Showing posts with label process improvement. Show all posts
Showing posts with label process improvement. Show all posts

Friday, September 4, 2009

Weekly compilation of health care reform developments in Washington, D.C. and state legislatures 9/4/09

Federal

The Senate Finance Committee pledged bipartisan compromise on health care reform, but it appears no new agreements have been reached. Senator Edward Kennedy’s passing last week caused some on Capitol Hill to be more concerned about lack of compromise in the legislative process to achieve health care reform.

In the House, work remains to be done as the three committees that passed health care reform bills in July need to merge these bills into one. The Energy and Commerce Committee first is planning to consider several dozen amendments not addressed during the committee's mark-up. As a result, the timing of real progress on health care reform legislation this fall is very hard to predict.

State

At the state level in Pennsylvania, the Highmark/IBC merger has opposition from non-Blue health plans including Aetna who are asking for a review of geographic restrictions and anti-competitive practices.

PENNSYLVANIA: The Department of Insurance has been relatively silent since its July 17 press release announcing separate examinations of the Blues plans on possible anti-competitive and unfair trade practices. The Department has retained the same law firm and economist that coordinated the review of the Highmark/IBC merger. It is set on concluding the examination in early 2010, if only to give it time to implement any recommendations in the last months of this administration. Other non-Blue insurance firms have raised recommendations for improving competition: Review the geographic restrictions in the Blues’ licensing agreements as well as any agreements among the Blues that impede competition; the Blues’ use of market power in provider contracting and product tying; and any practices that impede transparency.

CALIFORNIA: Two health care taxes are under consideration in the legislature. The first would impose a tax on all acute care hospitals, but the hospitals would receive new funds to supplement reimbursement under the state's Medi-Cal program. The amount of the tax has not been determined.

The second tax would impose the state's gross premium tax on all Medi-Cal managed care plans. The legislature expects the tax to raise $150 million annually. Medi-Cal managed care plans have been assessed a Quality Assurance Fee by the state. Federal law prohibits this fee from being collected after Oct. 1, 2009, though there is a bill in Congress to extend the fee for another year. Both tax proposals have broad support and neither is expected to impact most major insurer's current lines of business.

KENTUCKY: The legislature held hearings last week on an autism mandate that broadly defines the condition without coverage limits, except co-payments and deductibles. In addition, the bill would allow an "autism services provider", meaning any person or entity that provides treatment of autism spectrum disorders, to treat. Insurance companies and the Kentucky Association of Health Plans are working with the bill sponsor to include age limits and licensure of providers provisions, particularly for applied behavioral analysis.

GEORGIA: A hearing has been set for September 9th to finalize regulations allowing health plans to include health status as a factor in the rating of small groups on renewal dates. Previously, this was permitted for new business. The Georgia Association of Health Plans and America's Health Insurance Plans (AHIP) have been working on this issue for some time with the Georgia Department of Insurance.


ILLINOIS: Senate President Cullerton expects an external review bill to pass during the fall veto session. Agreed to by the insurance industry, provider, and consumer groups, the bill creates external review requirements for all commercial insurance products, rather than just HMOs, effective July 1, 2010. The bill also establishes committees to create a uniform small employer group health status questionnaire and an individual health statement for use on January 1, 2011. Lastly, the bill would require insurers to semi-annually prepare and provide the Department of Insurance a statement on aggregate administrative expense and other information. This last point was agreed to as an alternative to a medical loss ratio requirement.


MARYLAND: The Maryland Health Care Commission (MHCC) has invited insurance companies to participate in a workgroup consisting of payer representatives and other health care stakeholders, which will draft proposed regulations for the monetary incentives/disincentives in response to Electronic Health Records – Regulation and Reimbursement. This legislation lists many essential activities; one of the requirements calls for state-regulated private payers to provide monetary incentives to health care providers to promote the adoption and meaningful use of electronic health records (EHRs). Included in the statute is a requirement for establishing disincentives after 2015 for providers seeking payment from a state-regulated payer who uses an EHR that is neither certified nor capable of connecting to a health information exchange.

MICHIGAN: House leadership and an appointed committee continue to move forward with fleshing out Speaker Andy Dillon's health insurance pooling proposal. The Dillon proposal would consolidate public sector active and retiree health care benefits for up to 400,000 individuals in order to help the state address its budget deficit. Several large unions have come out in opposition to the pooling option, saying it strips collective bargaining rights. On Friday, the Speaker released draft legislation on the proposal.

OHIO: The legislature is considering a joint resolution calling for a constitutional amendment to exempt Ohio from a potential mandate requiring individuals to have insurance. It is similar to an issue that was taken up in Arizona in 2008. Arizona's legislature passed a resolution this year that will put the question on the ballot for 2010. If federal reform passes with an individual mandate, such a constitutional amendment would likely be challenged in court. In other business, Representative Boyd indicated that her legislation regarding regulation of "physician designation programs" will be moving forward in the House. Physician designation programs are those programs that provide a grade or any other rating to characterize an insurer's assessment or measurement of a physician's cost efficiency, quality of care or clinical performance. The medical society wants state standards for physician designation programs operating in the state. Several insurance companies have actively been reviewing this bill and how it would affect them, and are providing comment.

OKLAHOMA: The "Insure Oklahoma" program has grown at such a significant rate it is expected to reach funding capacity before year's end, potentially leading to a freeze in enrollment and a loss of momentum in providing health insurance coverage for all Oklahomans. The program subsidizes health insurance premiums for small businesses and individuals who qualify. Under the program, employers contribute 25 percent of premiums, employees 15 percent, and the state pays the remainder. Its current funding stream has capacity for up to 35,000 people. With a projected growth rate of 9.8 percent, enrollment could top 40,000 by January 2010. To avoid freezing enrollment in the program, the authority is looking for additional funding streams. It has embraced a recommendation by the State Coverage Initiative that would assess a fee on all insurance companies that are part of the program. Those fees would be placed in a dedicated account and would generate federal matching dollars to fund Insure Oklahoma. The problem is the fee assessment would need to be approved by the state legislature, which will not reconvene until February, 2010. A special session would be needed to consider the fee assessment. A half-percent fee would double Insure Oklahoma's capacity to 80,000 lives and reduce cost shifting by $39 million.


VIRGINIA: An escalating conflict of interest issues involving delegate Phillip Hamilton (R), vice chairman of the House Appropriations Committee, could have significant impact on the governance of the state over the next four years, particularly if front runner Republican Robert McDonnell wins in November. Currently, the House has a Republican majority and the Senate a Democratic majority; resulting in divided control of the General Assembly for the first time in modern history. This split has hampered Democratic Governor Timothy Kaine's ability to move much of his agenda since coming to office. Delegate Hamilton's situation and his refusal to step down have invigorated Democrats who only need to win six seats in the House to gain control of the legislature. Such a result would present increased challenges for the business community, including health plans.


Wednesday, September 2, 2009

Process Owners & Social Productivity – Changing Corporate DNA

While these concepts can be applied to all industries (see Harvard Business Review Blog "Lessons from GE's Approach to Personal Productivity"), the daunting complexity of moving to new health care data interchange standards such as HIPAA 5010 and medical coding standard ICD-10 suggest the traditional process owner and new social productivity concepts could converge for significant gain to enable cost savings, productivity improvement, and ultimately faster adoption and implementation of electronic health care record technologies.


As hospitals, and other health care organizations review their practices and begin to make changes to meet the needs of regulatory legislation, patients and payors, the roles and responsibilities of employees at all levels are affected. To support process-centered environment, management roles must be re-aligned to support the key processes. The need for strong leadership and regular communication are important, as is the role of the process owner. Social media can be used to help, and in fact the most serious social media minded companies are working to rewire their corporate DNA to function very effectively as a social computer, although we have seen nothing like this yet inside of health care companies.


Here is a look at the two concepts.


Social Productivity


Social productivity has been defined as the “…efficient conduct of social interactions, management of social relations, and collaborative social activity.” It has also been argued that social productivity is a form of inter-personal exchange founded on the idea of reciprocity using wikis, workflow, and other media inside a corporation to encourage greater sharing and contributions to collective work. As the activities are socially valued, efforts are expended in return for monetary or non-monetary rewards. Strong internal motivations for engaging in activities, including the need for self-agency and for self-esteem may help explain why people stay involved in activities, which may not offer monetary rewards commensurate with effort.


Process Owner


The Process Owner is the person “…who is responsible to design the processes necessary to achieve the objectives of the business plans that are created by the Business Leaders.” The Process Owner is responsible for the creation, update and approval of documents (procedures, work instructions/protocols) to support the process. Many Process Owners are supported by a process improvement team. The Process Owner uses this team as a mechanism to help create a high performance process. The Process Owner is the only person who has authority to make changes in the process and manages the entire process improvement cycle to ensure performance effectiveness. This person is the contact person for all information related to the process.


The responsibilities of the Process Owner follow the Plan, Do, Check, and Act Cycle.


Plan: The Process Owners create and own the process performance objectives of the organization. The Process Owner first needs to understand the external and internal customer requirements for the process. This person uses the business plans as a source to help understand the long term and short term customer and business requirements. This person translates these requirements into process performance objectives and establishes product (includes service) specifications. This person establishes process performance metrics to measure the process’s capability to meet the product specifications and overall process objectives. The set of metrics that are to be reviewed by Operational Managers and Process Operators are called Key Performance Indicators (KPIs). The Process Owner then designs process steps to describe work that when performed will have the capability to produce product that meets the customer and business requirements.


Do: The Process Owner is responsible to communicate to the Operational Managers the details of the processes that the Operational Managers are responsible to execute. As the Operational Managers and Process Operators perform the processes, the Process Owner is responsible to build bridges and remove barriers that will allow the process performance objectives to be met. The process performance metric data is produced and collected as the process is performed by Process Operators. The Process Owner is continually involved with the Operational Managers and Process Operators as they use Kaizen to continually improve the process as they are performing the work.


Check: The Process Owner periodically analyzes the process performance data and use it to visualize the process’s capability to operate within control limits over time (performance trends), compare actual performance against performance targets, and identify performance issues.


Act: The Process Owner is responsible to create improvement actions to address the performance issues that are identified during their analysis of the process performance data. Improvement actions may include the initiation of Lean projects to reduce waste from the process or projects to reduce variation in the process. Improvement actions may include the use of problem solving tools that would include risk assessment and root-cause analysis. Risk assessment is used to identify and reduce, eliminate, or mitigate risk within the process. This is the proactive approach to avoid problems being created from the process. Root-cause analysis is the reactive way to respond to problems that occur from the process. Root-cause analysis is used to identify the causes of problems within the process and identify and implement improvement actions that will ensure these problems do not occur again.


Key Lessons


Compare your calendar with the priorities. Label the purpose of every regular or recurring activity on your quarterly calendar and highlight those activities that are connected with your top five priorities. This simple exercise will reveal where you're squandering your time.

Be ruthless. Instead of persuading yourself why you can't give up the time you've been devoting to underperforming operations or overly demanding customers that seem important even if they aren't connected to a strategic priority, start with the attitude that you simply cannot deal with them anymore. In some cases, you'll realize that you've been treating the symptoms of the disease and should finally cure the disease. In others, you'll discover that the task will provide a growth opportunity for someone else.

Ask your team to do the same. Then discuss together how jobs could be recast and how the group as a whole could better spend its time. Make it clear that everything can be challenged — down to the PowerPoint slides presented regularly at meetings. Do you really need 20? If you could only have, say, two, which ones would they be?

Make time for your people and yourself. When you're rebuilding your calendar, be sure to include quality time for your team to get together to brainstorm about the strategy, the organization, and new opportunities. Last but not least, absolutely include time to pursue personal priorities that will help you grow and make you more valuable to your organization.


Tuesday, June 30, 2009

No World Borders Expands Health Care, Process Improvement Practice to Latin America

Newport Beach, CA - No World Borders today announced that it has expanded its health care and process improvement practices to Latin America, with projects under way in Mexico, Puerto Rico, with teams available for new market opportunities in Panama, and Uruguay.

Michael Arrigo, President & CEO of No World Borders said, "The world continues to become more global and borderless in terms of the need to align business and information technology. Latin American companies in the health care insurance business need bilingual English-Spanish speakers who understand process improvement, claims adjudication, electronic health records, claims systems, and the new HIPAA EDI standards X12 5010 and ICD-10. Recently, our partners and customers have turned to us, our team and our relationships to help reduce cost and risk in their business as they seek to become more efficient and paperless."

Renato Escobar, with Latin American services for No World Borders in Miami Florida added, "Our company brings multi-cultural, bilingual skills to emerging markets in health care and other industries. The U.S. has long been a model for health care best practices and process improvement. We are excited about our new offerings in this dynamic, high growth market place, and our innovative approach timed well for new business opportunities there."

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www.twitter.com/marrigo on Twitter, or go to the company blog at noworldborders.blogspot.com

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press@noworldborders.com

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Thursday, June 4, 2009

Interview with TriZetto's Rob Scavo (AHIP)

While at the America's Health Insurance Plans conference in San Diego (AHIP) we met with Rob Scavo, President of Product Management and Core Administrative Solutions at TriZetto.

We asked Rob to provide TriZetto's view on what the new HIPAA standards, X12 5010 and medical coding standard ICD-10 mean in terms of not only compliance but opportunities to innovate and improve operations for both payors and providers.

Click play below to view the interview.

Wednesday, April 15, 2009

Business Process Management Helps Companies Work Smart and Fast

BALTIMORE – The economic decline is continuing to pummel hospitals in the form of reduction of reimbursements, rise of uninsured patients and decrease in number of elective procedures for insured patients.

In this environment of balancing shrinking budgets, staff reductions and patient safety, hospitals are more open to generating efficiencies using IT. Process improvement is a good investment in times when companies need to improve efficiency.

According to an article in Heath Care IT News, "Streamlining administrative processes while continuing to invest in patient care is not mutually exclusive. Business process management, or BPM, can provide a clear view of processes across all systems, including billing, accounting and other legacy systems. "The end goal is to improve business processes running on software, doing things in the smartest and fastest ways, which automates processes, reduces resources and increases accuracy.

An additional benefit of implementing BPM is being able to document and track data in real time, which improves the process for compliance certification and audits."

By using IT to help their businesses fix process issues, C-level hospital executives can "step up and be the champions," especially in this economic environment.

No World Borders' team of BPM experts have cross-industry and cross-technology experience to help your company improve operating efficiencies, reduce cost, and improve process.

http://tinyurl.com/ceehq7