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The document discusses cost cutting initiatives in orthopedics. It summarizes market trends driving increased demand for implantable medical devices. Barriers between clinical and economic stakeholders are identified. The presentation proposes focusing collaboration on internal stakeholders, establishing near-term resolutions through supplier negotiations, and developing best practices to guide long-term cost savings.

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Understanding Cost Cutting Initiatives in Orthopedics William McIlhargey WPM Enterprises June, 2004 Confidential WPM Enterprise – 978.500.9666
PRESENTATION OBJECTIVE Consider issues surrounding medical devices, and the existing barriers between clinical & economic arenas Engaging the participation and support of internal stakeholders Discuss challenges facing clinical teams when seeking physician collaboration Solicit suppliers for productive discussions directed at near term gains for both parties Review steps to obtain sustained savings in this arena WPM Enterprise – Confidential 2 978.500.9666
INDUSTRY PREMISE Hospitals need to improve operating margins! Significant portion of operating costs determined by private practice physicians fixed payment rates excess costs come directly out of operating margins Financial mis-alignment of stakeholders exodus threats of profitable procedures Numerous new procedures with unanswered reimbursement questions understanding how to classify & compare products Rising costs of new technology difficulty in substantiating “advances” in technologies WPM Enterprise – Confidential 3 978.500.9666
MARKET TRENDS & ISSUES Implantable Medical Devices Confidential WPM Enterprise – 978.500.9666
MARKET TRENDS Demand for IMD’s Projected US Dem and 25000 20000 15000 11.0 % C A G R 10000 5000 0 2003 2004 2005 2006 2007 The Feedona Group Fueled by Supporting Technology Pure Play Skill Based Both driven by regulatory indications requiring educational support to clinical community WPM Enterprise – Confidential 5 978.500.9666
MARKET TRENDS Contribution to Med-Surg Expenditures Med_Surg has carried 10.7% CAGR price increase since 2001 Medical Device products represents 89% of these expenditures Non Medical Device price growth at 2.6% Medical Device price growth at 11.8% IMS Hospital Supply Index WPM Enterprise – Confidential 6 978.500.9666
MARKET TRENDS TJR Primary 2005-2030 4000 3500 3000 THA - Primary Thousands 2500 TKA- Primary 2000 1500 1000 500 0 2000 2005 2010 2015 2020 2030 Year Primary TKA procedures to jump by 673% to 3.48 million. Primary THA surgery rates to increase 174% to 572,000 cases. Source: Kurtz SM, Lau E, Zhao K, et al. The future burden of hip and knee revisions: U.S. projections from 2005 to 2030. SE-53. Presented at the American Academy of Orthopaedic Surgeons 73rd Annual Meeting. March 22-26, 2006. Chicago. WPM Enterprise – Confidential 7 978.500.9666
MARKET TRENDS Doubling of TKA revisions by 2015 Doubling of THA revisions by 2022. Fewer than 50% of surgeons are doing revisions Source: Kurtz SM, Lau E, Zhao K, et al. The future burden of hip and knee revisions: U.S. projections from 2005 to 2030. SE-53. Presented at the American Academy of Orthopaedic Surgeons 73rd Annual Meeting. March 22-26, 2006. Chicago. WPM Enterprise – Confidential 8 978.500.9666
Total Joint Replacement Economics List Price, Standard Implant $4,200 2003 Average Implant Acquisition Costs 2008 $6,250 $7,250 (E) $4,100 Premium Implant Utilization Rate 2003 30% 2003 2008 (E) 2008 (E) 54% Inflation Prices Next-Generation Implant •Higher list prices $8,000 Oxinium •Mix of premium implants Hip $10,000 •“next-generation” implants $15,000 "Smart" Implants $20,000 WPM Enterprise – Confidential 9 978.500.9666
MARKET ISSUES DRG Rebasing CMS Proposes Monumental Changes for Inpatient Payment Proposed Changes Address “Cherry-Picking” of Profitable Cases Financial Impact of Changes Varies Based on Hospitals’ Relative Case Mix Cardiac Service Line Hardest Hit, Impact Mixed Across Other Service Lines Multiple Year Timetable Surrounding Implementation WPM Enterprise – Confidential 10 978.500.9666
MARKET ISSUES 2007 CMS Targets Procedures Surgical -1.2% Medical 0.9% -2.00% -1.50% -1.00% -0.50% 0.00% 0.50% 1.00% 1.50% 2.00% Source: FY 2007 Impatient Prospective Payment System Final Rule, August 1, 2006 Goal: to make hospital payments approximate costs Purpose: to address the reimbursement bias of surgery over medicine • For 2007, moving from a “charge-based” system towards a “cost–based” system • “Case severity” projected 2008 – instead 20 new DRGs & 32 others modified WPM Enterprise – Confidential 11 978.500.9666
MARKET ISSUES Leapfrog Group information for consumers and purchasers of healthcare Institute for Healthcare Improvement The 5 Million Lives Campaign – Protect patients from incidents of medical harm, six new interventions – 2 years --12/08 P4P reimbursement based on quality and efficiency rather than volume of service. Encourages and reward performance improvement efforts CMS / Joint Commission limit burden by aligning measures Requirement to submit data on 21 quality measures beginning 3Q 2006 – Quality Improvement Organization Clinical Data Warehouse WPM Enterprise – Confidential 12 978.500.9666
MARKET ISSUES “Efforts by aggressive medical malpractice attorneys could rapidly transform Leapfrog’s standards from marketplace advantages for compliant hospitals to performance expectations required by law.” Source: Michelle Mello, Prof of Health Policy & Law, Harvard University WPM Enterprise – Confidential 13 978.500.9666
UNDERLYING DRIVERS Of Supply Costs . . . . . Physician’s Pen Technology Development Medical Research Industry Physician Competition/Marketing Medical Liability (defensive medicine) Evidenced Based Medicine Industry Direct Marketing WPM Enterprise – Confidential 14 978.500.9666
BARRIER CONTRIBUTORS A Buyer’s Perspective . . . . . Supplier’s relations undermine hospital efficiencies Technology is not accompanied with a economic profile Instituting best practices addresses quality and economic realities Difficult to collaborate with surgeon community on standardization WPM Enterprise – Confidential 15 978.500.9666
BARRIER CONTRIBUTORS A Physician’s Perspective . . . . . Bears the burden of liability Want’s to work with the “latest & greatest” Traditional underlying tension with hospital providers Standardization equates to restricted access Looking for efficiencies to off-set payment reductions WPM Enterprise – Confidential 16 978.500.9666
BARRIER CONTRIBUTORS A Supplier’s Perspective . . . . . Focus on procedural issues Not enamored with the prospects of retooling their sales forces. Has been little volume movement through price concessions Corporate pressure on local reps to address supply chain issues WPM Enterprise – Confidential 17 978.500.9666
POLARIZED ENVIRONMENT With the growth of this fragmented and seemingly hostile environment, there appears to be little opportunity to advance relations, understanding and creditability that is needed to effect resolution WPM Enterprise – Confidential 18 978.500.9666
PROPOSAL Focus on Three Platforms Establish internal collaborative from both the economic and clinical influences, assuring appropriate participation from all levels based on their committed interest Promote far-term resolution through best practice parameters that assesses physician needs and engages them in new relational models Seek near-term resolution through building a “quid pro quo” between the buyer and seller at the local level Discuss the steps needed to provide sustainable savings with Medical Devices WPM Enterprise – Confidential 19 978.500.9666
PROPOSAL Areas of Focus Collaborative Balance “quid pro quo” Facilitate Negotiations Coordinate Communications Appropriate Contract Model WPM Enterprise – Confidential 20 978.500.9666
SYSTEM STAKEHOLDERS Promoting Internal Collaboration Input Received From: Amerinet, Inc. Confidential WPM Enterprise – 978.500.9666
SYSTEM STAKEHOLDERS Developing a Process Identify cost reduction opportunities How to prepare Setting the stage Develop a workable contract Reaching mutual acceptable outcomes WPM Enterprise – Confidential 22 978.500.9666
SYSTEM STAKEHOLDERS Identify Cost Reduction Opportunities . . . Monitor Procedural Metrics Look for inflationary trends through cost accounting system Compare against GPO contract pricing and appropriate tier levels Utilize database resources Networking – What are your peers paying for products? WPM Enterprise – Confidential 23 978.500.9666
SYSTEM STAKEHOLDERS How to prepare . . . . . . Build expert champions Evaluate information gaps Utilize information from GPO Determine desired relational approach Is there a need for outside facilitator WPM Enterprise – Confidential 24 978.500.9666
SYSTEM STAKEHOLDERS Underpinnings for Success Establish strong Surgical Services Value Analysis process and strong guidelines on supplier access to surgeons and staff. WPM Enterprise – Confidential 25 978.500.9666
SYSTEM STAKEHOLDERS Setting the stage . . . . Obtain consensus on the value of your effort Develop a plan Organize & align your support Create a supplier information forum Evaluate individual strengths & weaknesses Anticipate disadvantage niches WPM Enterprise – Confidential 26 978.500.9666
SYSTEM STAKEHOLDERS Develop a workable contract . . . . Identify and address desired outcomes Are the deliverables doable Traditional vs innovative Does it consider the clinical influences Have you included Performance Criteria Allow for future trends, technology & resources WPM Enterprise – Confidential 27 978.500.9666
SYSTEM STAKEHOLDERS Reaching Mutual Acceptable Outcomes . . . In business as in life, you don’t get what you deserve, you get what you negotiate - Chester L. Karrass WPM Enterprise – Confidential 28 978.500.9666
SYSTEM STAKEHOLDERS Tips for negotiations . . . . Be Flexible. Always have an alternate choice. Don’t say Yes to quickly. Don’t make the first major concession. Watch concessions as deadline approaches – big mistakes are often made. Be skeptical – Things are not always as they appear. Watch out for hidden money WPM Enterprise – Confidential 29 978.500.9666
CLINICAL RELATIONS Engaging the Physicians Input Received From:: The Riner Group Inc. Confidential WPM Enterprise – 978.500.9666
ENGAGING PHYSICIAN GROUPS In their daily activities, physicians and financial staff speak different languages. Establishing a common ground of that difference is the first step to building trust and collaboration. The second step is showing the physicians that their input really matters. Utilize your facility’s data as benchmarked against national & regional data to initiate discussions with your physicians WPM Enterprise – Confidential 31 978.500.9666
ENGAGING PHYSICIAN GROUPS “Personality” Characteristics Outcomes oriented (as opposed to process) Desire instantaneous results your short-term is their long-term Want to deal with “decision makers” Often mistake deliberate decision making with “stalling” Frequently “mistrust” administrators WPM Enterprise – Confidential 32 978.500.9666
ENGAGING PHYSICIAN GROUPS “Business” Characteristics Small business mentality Do not retain earnings Very concerned about “overhead” Consider referring physicians as customers & patients as consumers Tend to avoid capital intensive activities Feel they control access to hospital services WPM Enterprise – Confidential 33 978.500.9666
ENGAGING PHYSICIAN GROUPS Decision & Communication Issues Internal governance & leadership mechanisms often cumbersome Roles of lead physician(s) & administrator not always clear Difficulty in adopting a single spokesperson “If you speak to one cardiologist, you’ve spoken to one cardiologist” Representatives at table often no empowered Often arrive at table without defined goals & strategies WPM Enterprise – Confidential 34 978.500.9666
PHYSICAN GROUPS vs HOSPITALS Physician Group Goals Hospital/System Goals Often ill-defined Well defined & organizationally Generally link to: oriented Quality of care & Physician income Involve reinvestment of income Short on long-range planning Multi-year in nature Focus on practice, not community Community oriented Common Goals Potential Clashes Maximize market share in defined Patient allegiance service Customer-vendor vs. team approach “High-tech” image Maximize vs. optimize care Develop reputation for quality Community health vs. patient care Develop brand recognition Long-term investment vs short-term Procedural efficiency (costs) results WPM Enterprise – Confidential 35 978.500.9666
PHYSICAN GROUPS & HOSPITALS Affiliation Partnership Less formal More formal Voluntary Contractual Goals & objectives may differ Partnership goals & objectives defined Indeterminate duration…unstable Definite duration or notice period . . . . Stable Dependent upon unilaterally perceived mutual benefit & Defined bilateral goodwill contributions & benefits Non-economic relationship Often financial linkage (equity distributions, payment for services, incentives, gainsharing, etc.) WPM Enterprise – Confidential 36 978.500.9666
PHYSICIAN/HOSPITAL INTEGRATION Less More No Economic Medical Physician- Management Complete Relationship Directorship Hospital Arrangement Economic Institute Integration -Ad Hoc -Paid positions -LLC (staff or group model) -More -Voluntary -Some -Contractual -Physicians accountability Interaction accountability integration employed -Often a paid -No -Irregular input -Specific -May include position accountability responsibilities physicians, -Regular per contract hospital, meetings health plan -Major accountability WPM Enterprise – Confidential 37 978.500.9666
Venues for Physician Discussions Physician Hospital Organizations Protocols and knowledge dissemination Medical Executive Committee Monitoring of Quality Analysis Physician/Hospital alignment w/ 3rd Party Payers Service Line Management Joint Ventures WPM Enterprise – Confidential 38 978.500.9666
SUPPLIER COLLABORATION How to Affect Near-Term Resolutions Confidential WPM Enterprise – 978.500.9666
SUPPLIER COLLABORATION What do you need to know . . . . Understand the local ortho market Supplier product differentiation Surgeon alliances (and why) Underlying supplier competitiveness Ortho trends in your market place WPM Enterprise – Confidential 40 978.500.9666
SUPPLIER COLLABORATION Where to start . . . . . Become versed with pertinent local & national agreements Develop a Plan of Action Create a supplier information forum Meet with suppliers individually Organize & align your support team WPM Enterprise – Confidential 41 978.500.9666
SUPPLIER COLLABORATION Implement Plan . . . . Initiate RFQ – required response, plus options Go/No-Go Commitment Build Out Negotiations Develop/Activate Contract Reinforce clarity through communications Periodic Performance Reporting WPM Enterprise – Confidential 42 978.500.9666
SUPPLIER COLLABORATION Ongoing communications . . . When and to whom A position for transparency Milestones to review Flexibility for momentum WPM Enterprise – Confidential 43 978.500.9666
Venue for Supplier Discussion Obvious need for building better business models that allows both buyer and seller to meet objectives If Health Care is a local business, then resolution will be better served locally What are the local needs that produces an interest for contracting trade-offs Are negotiations better served through the use of an outside facilitator Life after contracting WPM Enterprise – Confidential 44 978.500.9666
ACTION STEPS How to organize go-forward efforts Information provided by: Amerinet Clinical Advantage Confidential WPM Enterprise – 978.500.9666
ACTION STEPS I Define a Manageable Project Scope Defining a manageable project scope also means targeting one implant at a time, generating a focused, efficient effort. WPM Enterprise – Confidential 46 978.500.9666
ACTION STEPS II Set a Clear Timetable Build in a clear timetable in your Plan of Action and stick to it. Be sure to leave flexibility, with the understanding this timetable is only important to you. WPM Enterprise – Confidential 47 978.500.9666
ACTION STEPS III Establish Ability to Move Market Share Assess your facility’s ability to move market share from one supplier to another before beginning negotiations with suppliers. WPM Enterprise – Confidential 48 978.500.9666
ACTION STEPS IV Target Measurable Results Collect & analyze data with your project team and gain consensus on measurable and realistic savings that can be obtained. To ensure these cost savings materialize, facilities must also set processes in place that continually monitor and record contract results are being achieved. To not rely on the supplier to provide the compliance data needed to achieve contract milestones. WPM Enterprise – Confidential 49 978.500.9666
ACTION STEPS V Obtain Senior Management Commitment Continual commitment from senior management helps keep the project moving and demonstrates the importance of the project to all hospital staff. WPM Enterprise – Confidential 50 978.500.9666
ACTION STEPS VI Build a Representative Project Team Implant cost-reduction initiatives affect a range of stakeholders, as well as quality of care Including all affected stakeholders reduces the risk of staff resistance to the final solution and ensures quality concerns are not overlooked. WPM Enterprise – Confidential 51 978.500.9666
ACTION STEPS VII Involve Clinicians and Address Physician Needs With quality of care as their first priority, physicians drive the decisions about which implants they use and which suppliers are acceptable. Therefore, facilities must engage physicians throughout the process – from data collection through supplier selection and custom contracting. WPM Enterprise – Confidential 52 978.500.9666
ACTION STEPS VIII An environment that nurtures involvement Involving the right people and acting on their input throughout the process is a major step to winning support. Providing comprehensive, reliable data builds team trust and generates a sense of urgency. To enhance support from all facets, incentives should be provided for their participation and compliance. WPM Enterprise – Confidential 53 978.500.9666
ACTION STEPS IX Present Comprehensive Data The data should focus on actual costs for conducting procedures compared to reimbursements for those procedures. Collecting the data is a labor-intensive process, requiring facilities to examine their implant logs, purchase orders and invoices. To ensure complete data, facilities should involve clinical department managers in the data collection process. Collected data should include: Number of procedures by facility and Physician brand physician preferences Suppliers used Number of physicians Dollar/unit volume per case, by supplier & DRG reimbursement hospital Non-device costs 54 Cost variation between WPM Enterprise – Confidential facilities and 978.500.9666 physicians
FURTHER ON DATA Example: - Primary Hip by Physician 12/05-4/06 Regional Physician A Average $8,136 2 procedures 6% Physician B 3 procedures $8,827 9 % Physician C 9 procedures $6,920 27% Physician D 7 procedures $7,140 21% Physician E 7 procedures $10,311 21% Physician F 4 procedures $8,189 5% Physician G 1 procedure $8,136 3% $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 $10,000 $11,000 WPM Enterprise – Confidential 55 978.500.9666 Copyright Amerinet
FURTHER ON DATA Example – Primary Knee Variable Cost to Reimbursement $12,554 Medicare 141 Implant cost of $7,699 & LOS of 4.10 days @ $1,537 $14,001 Cases $18,441 Non-Medicare 63 Implant cost of $7,699 & LOS of 4.10 days @ $1,537 $14,001 Cases $0 $5,000 $10,000 $15,000 $20,000 Variable Cost (Implant & LOS Cost) Average Reimbursement *Bilateral procedures are not included WPM Enterprise – Confidential 56 978.500.9666 Copyright Amerinet
FURTHER ON DATA Example – Cervical Spine Fusion by Level – posterior entry $12,000 $11,000 $10,000 $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 Pysician 1 Physician 2 Physician 3 Level 1 $4,879 $3,064 $6,848 Level 2 $8,844 $11,071 $6,725 WPM Enterprise – Confidential 57 978.500.9666 Copyright Amerinet
ACTION STEPS X Evaluate and Select Cost Reduction Options Identify several possible cost-reduction strategies and involve physicians in selecting which to use. The best solution will deliver significant and sustained cost savings and use physicians’ preferred suppliers. To achieve the maximum bottom-line impact, facilities turn to custom contracting, involving the physician team in which suppliers will be involved in the contracting process. WPM Enterprise – Confidential 58 978.500.9666
ACTION STEPS XI Product Evaluation Committees One key way to keep these costs in check is by having policies & procedures in place for the introduction of ‘new technology’ – or what is being defined as “proprietary” by some suppliers. These policies will eliminate the purchase of products not on contract. WPM Enterprise – Confidential 59 978.500.9666
ACTION STEPS XII Develop Clear Communication Strategies Clear and appropriate communication between the physician and the supplier and between the facility and the supplier must occur for successful negotiations. Physicians see supplier representatives as trusted partners in delivering quality care. Physicians are often concerned that the negotiation process may strain that trust. Providing suggested talking points for physicians can alleviate their discomfort and increase the chances of success significantly. Be clear and honest with the suppliers at the negotiating table. Facilities should clearly state their need to reduce costs, their cost-reduction goal and the strategy they have chosen. WPM Enterprise – Confidential 60 978.500.9666
Venue for Industry Consideration Reimbursement is favorable to recapture margins Government posturing a more competitive environment Other stakeholders will not stay at arms length Economic cascade via co-payments to consumer Will we accept legitimizing “tier care” and provide better health care for those of financial means? WPM Enterprise – Confidential 61 978.500.9666
BUSINESS STATEMENT Since 1978 I have been building experiences in strategy development, organizational placement and national contracting. Starting out by “walking the halls” in a provider environment, I was able to obtain a working knowledge of hospital infrastructure and process interdependence. Having developed National Account Platforms for three Fortune 500 Corporations, I provided contracting activity and implemented price- discounting strategy for products spanning the influences of commodity to highly technical. I have further developed “umbrella programs” for multi- division companies that leverage synergies under a shared service profile. As a consultant, I have become recognized as a passionate facilitator of collaboration between buyers and sellers, participating on industry panels and forums on the need to establish the value of new technology. WPM Enterprise – Confidential 62 978.500.9666

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IHPMMA

  • 1.
    Understanding Cost Cutting Initiatives in Orthopedics William McIlhargey WPM Enterprises June, 2004 Confidential WPM Enterprise – 978.500.9666
  • 2.
    PRESENTATION OBJECTIVE Consider issues surrounding medical devices, and the existing barriers between clinical & economic arenas Engaging the participation and support of internal stakeholders Discuss challenges facing clinical teams when seeking physician collaboration Solicit suppliers for productive discussions directed at near term gains for both parties Review steps to obtain sustained savings in this arena WPM Enterprise – Confidential 2 978.500.9666
  • 3.
    INDUSTRY PREMISE Hospitals need to improve operating margins! Significant portion of operating costs determined by private practice physicians fixed payment rates excess costs come directly out of operating margins Financial mis-alignment of stakeholders exodus threats of profitable procedures Numerous new procedures with unanswered reimbursement questions understanding how to classify & compare products Rising costs of new technology difficulty in substantiating “advances” in technologies WPM Enterprise – Confidential 3 978.500.9666
  • 4.
    MARKET TRENDS &ISSUES Implantable Medical Devices Confidential WPM Enterprise – 978.500.9666
  • 5.
    MARKET TRENDS Demand for IMD’s Projected US Dem and 25000 20000 15000 11.0 % C A G R 10000 5000 0 2003 2004 2005 2006 2007 The Feedona Group Fueled by Supporting Technology Pure Play Skill Based Both driven by regulatory indications requiring educational support to clinical community WPM Enterprise – Confidential 5 978.500.9666
  • 6.
    MARKET TRENDS Contribution to Med-Surg Expenditures Med_Surg has carried 10.7% CAGR price increase since 2001 Medical Device products represents 89% of these expenditures Non Medical Device price growth at 2.6% Medical Device price growth at 11.8% IMS Hospital Supply Index WPM Enterprise – Confidential 6 978.500.9666
  • 7.
    MARKET TRENDS TJR Primary 2005-2030 4000 3500 3000 THA - Primary Thousands 2500 TKA- Primary 2000 1500 1000 500 0 2000 2005 2010 2015 2020 2030 Year Primary TKA procedures to jump by 673% to 3.48 million. Primary THA surgery rates to increase 174% to 572,000 cases. Source: Kurtz SM, Lau E, Zhao K, et al. The future burden of hip and knee revisions: U.S. projections from 2005 to 2030. SE-53. Presented at the American Academy of Orthopaedic Surgeons 73rd Annual Meeting. March 22-26, 2006. Chicago. WPM Enterprise – Confidential 7 978.500.9666
  • 8.
    MARKET TRENDS Doubling of TKA revisions by 2015 Doubling of THA revisions by 2022. Fewer than 50% of surgeons are doing revisions Source: Kurtz SM, Lau E, Zhao K, et al. The future burden of hip and knee revisions: U.S. projections from 2005 to 2030. SE-53. Presented at the American Academy of Orthopaedic Surgeons 73rd Annual Meeting. March 22-26, 2006. Chicago. WPM Enterprise – Confidential 8 978.500.9666
  • 9.
    Total Joint Replacement Economics List Price, Standard Implant $4,200 2003 Average Implant Acquisition Costs 2008 $6,250 $7,250 (E) $4,100 Premium Implant Utilization Rate 2003 30% 2003 2008 (E) 2008 (E) 54% Inflation Prices Next-Generation Implant •Higher list prices $8,000 Oxinium •Mix of premium implants Hip $10,000 •“next-generation” implants $15,000 "Smart" Implants $20,000 WPM Enterprise – Confidential 9 978.500.9666
  • 10.
    MARKET ISSUES DRG Rebasing CMS Proposes Monumental Changes for Inpatient Payment Proposed Changes Address “Cherry-Picking” of Profitable Cases Financial Impact of Changes Varies Based on Hospitals’ Relative Case Mix Cardiac Service Line Hardest Hit, Impact Mixed Across Other Service Lines Multiple Year Timetable Surrounding Implementation WPM Enterprise – Confidential 10 978.500.9666
  • 11.
    MARKET ISSUES 2007 CMS Targets Procedures Surgical -1.2% Medical 0.9% -2.00% -1.50% -1.00% -0.50% 0.00% 0.50% 1.00% 1.50% 2.00% Source: FY 2007 Impatient Prospective Payment System Final Rule, August 1, 2006 Goal: to make hospital payments approximate costs Purpose: to address the reimbursement bias of surgery over medicine • For 2007, moving from a “charge-based” system towards a “cost–based” system • “Case severity” projected 2008 – instead 20 new DRGs & 32 others modified WPM Enterprise – Confidential 11 978.500.9666
  • 12.
    MARKET ISSUES Leapfrog Group information for consumers and purchasers of healthcare Institute for Healthcare Improvement The 5 Million Lives Campaign – Protect patients from incidents of medical harm, six new interventions – 2 years --12/08 P4P reimbursement based on quality and efficiency rather than volume of service. Encourages and reward performance improvement efforts CMS / Joint Commission limit burden by aligning measures Requirement to submit data on 21 quality measures beginning 3Q 2006 – Quality Improvement Organization Clinical Data Warehouse WPM Enterprise – Confidential 12 978.500.9666
  • 13.
    MARKET ISSUES “Efforts by aggressive medical malpractice attorneys could rapidly transform Leapfrog’s standards from marketplace advantages for compliant hospitals to performance expectations required by law.” Source: Michelle Mello, Prof of Health Policy & Law, Harvard University WPM Enterprise – Confidential 13 978.500.9666
  • 14.
    UNDERLYING DRIVERS Of Supply Costs . . . . . Physician’s Pen Technology Development Medical Research Industry Physician Competition/Marketing Medical Liability (defensive medicine) Evidenced Based Medicine Industry Direct Marketing WPM Enterprise – Confidential 14 978.500.9666
  • 15.
    BARRIER CONTRIBUTORS A Buyer’s Perspective . . . . . Supplier’s relations undermine hospital efficiencies Technology is not accompanied with a economic profile Instituting best practices addresses quality and economic realities Difficult to collaborate with surgeon community on standardization WPM Enterprise – Confidential 15 978.500.9666
  • 16.
    BARRIER CONTRIBUTORS A Physician’s Perspective . . . . . Bears the burden of liability Want’s to work with the “latest & greatest” Traditional underlying tension with hospital providers Standardization equates to restricted access Looking for efficiencies to off-set payment reductions WPM Enterprise – Confidential 16 978.500.9666
  • 17.
    BARRIER CONTRIBUTORS A Supplier’s Perspective . . . . . Focus on procedural issues Not enamored with the prospects of retooling their sales forces. Has been little volume movement through price concessions Corporate pressure on local reps to address supply chain issues WPM Enterprise – Confidential 17 978.500.9666
  • 18.
    POLARIZED ENVIRONMENT With the growth of this fragmented and seemingly hostile environment, there appears to be little opportunity to advance relations, understanding and creditability that is needed to effect resolution WPM Enterprise – Confidential 18 978.500.9666
  • 19.
    PROPOSAL Focus on Three Platforms Establish internal collaborative from both the economic and clinical influences, assuring appropriate participation from all levels based on their committed interest Promote far-term resolution through best practice parameters that assesses physician needs and engages them in new relational models Seek near-term resolution through building a “quid pro quo” between the buyer and seller at the local level Discuss the steps needed to provide sustainable savings with Medical Devices WPM Enterprise – Confidential 19 978.500.9666
  • 20.
    PROPOSAL Areas of Focus Collaborative Balance “quid pro quo” Facilitate Negotiations Coordinate Communications Appropriate Contract Model WPM Enterprise – Confidential 20 978.500.9666
  • 21.
    SYSTEM STAKEHOLDERS Promoting Internal Collaboration Input Received From: Amerinet, Inc. Confidential WPM Enterprise – 978.500.9666
  • 22.
    SYSTEM STAKEHOLDERS Developing a Process Identify cost reduction opportunities How to prepare Setting the stage Develop a workable contract Reaching mutual acceptable outcomes WPM Enterprise – Confidential 22 978.500.9666
  • 23.
    SYSTEM STAKEHOLDERS Identify Cost Reduction Opportunities . . . Monitor Procedural Metrics Look for inflationary trends through cost accounting system Compare against GPO contract pricing and appropriate tier levels Utilize database resources Networking – What are your peers paying for products? WPM Enterprise – Confidential 23 978.500.9666
  • 24.
    SYSTEM STAKEHOLDERS How to prepare . . . . . . Build expert champions Evaluate information gaps Utilize information from GPO Determine desired relational approach Is there a need for outside facilitator WPM Enterprise – Confidential 24 978.500.9666
  • 25.
    SYSTEM STAKEHOLDERS Underpinnings for Success Establish strong Surgical Services Value Analysis process and strong guidelines on supplier access to surgeons and staff. WPM Enterprise – Confidential 25 978.500.9666
  • 26.
    SYSTEM STAKEHOLDERS Setting the stage . . . . Obtain consensus on the value of your effort Develop a plan Organize & align your support Create a supplier information forum Evaluate individual strengths & weaknesses Anticipate disadvantage niches WPM Enterprise – Confidential 26 978.500.9666
  • 27.
    SYSTEM STAKEHOLDERS Develop a workable contract . . . . Identify and address desired outcomes Are the deliverables doable Traditional vs innovative Does it consider the clinical influences Have you included Performance Criteria Allow for future trends, technology & resources WPM Enterprise – Confidential 27 978.500.9666
  • 28.
    SYSTEM STAKEHOLDERS Reaching Mutual Acceptable Outcomes . . . In business as in life, you don’t get what you deserve, you get what you negotiate - Chester L. Karrass WPM Enterprise – Confidential 28 978.500.9666
  • 29.
    SYSTEM STAKEHOLDERS Tips for negotiations . . . . Be Flexible. Always have an alternate choice. Don’t say Yes to quickly. Don’t make the first major concession. Watch concessions as deadline approaches – big mistakes are often made. Be skeptical – Things are not always as they appear. Watch out for hidden money WPM Enterprise – Confidential 29 978.500.9666
  • 30.
    CLINICAL RELATIONS Engaging the Physicians Input Received From:: The Riner Group Inc. Confidential WPM Enterprise – 978.500.9666
  • 31.
    ENGAGING PHYSICIAN GROUPS In their daily activities, physicians and financial staff speak different languages. Establishing a common ground of that difference is the first step to building trust and collaboration. The second step is showing the physicians that their input really matters. Utilize your facility’s data as benchmarked against national & regional data to initiate discussions with your physicians WPM Enterprise – Confidential 31 978.500.9666
  • 32.
    ENGAGING PHYSICIAN GROUPS “Personality” Characteristics Outcomes oriented (as opposed to process) Desire instantaneous results your short-term is their long-term Want to deal with “decision makers” Often mistake deliberate decision making with “stalling” Frequently “mistrust” administrators WPM Enterprise – Confidential 32 978.500.9666
  • 33.
    ENGAGING PHYSICIAN GROUPS “Business” Characteristics Small business mentality Do not retain earnings Very concerned about “overhead” Consider referring physicians as customers & patients as consumers Tend to avoid capital intensive activities Feel they control access to hospital services WPM Enterprise – Confidential 33 978.500.9666
  • 34.
    ENGAGING PHYSICIAN GROUPS Decision & Communication Issues Internal governance & leadership mechanisms often cumbersome Roles of lead physician(s) & administrator not always clear Difficulty in adopting a single spokesperson “If you speak to one cardiologist, you’ve spoken to one cardiologist” Representatives at table often no empowered Often arrive at table without defined goals & strategies WPM Enterprise – Confidential 34 978.500.9666
  • 35.
    PHYSICAN GROUPS vsHOSPITALS Physician Group Goals Hospital/System Goals Often ill-defined Well defined & organizationally Generally link to: oriented Quality of care & Physician income Involve reinvestment of income Short on long-range planning Multi-year in nature Focus on practice, not community Community oriented Common Goals Potential Clashes Maximize market share in defined Patient allegiance service Customer-vendor vs. team approach “High-tech” image Maximize vs. optimize care Develop reputation for quality Community health vs. patient care Develop brand recognition Long-term investment vs short-term Procedural efficiency (costs) results WPM Enterprise – Confidential 35 978.500.9666
  • 36.
    PHYSICAN GROUPS &HOSPITALS Affiliation Partnership Less formal More formal Voluntary Contractual Goals & objectives may differ Partnership goals & objectives defined Indeterminate duration…unstable Definite duration or notice period . . . . Stable Dependent upon unilaterally perceived mutual benefit & Defined bilateral goodwill contributions & benefits Non-economic relationship Often financial linkage (equity distributions, payment for services, incentives, gainsharing, etc.) WPM Enterprise – Confidential 36 978.500.9666
  • 37.
    PHYSICIAN/HOSPITAL INTEGRATION Less More No Economic Medical Physician- Management Complete Relationship Directorship Hospital Arrangement Economic Institute Integration -Ad Hoc -Paid positions -LLC (staff or group model) -More -Voluntary -Some -Contractual -Physicians accountability Interaction accountability integration employed -Often a paid -No -Irregular input -Specific -May include position accountability responsibilities physicians, -Regular per contract hospital, meetings health plan -Major accountability WPM Enterprise – Confidential 37 978.500.9666
  • 38.
    Venues for PhysicianDiscussions Physician Hospital Organizations Protocols and knowledge dissemination Medical Executive Committee Monitoring of Quality Analysis Physician/Hospital alignment w/ 3rd Party Payers Service Line Management Joint Ventures WPM Enterprise – Confidential 38 978.500.9666
  • 39.
    SUPPLIER COLLABORATION How to Affect Near-Term Resolutions Confidential WPM Enterprise – 978.500.9666
  • 40.
    SUPPLIER COLLABORATION What do you need to know . . . . Understand the local ortho market Supplier product differentiation Surgeon alliances (and why) Underlying supplier competitiveness Ortho trends in your market place WPM Enterprise – Confidential 40 978.500.9666
  • 41.
    SUPPLIER COLLABORATION Where to start . . . . . Become versed with pertinent local & national agreements Develop a Plan of Action Create a supplier information forum Meet with suppliers individually Organize & align your support team WPM Enterprise – Confidential 41 978.500.9666
  • 42.
    SUPPLIER COLLABORATION Implement Plan . . . . Initiate RFQ – required response, plus options Go/No-Go Commitment Build Out Negotiations Develop/Activate Contract Reinforce clarity through communications Periodic Performance Reporting WPM Enterprise – Confidential 42 978.500.9666
  • 43.
    SUPPLIER COLLABORATION Ongoing communications . . . When and to whom A position for transparency Milestones to review Flexibility for momentum WPM Enterprise – Confidential 43 978.500.9666
  • 44.
    Venue for SupplierDiscussion Obvious need for building better business models that allows both buyer and seller to meet objectives If Health Care is a local business, then resolution will be better served locally What are the local needs that produces an interest for contracting trade-offs Are negotiations better served through the use of an outside facilitator Life after contracting WPM Enterprise – Confidential 44 978.500.9666
  • 45.
    ACTION STEPS How to organize go-forward efforts Information provided by: Amerinet Clinical Advantage Confidential WPM Enterprise – 978.500.9666
  • 46.
    ACTION STEPS I Define a Manageable Project Scope Defining a manageable project scope also means targeting one implant at a time, generating a focused, efficient effort. WPM Enterprise – Confidential 46 978.500.9666
  • 47.
    ACTION STEPS II Set a Clear Timetable Build in a clear timetable in your Plan of Action and stick to it. Be sure to leave flexibility, with the understanding this timetable is only important to you. WPM Enterprise – Confidential 47 978.500.9666
  • 48.
    ACTION STEPS III Establish Ability to Move Market Share Assess your facility’s ability to move market share from one supplier to another before beginning negotiations with suppliers. WPM Enterprise – Confidential 48 978.500.9666
  • 49.
    ACTION STEPS IV Target Measurable Results Collect & analyze data with your project team and gain consensus on measurable and realistic savings that can be obtained. To ensure these cost savings materialize, facilities must also set processes in place that continually monitor and record contract results are being achieved. To not rely on the supplier to provide the compliance data needed to achieve contract milestones. WPM Enterprise – Confidential 49 978.500.9666
  • 50.
    ACTION STEPS V Obtain Senior Management Commitment Continual commitment from senior management helps keep the project moving and demonstrates the importance of the project to all hospital staff. WPM Enterprise – Confidential 50 978.500.9666
  • 51.
    ACTION STEPS VI Build a Representative Project Team Implant cost-reduction initiatives affect a range of stakeholders, as well as quality of care Including all affected stakeholders reduces the risk of staff resistance to the final solution and ensures quality concerns are not overlooked. WPM Enterprise – Confidential 51 978.500.9666
  • 52.
    ACTION STEPS VII Involve Clinicians and Address Physician Needs With quality of care as their first priority, physicians drive the decisions about which implants they use and which suppliers are acceptable. Therefore, facilities must engage physicians throughout the process – from data collection through supplier selection and custom contracting. WPM Enterprise – Confidential 52 978.500.9666
  • 53.
    ACTION STEPS VIII An environment that nurtures involvement Involving the right people and acting on their input throughout the process is a major step to winning support. Providing comprehensive, reliable data builds team trust and generates a sense of urgency. To enhance support from all facets, incentives should be provided for their participation and compliance. WPM Enterprise – Confidential 53 978.500.9666
  • 54.
    ACTION STEPS IX Present Comprehensive Data The data should focus on actual costs for conducting procedures compared to reimbursements for those procedures. Collecting the data is a labor-intensive process, requiring facilities to examine their implant logs, purchase orders and invoices. To ensure complete data, facilities should involve clinical department managers in the data collection process. Collected data should include: Number of procedures by facility and Physician brand physician preferences Suppliers used Number of physicians Dollar/unit volume per case, by supplier & DRG reimbursement hospital Non-device costs 54 Cost variation between WPM Enterprise – Confidential facilities and 978.500.9666 physicians
  • 55.
    FURTHER ON DATA Example: - Primary Hip by Physician 12/05-4/06 Regional Physician A Average $8,136 2 procedures 6% Physician B 3 procedures $8,827 9 % Physician C 9 procedures $6,920 27% Physician D 7 procedures $7,140 21% Physician E 7 procedures $10,311 21% Physician F 4 procedures $8,189 5% Physician G 1 procedure $8,136 3% $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 $10,000 $11,000 WPM Enterprise – Confidential 55 978.500.9666 Copyright Amerinet
  • 56.
    FURTHER ON DATA Example – Primary Knee Variable Cost to Reimbursement $12,554 Medicare 141 Implant cost of $7,699 & LOS of 4.10 days @ $1,537 $14,001 Cases $18,441 Non-Medicare 63 Implant cost of $7,699 & LOS of 4.10 days @ $1,537 $14,001 Cases $0 $5,000 $10,000 $15,000 $20,000 Variable Cost (Implant & LOS Cost) Average Reimbursement *Bilateral procedures are not included WPM Enterprise – Confidential 56 978.500.9666 Copyright Amerinet
  • 57.
    FURTHER ON DATA Example – Cervical Spine Fusion by Level – posterior entry $12,000 $11,000 $10,000 $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 Pysician 1 Physician 2 Physician 3 Level 1 $4,879 $3,064 $6,848 Level 2 $8,844 $11,071 $6,725 WPM Enterprise – Confidential 57 978.500.9666 Copyright Amerinet
  • 58.
    ACTION STEPS X Evaluate and Select Cost Reduction Options Identify several possible cost-reduction strategies and involve physicians in selecting which to use. The best solution will deliver significant and sustained cost savings and use physicians’ preferred suppliers. To achieve the maximum bottom-line impact, facilities turn to custom contracting, involving the physician team in which suppliers will be involved in the contracting process. WPM Enterprise – Confidential 58 978.500.9666
  • 59.
    ACTION STEPS XI Product Evaluation Committees One key way to keep these costs in check is by having policies & procedures in place for the introduction of ‘new technology’ – or what is being defined as “proprietary” by some suppliers. These policies will eliminate the purchase of products not on contract. WPM Enterprise – Confidential 59 978.500.9666
  • 60.
    ACTION STEPS XII Develop Clear Communication Strategies Clear and appropriate communication between the physician and the supplier and between the facility and the supplier must occur for successful negotiations. Physicians see supplier representatives as trusted partners in delivering quality care. Physicians are often concerned that the negotiation process may strain that trust. Providing suggested talking points for physicians can alleviate their discomfort and increase the chances of success significantly. Be clear and honest with the suppliers at the negotiating table. Facilities should clearly state their need to reduce costs, their cost-reduction goal and the strategy they have chosen. WPM Enterprise – Confidential 60 978.500.9666
  • 61.
    Venue for IndustryConsideration Reimbursement is favorable to recapture margins Government posturing a more competitive environment Other stakeholders will not stay at arms length Economic cascade via co-payments to consumer Will we accept legitimizing “tier care” and provide better health care for those of financial means? WPM Enterprise – Confidential 61 978.500.9666
  • 62.
    BUSINESS STATEMENT Since 1978 I have been building experiences in strategy development, organizational placement and national contracting. Starting out by “walking the halls” in a provider environment, I was able to obtain a working knowledge of hospital infrastructure and process interdependence. Having developed National Account Platforms for three Fortune 500 Corporations, I provided contracting activity and implemented price- discounting strategy for products spanning the influences of commodity to highly technical. I have further developed “umbrella programs” for multi- division companies that leverage synergies under a shared service profile. As a consultant, I have become recognized as a passionate facilitator of collaboration between buyers and sellers, participating on industry panels and forums on the need to establish the value of new technology. WPM Enterprise – Confidential 62 978.500.9666