Diane Sullivan, Vice President Specialty Payer & Channel Group Pfizer Inc. April 3, 2013 “It’s...
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Transcript of Diane Sullivan, Vice President Specialty Payer & Channel Group Pfizer Inc. April 3, 2013 “It’s...
Diane Sullivan, Vice President
Specialty Payer & Channel Group
Pfizer Inc.
April 3, 2013
“It’s All About the Patient” Gaps in Care for the Specialty Patient
In The Healthcare System, An Acknowledged “Quality Gap” Persists
• Patients are receiving only 54.9% of recommended care based on established evidence-based guidelines.
• Adherence to the processes involved in care delivery ranged from 52.2% for screening to 58.5% for follow-up care.
• More information and accountability for the quality of healthcare is being demanded by payers.
• Consumers and governmental agencies are expecting health plans and providers to demonstrate the value of their services.
McGlynn EA, Asch SM, Adams J, et al. The Quality of Health Care Delivered to Adults in the United States. N Eng J Med. 2003;348:2635.
Adherence to Quality Indicators are Below the Recommended Care Received
• Adherence to quality indicators suggest significant opportunities for improvement in most modes of care delivery.
• The highlighted areas reflect opportunities for Specialty Pharmacy professionals.
McGlynn EA, Asch SM, Adams J, et al. The Quality of Health Care Delivered to Adults in the United States. N Eng J Med. 2003;348:2635.
• Undiagnosed• Untreated• Poor Medication Adherence• Uneducated Patient
Gaps in Care for Specialty Patients
Hemophilia
Rheumatoid Arthritis
MultipleSclerosis
Specialty Patient Gaps in Care
Specialty PatientsGaps in Care
Of the more than 2.2M U.S. RA population, ~700K have not been diagnosed or treated.5
Delay between symptom onset and DMARD prescription for individuals for RA is a problem across countries, with a median lag time ranging from 6.5 to 19 months.6
In a study of 2,750 patients with multiple sclerosis, early treatment resulted in greater benefits on disability progression.2
Adherence for multiple sclerosis patients range from 40-80%,
reflecting additional room for improvement.3,4
A general lack of knowledge about and familiarity with the genetic and clinical implications of the disorder among affected patients.1
The potential for preventable morbidity and mortality related
to delayed diagnosis and treatment.1
1. Amy D. Shapiro, MD, et al. Knowledge and Therapeutic Gaps – A Public Health Problem in the Rare Coagulation Disorders Population. American Journal of Preventive Medicine ; 2011;41(6S4):S324 –S331
2. M. Trojan, MD, et al. Real Life Impact of Early Interferon Beta Therapy in Relapsing Multiple Sclerosis. American Neurological Association; 2009;66:513–520
3. Bruce JM, Hancock LM, Lynch SG. Objective adherence monitoring in multiple sclerosis: initial validation and association with self-report. Mult Scler. 2010;16(1):112–120.
4. Rio J, Porcel J, Tellez N, et al. Factors related with treatment adherence to interferon beta and glatiramer acetate therapy in multiple sclerosis. Mult Scler. 2005;11(3):306–309.
5. John J. Cush. Early Rheumatoid Arthritis Care.- Is There a Window for Opportunity? J Rheumatol 2007;34 Suppl 80:1-7.6. Linda C. Li, et al. An Evidence-Informed, Integrated Framework for Rheumatoid Arthritis Care. Arthritis & Rheumatism. August
15, 2008;1171.
ReferencesSpecialty Patients: Gaps in Care
TODAY’S SPECIALTY PATIENT: GAPS IN CARE & KEY GAP-CLOSURE STRATEGIES
David Calabrese, R.Ph, MHPVP, Chief Pharmacy OfficerCatamaran
UNDERSTANDING TODAY’S SPECIALTY PATIENT
● Increasingly older patient demographic●Much more likely to be suffering from multiple
chronic conditions●Not uncommon to be frequently in and out of the
ED’s, hospitals & rehabilitative care●Functional status, productivity and quality of life
significantly impacted by their condition(s)●Require much more in-depth & proactive level of risk
assessment and intervention
GAP CLOSURE STRATEGIES● Integrated data warehousing & analytics
• Medical claims, pharmacy claims, lab data, CM data, etc…●More advanced & continuous risk scoring/stratification●Enhanced connectivity w/ providers & health systems● Real-time, automated Prior Auth processing
Value Proposition:» Improved allocation and targeting of clinical resources» More timely clinical alerts & provider intervention» Decreased admin burden for providers» Dcreased risk of primary non-adherence for pts» Enhanced outcomes evaluation (patient & drug)
GAP II: INSUFFICIENT CARE MANAGEMENT SUPPORT
ADHERENCE
MONITORING
DISTRIBUTION MGMT
SIDE EFFECT MONITO
RING
CALL CENTE
R SUPPO
RT
WASTE MGMT
DRUG EDUCATI
ON
INJECTION TRAINING
PRIOR AUTHORIZATION
REIMBURSEMENT
SUPPORT
CONTRACTING
PT COUNSE
LING
DOSE MONITO
RING
DISEASE
EDUCATION
Missing Pieces:More Integrated, Holistic &
Patient-Centered Specialty Care
FORMULARY MGMT
GAP CLOSURE STRATEGIES
• More routine MTM intervention for the specialty pt
• Employment of periodic screenings for common comorbidities
• More comprehensive efficacy & safety monitoring• Example: Multiple Sclerosis - EDSS scoring; MRI; exacerbations;
admissions/readmissions; depression screening; etc…
• Annual disease-specific QOL assessment
• More “proactive” call center outreach/coaching
• More contemporary patient engagement strategies• mobile; web; social media; gaming; motivational interviewing
GAP CLOSURE STRATEGIES
• Bi- (or tri-) directional sharing of critical data elements• Plan-specific hospital admissions data
• Complete, up-to-date patient medication history
• Notification of hospital discharges and discharge planning info
• Pharmacist-driven MTM and med reconciliation w/ patient and/or caregiver w/i 48-72 hrs of discharge
• Establishment of automated monitoring & provider (MD, CM) alerts if/when patient falls out of appropriate care
• Periodic outreach/coaching
Support the entire journey
• Holistic patient management vs. silo approach
Specialty pharmacy
SP
SP
Source: National Business Group on Health and National Comprehensive Cancer Network
Bridging the gaps in careGap Solution
Longitudinal patient relationship
Engage early & often to establish trustValidate goal of therapy (curative vs.
palliative)Educate & listen to patientCollaborate with all stakeholders
Proactive transitional care
Survivorship Palliative Hospice (end-of-life)
Who We Are
Nationally recognized, not-for-profit health insurer, with headquarters in upstate New York and regional offices throughout New York, Vermont and New Hampshire – serving the region for more than 30 years
Providing health insurance solutions for over 25,000 employers, serving more than 625,000 members throughout New York, Vermont and New Hampshire and covering more than 100,000 Medicare retirees nationally
Partnering with more than 500,000 doctors, specialists, and hospitals from coast to coast
Powered by the ideas and energy of more than 1,600 regional employees
Providing innovative, breakthrough products with integrated wellness solutions
30 Years Strong. Regional. Innovative. Not-for-Profit.
Current IssuesDefinitionGaps in careFormulary managementState mandatesPharmacy carve outsGuidelinesSite of serviceTrend / cost
Example : Formulary ManagementMS therapyNew orals to marketMeeting with Neurologists to evaluate current and impending product marketEvaluation of current formulary structure, clinical policies and current contractsEvaluating hospitalizations due to MS as opportunity for improvement
Marketplace Challenges
State Mandates– Oral chemo– Prohibition of tier 4 – Infertility– Any willing provider
Pharmacy Carve out– Definition– Medical – brown bag– Home care coordination– Enteral therapy
Gaps In Care
Use PBM and Specialty vendor Adherence is keyManage both medical and pharmacy specialty benefit for patientCoordinate real-time with case management (ie: transplants, PAH, Factor, IVIG, oncology)Work with patient to ensure they can get therapy
Gaps in Care for the Specialty Patient…Gaps, What Gaps?!
Keith McGee, PharmDVice President, Business Development
US Bioservices
US Bioservices: Our Perspective
Continuity of Care Program
- Speed to Therapy
- Drive Compliance and Adherence
- Reduce Administrative Burden
Gaps in Patient Care• Patient Onboarding: new diagnosis & unfamiliar model for most patients• Highly Variable Experience• Complicated Prescribing Processes
– eRx inadequacies / 8.5”x11” Referral Form(s)– Mandatory HUB, Optional HUB, Direct Referral to SP
• Product Access– Payer Networks– Pharma Limited Distribution Networks– Site of Care– Benefit Design
• Medical v. Pharmacy • Buy & Bill v. Assignment of Benefit• Networks (Specialty v. Retail v. Mail)
– Medical Necessity (Prior Authorization/Step Edit)– Financial Assistance (copay cards / 501(c)(3) variability / PAP)
Gaps in Patient Care• Specialty Pharmacy Operations
– Time to Fill (TAT)– Compliance and Persistency– Patient Contact and Engagement– Redundancy of work and services – leads to confusion– Communication and Transparency– Meaningful & Actionable Data Analytics
• Goals:– Appropriate Utilization & Site of Care– Managing Costs – Clinical spend and administrative expense– Improving Outcomes
• Future of Healthcare:– New Models = New Gaps– Need to successfully predict & mitigate the unintended consequences
“It’s all about the Patient”Gaps in Care for the Specialty Patient
John WitkowskiSenior Vice President
CareMed Pharmaceutical Services
It’s all about the Patient• Gaps
– Hospital Discharges– Uncoordinated communication
• Physicians, patients, payors and pharmacies
– Varying software platforms & formats• EMRs, Pharmacy software, Portals
– Access to Therapy• Limited Distribution Models• Limited Access Networks• Patient Workload
It’s all about the Patient• Collaboration Opportunities
– Multi-caregiver education/support programs• Pharmacists, Nurses, Physicians & Payors
– Unified Platforms• Systems integrations
– Disease Management Programs– EMR to Pharmacy software– Multi-Directional Databases
» Real-time data sharing
It’s all about the Patient• Services to improve adherence
– Understanding Therapy• DMPs
– Traditional» Pharmacist/Pharmacy Nurse administered
• Support Groups
– Ease of Access• Financial Assistance
– Conditional Approvals
• “Work-load distribution”– Patient involvement in Front-End vs Back-End processes
• Transfers
It’s all about the Patient• Best Practices
– DMPs• Collaborative
– Portals, Mobile
– Transition Programs• Inpatient to Outpatient
– Multi-Organization Teams
– Ease of Access• Patient work-load distribution
– Prior Auths, Benefit Verification, Co-pay Assistance, Refill Management, Provider communication. Etc - HCP
– Patient Engagement