation implementation activities. Subsequent chapters of this evaluation present the program performance measures relevant to the guiding principles noted above. Who Enrolls in HealthChoice MCOs The groups of Medicaid eligible individuals who enroll in HealthChoice MCOs are: Low-income families with children; Families receiving Temporary Cash Assistance (TCA) Children under age 19 eligible for the Maryland Childrens Health Program (MCHP); Pregnant and postpartum women; Supplemental Security Income (SSI) beneficiaries under age 65 who are not also eligible for Medicare; and Children in foster care. Not all Maryland Medicaid recipients are enrolled in HealthChoice MCOs. Groups who are not eligible for HealthChoice enrollment include: Medicare recipients; Individuals aged 65 or over; Individuals who are eligible for Medicaid for only a temporary period under a spend-down category; Individuals who are continuously enrolled over 30 days in a long term care facility or an institution for mental diseases; and Individuals institutionalized in an intermediate care facility for mentally retarded persons (ICF-MR). Additional Populations Covered Under the HealthChoice 1115 Waiver Rare and Expensive Case Management Program The Rare and Expensive Case Management (REM) program is included under the HealthChoice 1115 waiver, but is a carve-out from the HealthChoice MCOs. REM was designed to provide case management services to Medicaid recipients who have one of a specified list of rare and expensive medical conditions and who require sub-specialty care. In order to be enrolled into REM, a Medicaid recipient must be eligible for HealthChoice, have a qualifying diagnosis, and be within the age limit for that diagnosis. In addition to the standard Medicaid fee-for-service benefits package, a REM participant is eligible for some expanded benefits. Eligibility for REM is determined by the Departments REM Intake Unit. A HealthChoice MCO remains responsible for the recipients care until enrollment in the REM program occurs. Once the recipient is determined REM eligible, and consents to go into REM, he or she is disenrolled from the HealthChoice MCO and the recipients care is coordinated by a REM case manager. A REM eligible individual may elect to remain in an MCO.  HYPERLINK "http://www.dhmh.state.md.us/mma/pac/index.htm" Maryland Primary Adult Care Program (PAC) The Department implemented the Primary Adult Care program (PAC) in July 2006. PAC provides primary care, prescription drugs, and certain office- and clinic-based mental health services to low-income adults, age 19 and older, who are not eligible for Medicaid or Medicare. PAC is a managed care model, similar to HealthChoice. Individuals eligible for PAC chose from one of three participating PAC MCOs and select a PCP. Employed Individuals with Disabilities The Department implemented the Employed Individuals with Disabilities program (EID) in April 2006. EID allows individuals with disabilities as determined by the federal social security administration -- to work and earn income and assets above traditional Medicaid thresholds. This allows individuals to work without losing their Medicaid benefits. Individuals must pay an enrollment fee of $75 for each six months of coverage. Enrollment in EID is lower than expected currently approximately 150 compared to an estimated 1,500. To improve enrollment, the Department is improving outreach efforts, implementing a state-specific process for determining applicants disability status, and redesigning the premium requirement. Family Planning Program The Family Planning Program provides medical services related to family planning for women who were eligible for Medicaid while pregnant but who lost their coverage after delivery. The covered services include medical office visits, physical examinations, certain laboratory services, family planning supplies, reproductive education, counseling and referral, and tubal ligation. Coverage for family planning services continues for a maximum of five years. Covered Services HealthChoice enrollees receive the same comprehensive benefits as those available to Maryland Medicaid enrollees through the fee-for-service system. Services in the MCO benefit package include: Inpatient and outpatient hospital care; Physician care; Laboratory and x-ray services; First 30 days of nursing home care; Home health care; Durable medical equipment and disposable medical supplies; Most services for children under early and periodic screening, diagnosis, and treatment program (EPSDT); Clinic services; Prescription drugs, with the exception of mental health drugs and HIV/AIDS drugs; and Dental care for children and pregnant women. Some services are carved out of the MCO benefit package and are covered under Medicaid fee-for-service. A key carve-out service is specialty mental health services, which are administered by the DHMH Mental Hygiene Administrations Public Mental Health System. Other carved out services: Health related services and targeted case management services provided to children when the services are specified in the childs Individualized Education Plan (IEP) or Individualized Family Service Plan (IFSP); Therapy services (occupational, physical, speech, and audiology) for children; Personal care services; Medical day care services for adults or children; Long term care services after the first 30 days of care (individuals in long term care facilities for more than 30 days are disenrolled from HealthChoice); Viral load testing services, genotypic, phenotypic, or other HIV/AIDS drug resistance testing for the treatment of HIV/AIDS; and Services covered under 1915(c) home and community based services waivers. MCO Reimbursement Capitation Payments Payment is made to an MCO for each enrollee at a fixed capitation rate. The HealthChoice capitation rate-setting methodology is based on Adjusted Clinical Group (ACG) assignment utilizing an enrollees past Medicaid claims history. If there is insufficient data on which to base an ACG assignment, the Department will assign the enrollee to a geo-demographic rate cell, which reflects the enrollees age, county of residence, eligibility group, and gender. Individual MCO risk scores are applied to these geo-demographic rate cells for enrollees over age 1 based on historical analyses of subsequent ACG assignments. By grouping recipients on the basis of past utilization, the program targets higher payments for sicker enrollees. There are two general eligibility categories: Families and Children and Disabled. Special payment categories include a single supplemental payment for maternity, delivery and low birth weight costs, and monthly payment rates applicable specifically for enrollees under age one, enrollees with HIV, and enrollees with AIDS. The Department sets rates annually, and may adjust rates during the year, called the mid-year adjustment, due to policy or reimbursement rate changes, or hospital trends that vary from what was included in the rates. Cost Containment In recent years, the Department has had to implement cost containment measures in the Medical Assistance Program. In general, cost containment efforts targeted a one percent reduction in overall MCO payments. Other cost containment measures included reducing reimbursements by $2 million in 2004 to account for increased collections from third parties and carving-out HIV drugs to leverage the Departments higher drug manufacturer rebates. Each year the MCO rates are determined to be actuarially sound even after taking into consideration cost containment. Program Improvements 2002 HealthChoice Evaluation In 2002 the Department completed an evaluation of the HealthChoice program. The evaluation was designed with extensive input from a variety of stakeholders, including consumers, providers, MCOs, advocates, and the Maryland General Assembly. Using a mix of quantitative and qualitative data sources, as well as public input and expert consultation, the evaluation provided a comprehensive picture of the overall performance of the HealthChoice program over a period of time. The evaluation produced a number of findings and recommendations. Key findings were that HealthChoice: Served as the platform for a major program expansion, of over 100,000 new enrollees; Helped more people, particularly children, access health services overall, although the number of services per person decreased; HealthChoice saved money relative to fee-for-service and added value for consumers and providers; and Diminishing physician participation could have threatened improvements in access. The evaluation also provided multiple recommendations for improving HealthChoice. A selection of the Departments implementation activities are as follows: Improve provider networks. Implementation activities: One of the States most significant efforts to improve HealthChoice is the implementation of physician fee increases. Adequate physician fees are essential to attract and maintain providers who serve Medicaid recipients. In State fiscal year (SFY) 2003, Maryland increased physician reimbursement rates by $50 million. Since SFY 2006, DHMH has added an additional annual increase to physician fees each year. In SFY 2006, $30 million was allocated for physician fee increases, with an additional $57 million allocated in SFY 2007. DHMH works with a stakeholder group to determine which specialties or procedures codes are to be targeted each year. Currently all Medicaid physician fees are at least 50% of Medicare reimbursement rates. Many are substantially higher. The Departments goal is to increase all physician fees to 100% of Medicare reimbursement rates. The Department has designed and implemented specialty standards for MCO network adequacy. The standards are published in regulation and require 1) for eight core specialties, each MCO must contract with at least one of each specialist in each of ten regions throughout the State, and 2) for 14 major specialties, each MCO must contract with at least one of each specialist statewide. Additional activities include implementation of a newborn coordinator position at each MCO, streamlining payment policies with MIA rules, and utilizing better mechanisms for communication with providers, such as posting transmittals on the web. Promote increased quality of care and improved program performance. Implementation activities: The Department implemented a Value-Based Purchasing Initiative in 2002 and a consumer report card in 2003. DHMH is in the preliminary stages of designing a physician level pay for performance program, and has sought out technical assistance from national experts in this field. Implementation could begin in calendar year 2009. Improve the program for consumers. Implementation activities: The Department implemented a recommendation to allow new auto-assigned enrollees to change MCOs once during the first year. The Department subsequently revised this policy to allow all enrollees to change MCOs once within the first 90 days of initial enrollment in an MCO, in order to comply with federal managed care regulations. The Department has collaborated with the Department of Human Resources (DHR) on several different initiatives to improve access to services for children in foster care. Analysis subsequent to the 2002 evaluation found that children in foster care utilize health services at higher rates than the general population of children in HealthChoice. This is not surprising given that foster children as a population tend to have higher health needs. Moreover, children in foster care receive approximately 80 percent of their services outside of MCOs, in the fee-for-service system. This is due primarily to high levels of mental health utilization, but also due to use of other carve-out services and the longer period of fee-for-service time that foster children have prior to auto-assignment. Currently, the Secretaries of DHMH and DHR are co-chairing an advisory group to further address needed system improvements. The Department worked with MCOs, local health departments, and advocacy groups to design methods of educating enrollees about the HealthChoice Enrollee Action Line (HEAL). One result is that enrollees receive a magnet with the HEAL line in their enrollment packets. The Department recently reminded providers that all HealthChoice enrollees are entitled to receive an emergency 72-hour supply of medication while awaiting prior authorization or approval to dispense a non-formulary or non-preferred medication. In addition, the Department has instructed MCOs to only make changes in their formularies according to a set quarterly schedule, and place all up to date formulary information on the Department web site. The Consumer Report Card implemented in 2003 also provides enrollees with information on MCO performance in key areas of interest. The report card is provided to all new enrollees and those who have reached their Annual Right to Change (ARC) date. This allows for increased consumer awareness in determining the MCO that will best suit the needs of their families. In response to recommendations from the Special Needs Children Advisory Committee (SNCAC), the Department worked with a group of stakeholders to develop outreach materials for families of children with special health care needs. The materials were designed to educate families about special Medicaid programs and services, and how to access them. The group produced a tri-fold brochure that is distributed in all enrollment packets, as well as five detailed brochures on HealthChoice, fee-for-service, home and community based services waiver programs, mental health, and EPSDT. The detailed brochures are available on the Medicaid website and are distributed by community-based organizations. Improve the delivery of special services. Implementation activities: The Department has undertaken a variety of efforts to improve access to dental care for children, including significantly increasing fees for twelve restorative dental procedure codes in 2004. Despite improvement under HealthChoice, utilization of oral health services has remained low. In an effort to increase oral health access and utilization, the Secretary convened the Dental Action Committee (DAC) in June 2007. The DAC was comprised of a broad-based group of stakeholders concerned about childrens access to oral health services. The DAC focused its efforts and recommendations on four topic areas: (1) Medicaid reimbursement and alternative models, (2) provider participation, capacity, and scope of practice, (3), public health strategies, and (4) oral health education and outreach. The DAC reviewed dental reports and data to develop a comprehensive series of recommendations, building on past dental initiatives, lessons learned, and best practices from other states. The DACs final report was presented to the Secretary in September 2007. The DAC recommends several changes to the Medicaid program. In order to streamline the Medicaid process for providers and recipients, the DAC recommends a single statewide dental vendor, an Administrative Services Only (ASO) provider. The DAC further recommends increasing dental reimbursement rates to the 50th percentile of the American Dental Associations South Atlantic region charges for all dental codes. The Department is committed to fully and carefully reviewing the DACs recommendations and working with the DAC on recommended strategies to make access to dental care a reality for all children. The Department has continued to monitor the Substance Abuse Improvement Initiative (SAII) which was developed with the Medicaid Drug Treatment Workgroup. In recent months, substance abuse providers and advocates have asked for a renewed focus on this area. The Department has agreed to examine compliance with the SAII and to meet with MCOs concerning their responsibility for providing substance abuse treatment services. In addition, the Department has agreed to work with MedChi, Marylands state medical society, to increase access to buprenorphine treatment. Maintain the current MCO-based capitated program, and establish strategies to stabilize the managed care system. Implementation activities: The Department implemented the recommendations to base rate-setting on actual MCO expenditures, implemented recommendations regarding MCO planning and participation, including incentives to encourage statewide participation by MCOs, and streamlined regulatory reporting requirements prior to implementation. Almost six years after the publication of the original HealthChoice evaluation, the program has matured into a stable program and has continued to have at least two MCOs in each area of the State. Monitoring Access and Quality Improvement The Department has an extensive system for evaluating and improving MCO performance. Each component of the approach is aimed either at measuring the actual performance of the MCO or determining whether or not the MCO has the necessary infrastructure to provide high-quality care. Before the Department approves an MCO for participation in HealthChoice, the MCO must undergo an extensive application process and must meet operational and financial standards. After joining HealthChoice, MCOs are evaluated according to a variety of quality standards. Quality activities include: Value-Based Purchasing, a coordinated performance measurement initiative designed to use incentives and disincentives to hold MCOs accountable for performance. Select Health Plan Employer Data and Information Set (HEDIS) measures, which allow the State to make comparisons of HealthChoice to national performance benchmarks. Consumer Assessment of Health Plans (CAHPS) survey, a national survey administered to enrollees to determine consumers perceptions of the care and services they have received from their MCOs. Provider satisfaction survey. Annual Quality of Care audit conducted by an External Quality Review Organization (EQRO). This includes reviews of systems performance (i.e., MCO infrastructure) as well as reviews of clinical performance measures. Encounter data collection and analysis to measure trends in health services utilization and access to care. Consumer Report Card, a tool for consumers to use when selecting an MCO to allow them to compare MCOs based on several categories. Healthy Kids medical record reviews. Monitoring of enrollee and provider hotlines. Performance improvement projects focusing on clinical or non-clinical areas as determined by the Department. The quality initiatives blend the use of nationally recognized standards and Maryland-specific measures to create a comprehensive assessment of program quality. The measures evaluate several areas including: general utilization, preventive services, appropriateness of care, measures of specific services (e.g. dental and mental health), and special populations. The Department is submitting a separate Quality Plan detailing the quality policies and procedures for monitoring quality within the HealthChoice program. In addition, the provider network requirements guarantee that enrollees have timely access to care. The Departments regulations address specialty as well as primary care, and are more advanced than other states network requirements. Standards have been established as part of all the quality and access activities. If an MCO does not meet an established standard, it must submit and follow-up with a corrective action plan. The MCO may also be subject to financial or enrollment sanctions. Population Growth and Enrollee Demographics The HealthChoice population has continued to grow. In 2002, HealthChoice covered approximately 440,000 Marylanders. Between 2005 and 2006 the Families and Children population decreased slightly, resulting in a slight decrease in the HealthChoice program enrollment. Even with slightly slower enrollment, by 2006, the program provided coverage to over 487,000 enrollees an increase of ten percent over a five year period. Most program growth has been among the Families and Children population, although the rate of growth is higher among the Aged and Disabled population (Figure I-2). Figure I-1: HealthChoice Enrollment: 2002 to 2006  Figure I-2: HealthChoice Enrollment by Coverage Group: 2002 to 2006  Racial and Ethnic Distribution of Enrollees Over half of all HealthChoice enrollees are African-American. Caucasians represent the second largest racial and ethnic group, accounting for just under 30 percent of the population. The racial and ethnic distribution of enrollees has remained fairly stable. Both African-Americans and Caucasians experienced slight decreases in enrollment numbers and proportion of the population from 2002 to 2006, while Hispanics experienced a three percentage point increase in enrollment over the five-year period (Figure I-3). Figure I-3: Percentage of HealthChoice Enrollment by Race: 2002 to 2006  Regional Distribution of Enrollees Enrollment distribution among regions remained relatively stable from 2002 to 2006. Over 80 percent of enrollees live in the Baltimore City, Washington Suburban, and Baltimore Suburban regions. The Washington Suburban regions experienced a slight growth in enrollment over the five year period, while Baltimore City experienced a slight decline in enrollment numbers and proportion of the population (see Figure I-4). Figure I-4: Percentage of HealthChoice Enrollment by Region: 2002 to 2006  Enrollment by Age Group The distribution of enrollment by age group remained relatively stable among children ages 9 and below. Teenagers ages 15 through 18 experienced an increase in enrollment from 2002 to 2006, while adults ages 21 through 39 experienced an enrollment decrease in numbers and proportion of the population (in enrollmetn Figure I-5). Figure I-5: Percentage of HealthChoice Enrollment by Age Group: 2002 to 2006  MCO Contracting Seven managed care organizations (MCOs) currently participate in the HealthChoice program. Diamond Plan from Coventry Health Care is the newest MCO, having joined HealthChoice in 2003. Four MCOs operate on a statewide basis, defined as having a service area that covers at least 20 of the 24 counties in Maryland. All HealthChoice MCOs are for-profit organizations. Five serve public insurance enrollees only, while two serve both public insurance enrollees and commercial members. Three MCOs are provider-sponsored and three participate in the Primary Adult Care program. Figure I-6 shows the percentage of HealthChoice enrollment by MCO. Enrollment numbers and proportion of the population in MPC and Priority Partners has decreased consistently since 2002, while AMERIGROUPs share of the population has increased. Diamond Plans enrollment has increased each year since they joined the program in 2003, but still remains low. Figure I-6: Percentage of HealthChoice Enrollment by MCO: 2002 to 2006  2008 1115 Waiver Renewal Requests (placeholder)  Beneficiaries enrolled as of December 31 of each year.     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