CalPERS Reference Pricing Program for Hip or Knee Replacement. David Cowling, PhD Chief, Center for Innovation CalPERS
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1 CalPERS Reference Pricing Program for Hip or Knee Replacement David Cowling, PhD Chief, Center for Innovation CalPERS
2 About CalPERS Health plan benefits for 1.38 million members State of California and more than 1,200 public agencies and schools Spend $7.5 billion annual expenditures About 1/3rd of Basic Health Plan members in one of three self-funded Preferred Provider Organizations CalPERS Health Care Decision Support System 10 years of data and almost1 Billion records Hosted and managed by Truven Health Analytics Includes Health and Drug Claims, Eligibility, Premiums, Disease Management, Lab Results (partial), Biometric (partial) and Capitation (partial) Allows assessment of cost, utilization and health outcomes
3 HOW DID CalPERS DECIDE TO START A HIP AND KNEE REFERENCE BASED PRICING PROGRAM? A TALE OF TWO STUDIES
4 Two studies done Background Similar but different in focus Study on population health using data warehouse Identified cost drivers and sub-categories Study on cost variation using data warehouse Focused on regional variation in the big cost driver areas Different missions but complementary
5 CalPERS cost drivers Muscle/Bone Disorders highest at 13% of costs Osteoarthritis approximately one third of total musculoskeletal costs Cardiovascular Disease, 3% Nervous System Disorders, 4% Diabetes, 3% Coronary Artery Disease, 3% All Other, 28% Osteoarthritis, 4% Low Back Disorders, 2% Injuries, 5% Pregnancy Delivery Newborns, 5% Muscle/Bone Disorders, 13% Joint Disorders NEC, 1% Fracture/Dislocation Upper Extremity, 1% Digestive System Disorders, 8% Cancer Benign Tumors, 12% All Other Musculoskeletal, 5% Infections, 8% Preventive Screening Tests, 10% Source: CalPERS, Fracture/Dislocation Hip, 1%
6 Studies conclusions Osteoarthritis is a cost driver Hip and knee replacements account for about 1/3 rd of cost Deeper analysis showed Osteoarthritis had highest annual cost increase for 2005 to 2008 (39%) Nearly all osteoarthritis costs occurred in members over 40 Wide treatment cost variations within regions Hospital cost and utilization are not linked to quality or evidence-based outcomes
7 REFERENCE BASED PRICING PROGRAM
8 Hip or Knee replacement and reference based pricing Reference Pricing is a benefit design element Similar to reverse deductible with insurer paying the first part of total allowed charge and enrollee pays the remainder Price transparency to enrollee What makes a hip or knee procedure a good candidate for reference based pricing program? Variation in cost in same markets without a difference in quality Procedures can be scheduled (elective, non-emergency) Preference sensitive - patient can decide where, when, and how they want the procedures to occur Procedures are performed in sufficient volume at designated facilities
9 Description of program CalPERS and Anthem Blue Cross of California Reference based purchasing program for total knee replacement & total hip replacement 46 facilities met quality, cost and geographic requirements Volume requirement of 10 replacements in each category in previous 18 months Designated facilities had better quality results than overall Examined Surgical Infection Prevention Data submitted to the Joint Commission as well as Wellpoint s proprietary hospital performance scoring methodology Threshold facility payment of $30,000 for routine single knee and hip joint replacement hospital stays Started January 1, 2011 Outreach with providers and orthopedists Members received a letter describing the program and a brochure listing all 46 designated facilities in California Information on pre-certification letter
10 Why choose $30,000 for allowed charges? High volume, high quality facilities with geographic dispersion were charging less than $30,000 95% percentile $74,721 5% percentile $12,588 $30,000 Source: University of California, Berkeley analysis, June Data for 2008 to 2010.
11 EVALUATION RESULTS OF PROGRAM -- TALE OF TWO MORE STUDIES
12 Quality and cost savings Value based purchasing design facilities had: A significantly lower general complication rate in 30 days A significantly lower 30-day general infection rate Similar follow-up admission rates Patient experience part of study still finishing up Program credited with cumulative savings of $5.5M over first two years Average hip/knee replacement price charged declined 26% or over $9,000 per procedure
13 Allowed charges for the hip or knee replacement pre- and postimplementation of value based purchasing design program 95% percentile Pre -- $74,721 Post -- $40,302 Pre-Implementation $30,000 Post-Implementation Source: University of California, Berkeley analysis, June Pre-implementation data for 2008 to 2010 and postimplementation data for
14 Average prices charged for knee or hip replacement surgery by facility type, $45,000 PERS Non-VBPD $40,000 Non-PERS Non-VBPD $35,000 $30,000 $25,000 $20,000 $15,000 PERS VBPD Non-PERS VBPD VBPD program implemented * Source: University of California, Berkeley analysis, June *Through September 2012 only. VBPD: Value Based Purchasing Design facility
15 CONCLUSION AND CONSIDERATIONS
16 Conclusions and implications of the cost and quality studies A hospital market story and a consumer enrollee story Reference pricing induced enrollees to use lower-priced facilities but the bigger effect on hospital prices Expansion of participating hospitals from 46 to 61 Clinical quality improved for members as whole
17 Reference pricing expansion CalPERS has expanded reference to inpatient procedures for cataract surgery, colonoscopy, arthroscopy Key consideration checklist Regional cost variation and variation within region Ambulatory surgical centers had substantial lower costs than inpatient facilities Volume and focus may increase quality Evidence that ambulatory surgical centers had as good or better quality from literature Can be scheduled Substantial cost
18 Considerations for reference pricing expansion Other procedures meet various criteria but difficult for CalPERS to implement Spinal fusion/lower back disorders Other potential areas include Various diagnostic imaging A deeper study of price variation Improve consumer education/engagement Targeted information
19 QUESTIONS
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