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AHCA/NCAL First Quarter Advocacy Blueprint

AHCA/NCAL First Quarter Advocacy Blueprint. 2014 . Objectives. To ensure that SNF providers do not receive an additional rate cut or reduction in the Market Basket increase.

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AHCA/NCAL First Quarter Advocacy Blueprint

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  1. AHCA/NCALFirst Quarter Advocacy Blueprint 2014

  2. Objectives • To ensure that SNF providers do not receive an additional rate cut or reduction in the Market Basket increase. • To advance a solutions driven agenda that is beneficial to our members and incorporates volume shifting policies to the SNF sector. • To achieve an earlier implementation date of MMR reforms consistent with the Senate version released in December 2013. • To ensure passage of Part B extenders in 2014.

  3. SWOT • Strengths • Strong relationships with growing reputation as a constructive advocacy group. • Commitment from House Leadership to avoid provider cuts. • Key staff support of volume shifting savings concepts. • Solutions fully developed that score savings. • Chairman and staff changes on Senate Finance Committee. • Unified sector with strong political presence. • Quality indicators are improving. • Weaknesses • Not cut in last two SGR patches. (Making us a target) • Timing of SGR expiration is concurrent with other important deadlines. • Patch or permanent fix will require offsets. • Truncated congressional work calendar. (9 weeks) • Perception of high Medicare margins.

  4. SWOT • Opportunities • Advance alternative savings solutions that mitigate risks for cuts both legislatively and in the press. • Advocate for non-healthcare pay-for’s. • Advance legislation that resolves the observation stay problem. • Amplification of progress on quality • Threats • Congressional propensity to make provider cuts in lieu of thoughtful reform. • Other provider groups advocating cuts to SNF’s. • MedPac recommendations being used as justification to cut rates. • Provider cuts outside of market basket resurfacing (Provider tax, bad debt)

  5. Conclusions • Nine month SGR fix most likely outcome at a cost of approximately $12B. • Continuing to prepare for the possibility of a permanent SGR fix is prudent in light of low price tag. • Environment remains extremely volatile with a multitude of possible scenarios.

  6. Recommendations • Continuing our messaging strategy focused on key members and leadership. • Focus message on quality progress and low margins as reason for no additional cuts. • Aggressively develop/finalize pay-for policies (bundling, re-hospitalization) to propose as an alternative to traditional cuts. Simultaneously advocate for alternative pay-for alternatives.(hips/knees) • Continue to intensify political engagement and fundraising strategy in Q 1 of 2014 towards key members. (Front loading events in light of timeline) • Explore collaborative opportunities with others in post acute space.

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