Q&A: How Aetna Redefines Case Management for Medicare Population

January 12th, 2012 by Jessica Papay

The purpose of case management is care completion, states Dr. Randall Krakauer, Aetna’s Medicare medical director. Prior to his presentation on Demonstrating the Value of the Embedded Case Manager for the Medicare Population, Dr Krakauer discussed in detail the purpose of case management, the act of combining the capabilities of the physician and the health plan to create something new, and the enhanced patient experience that results from the medical home partnership between Aetna and Emory Healthcare.

HIN: What is the purpose of case management?

(Dr. Randall Krakauer): The purpose of case management is to assist members in the management of their own health. Case managers provide advice and assistance to make sure that patients understand what they need to do and that their questions are answered to engage their own risk factors and manage them better. Case managers help members to engage their own chronic conditions and to manage them more properly, and to better navigate the healthcare system to their own benefit.

HIN: What is care management at the provider level?

(Dr. Randall Krakauer): Better care management would involve the provision of additional resources at the provider level. This includes data (which may not be available to a provider) and longitudinal contact. Providers generally assume and accept responsibility for management of their own patients’ illnesses. They don’t always have all the data, however, and they sometimes don’t have the outreach for longitudinal follow-up case ability. For example, they don’t always know what other physicians are doing. They don’t always know what other medications are being prescribed. Patients get lost in follow-up. Patients don’t always follow instructions or fill their own prescriptions. They leave a physician’s office and don’t necessarily understand the instructions as well as they should. The purpose of case management is care completion. When a physician sees a patient in the hospital and writes a set of orders, he has a very high level of confidence that this will all get done. That’s not the case with outpatients seen in the office. The purpose of case management is to improve the ability to manage the cases in that milieu.

HIN: How can the capabilities and skill sets of the health plan be combined with those of the provider to create something greater than the sum of its parts?

(Dr. Randall Krakauer): The health plans generally engage in case management and disease management for a population that they identify through their own means or algorithms. They try to coordinate and collaborate with physicians’ offices to whatever extent is possible, frequently by telephone. Physicians are likewise trying to manage their own patients and this includes incoming calls and occasionally outgoing calls, plus other types of contact. They each have information and data that the other may lack. The physician has knowledge of the case, the family and the milieu that the health plan lacks. The health plan has claims information, its own process and transaction data for the individual case, and also global information on outcomes for the provider’s patients in general. We also have an expertise in longitudinal case management and the ability to provide people who will, with experience, outreach to members in between office visits.

Combining the capabilities of the physician and the health plan can create something greater than the sum of its parts; that is, the physicians can identify cases better that could be in need of case management. Physicians, in collaborating with case managers, can give case managers instructions on types of follow-ups that are necessary. Case managers can provide physicians with information, transactions, etc. For example, “This patient left your office. What has happened that you should know about that requires your attention?” Or, “Your heart failure patient has put on a kilogram and a half of weight in one week.” “This prescription was not filled.” It is this interchange, exchange and collaboration that has the potential for creating something that is better.

HIN: Aetna recently announced a partnership with Emory Healthcare and a patient-centered primary care program that will use embedded case managers. You were quoted as saying that this medical home partnership would improve the patient experience. Can you describe how this will happen?

(Dr. Randall Krakauer): In collaborating with the Emory physicians and their staff, we will be able to keep in contact with our members, and/or their patients, when they leave the office to answer questions, to follow up on health issues, to follow up on prevention issues, to follow up on management issues, to bring issues that arise to the attention of the physicians, etc. Once again, we cannot create the milieu of an inpatient patient experience for someone who has gone home. We can try to improve the completion factor, the ability to complete the care that is ordered and provide feedback and information on the results of this care.

Two Medical Home Approaches Behind $1 Billion in N.C. Medicaid Savings

January 9th, 2012 by Patricia Donovan

Aggressive care management and preventive care saved North Carolina Medicaid nearly $1 billion over four years, according to a new analysis by Milliman Inc., a national healthcare consulting firm.

This latest report of savings in the Tar Heel State from patient-centered medical homes (PCMH) links the cost reductions to reduced hospital admissions, readmissions and emergency room visits, many of which are avoided when patient care is managed more efficiently.

The savings update was announced in a press release this week by the office of the state’s office governor, Bev. Perdue.

To provide medical homes, the state continues to partner with the Community Care of North Carolina (CCNC), a nonprofit group of local healthcare provider networks that provide and coordinate care for Medicaid recipients. The 14 regional CCNC networks since 1998 have pooled their resources for technological and administrative purposes, which not only saves operational costs but also provides opportunities for cooperation and collaboration throughout the networks.

With financial support from The Commonwealth Fund, CCNC has created a 16-module toolkit on constructing a medical home approach for vulnerable and high-cost populations.

The modules span everything from program development and rollout to IT support and informatics to establishing a network pharmacist program. There are also modules dedicated to a pregnancy medical home, integration of behavioral health and other populations.

CCNC has also created a workbook and resources for organizations pursuing recognition as a patient-centered medical home.

The Milliman report found that the key to the success of medical homes approach is a strong emphasis on preventative care, and aggressive care management. Although the cost of frequent office visits and treatment of newly diagnosed conditions adds to program costs initially, the reduction of emergency room visits and hospital admissions, as well as capturing of efficiencies and improving quality of care, results in significant savings and better health for the recipient.

The report by the San Diego-based accounting firm examined the impact of the state’s support for primary care medical homes – a system to coordinate healthcare for Medicaid recipients. Milliman’s report, which was required by the General Assembly, found that recipients with a medical home get better care and consumed fewer Medicaid resources than those who lack a medical home. From fiscal year 2007-2010, N.C. Medicaid avoided spending $984 million by having 1.1 million of its members enrolled into medical homes. In just the last two fiscal years of the study – 2009 and 2010 – $677 million was saved.

As N.C. Medicaid enrolled higher numbers of its members into a CCNC medical home, Milliman found annual savings increased—$103 million in fiscal year 2007 (July 1, 2006-June 30, 2007); $204 million in FY 2008; $295 million in FY 2009; and $382 million in FY 2010.

Milliman also reported that N.C. Medicaid is on a successful path to decrease cost by enrolling aged, blind or disabled (ABD) members into a medical home. Those Medicaid populations are generally the least healthy overall and costliest to treat. Enrollment into medical homes initially would add to the cost of caring for them but pays off in the long term. Indeed, Milliman found that in FY 2006, medical home enrollment of ABD populations cost the state an additional $82 million. But by FY 2010, enrollment of ABD Medicaid recipients into medical homes had paid off with the state avoiding $53 million in costs.

Study Suggests New Ways to Assess Hospital Quality

January 9th, 2012 by Cheryl Miller

It’s a new year, time to ring out the old, ring in the new, and reassess existing notions that, like some of those old sweaters, just don’t fit anymore.

For example, a new study from the Yale School of Medicine suggests that previously used ways to assess hospital quality might be in question. Until now hospitals, health insurers and patients measured hospital quality on the number of patient deaths during hospitalization. New research reveals that this measure could be misleading given that some hospitals keep their patients for a shorter time due to patient transfers, and that these hospitals are being favored. The study suggests an alternative approach: measuring patient deaths over a period of 30 days of admission, even after they have left the hospital. This finding could have wide implications as quality measures take on more importance in the healthcare industry.

And an international study suggests that the U.S. healthcare system can be modified to decrease readmission rates, showing that up to one third of heart attack readmssions might be preventable. The study of more than 5700 heart patients in the United States, Canada, Australia, New Zealand, and 13 European countries showed that readmissions may be preventable because rates are nearly one-third lower in other countries.

The HHS finalized its core set of Health Care Quality Measures for Medicaid-eligible adults; it comprises six major categories, among them prevention and health promotion, management of acute conditions, and availability of care. Healthcare providers and
insurers can use these measures to track care delivery among adults enrolled in Medicaid, as well as monitor and improve quality. More details can be found in this issue.

And lastly, a new initiative welcomes an old friend: Dr. Janice Pringle, a valued contributor on medication adherence, has been named an Innovation Advisor;
she is one of 73 selected for this initiative from CMS, designed to improve healthcare for patients. She and others will test new models of care delivery, form partnerships with local organizations to drive delivery system reform, and improve their own health systems.

This and more in this week’s issue of the Healthcare Business Weekly Update.

3 Key Influencers in Improving Medication Adherence

January 4th, 2012 by Patricia Donovan

The big three players in programs to improve medication adherence are the primary care doctor, the pharmacist and the case manager, according to 2011 market research by the Healthcare Intelligence Network. The pharmacist is also being recruited in a big way to assist with these programs, both at the health plan and primary practice levels, according to 162 healthcare organizations that took the survey. Often it is the pharmacist in the patient’s local drugstore that is making the primary contact, frequently with the help of motivational interviewing, and the patients like this.

“The patient feedback is our secret weapon, because it does provide the patients with the opportunity to be able to say, ‘I felt I was heard and understood, my needs were met,’ explains Dr. Janice Pringle of the University of Pittsburgh School of Pharmacy. The university is a collaborator in a pilot that teaches retail pharmacists the principles of motivational interviewing, which they in turn use to screen customers for adherence issues. Other pilot participants are Rite Aid and CECity. “It’s not satisfaction,” she stresses. “A lot of people call it that. Satisfaction is more of a passive, evaluation of the process, where feedback is actually saying how they felt that their needs were met.

The University of Pittsburgh pilot participants are evaluating some of the interim results, she notes. “As a researcher, I’m very, very careful. However, I can say that there is an indication that there are statistically significant changes in adherence for the participating [pharmacy] sites. This will be borne out by our more thorough evaluation in mid-2012. We’ll be comparing not only changes over time amongst the intervention pharmacies, but also comparing to a group of pharmacies that we consider control pharmacies for the same time period and the same metrics.”

Pharmacist motivation and satisfaction with the effort is high, as well. Dr. Pringle shares a comment from one of the pharmacists in the pilot: “We have to do this project. All of us have been trained to work with patients and we have not been able to do that. This is the chance we’ve been looking for to have more contact with our patients and to make a difference in their lives.”

The prevalence of programs to monitor and improve medication adherence has remained steady from 2010 to 2011; this year’s survey identified just a slight uptick in adherence-related interventions. While the big five chronic conditions — ischemic heart disease, diabetes, COPD, asthma and heart failure — are still primary targets for these programs, there is also a move toward targeting individuals with dementia, stroke and osteoporosis.

The value of case managers in improving medication adherence levels is underscored by health plan respondents: 56 percent have given primary responsibility for these programs to case managers. Several future programs will embed case managers in physician practices for this purpose and/or step up case management of patients with chronic illness.

New Wellness Coach Profile: Meet Ramona Fasula

January 3rd, 2012 by Jessica Papay

Here we take an inside look at a wellness coach, the choices made on the road to success, and the challenges ahead.

Ramona Fasula, owner of Wellness by Ramona.

HIN: What was your first job out of college and how did you get into health coaching?

Ramona Fasula: My first job out of college was working for a mortgage company. I continued my path in the financial industry working in banking and then I worked as an analyst for an investment management firm. I was laid off during the financial crisis and it forced me to think about my life and what I wanted in my career. The day I was laid off, I had a conversation with a friend of mine, who said that I’ve always been into health and fitness and I was great with people. She encouraged me to follow my passion and start my own business. I always wanted to own my own business, but I wasn’t sure what I wanted to do. It took losing my job to figure it out. The next day, I enrolled at the Integrative Institute for Nutrition and got my health coaching certificate 11 months later. It was the best decision I ever made in my life. My father always told me that if you do not have your health, you have nothing, and that is true. Your health affects every aspect of your life. To be able to help other people live longer, healthier lives is rewarding. I could not ask for a better job.

Have you received any health coaching certifications? If so, please list these certifications.

I am a certified holistic health coach. Beginning this month, I will be attending an integrative nutrition cooking program for six months. I will also be working on becoming a certified aromatherapist. Once I finish those programs, I will be pursuing a PhD in naturopathic medicine.

Has there been a defining moment in your career? Perhaps when you knew you were on the right road?

I knew I was on the right track when one of my clients, who has fibromyalgia, told me that she had been through 10 specialists in one year and I was the only person who has been able to help her. She had lost 40 pounds, which is something that she hadn’t been able to do before she started working with me. Symptoms of the fibromyalgia had also started to disappear.

In brief, describe your organization.

My goal is to offer many different healing modalities to my clients. Starting this month, I will be expanding the business. In addition to health coaching, I will be offering healthy cooking classes, Reiki and raindrop therapy, which is an amazing technique invented by Dr. Gary Young, who owns Young Living Oils. I strongly believe in the power of education. The more education that I receive, the more I can offer my clients.

What are two or three important concepts or rules that you follow in health coaching?

Every day, take the time to focus on your “primary foods” and evaluate what you are getting out of them. This includes career, spirituality and the relationships that you keep, among other things. If you are not getting out of them what you’d like to, then you need to make some changes in your life. Unfortunately, primary foods affect the types of foods that you eat. You want to make sure that you are nourishing your body, mind and spirit each day. They are all connected. I also strongly believe in the power of positive thinking. Positivity attracts positive things into your life, while negativity will do the opposite.

What is the single-most successful thing that your company is doing now?

Right now, the focus has definitely been school; however, I have been working on developing relationships with the American Diabetes Association and the Juvenile Diabetes Association. Diabetes is an epidemic in this country and it needs to be stopped. The way to do that is through education. I am planning to do many diabetes workshops this year to teach people how to not only manage this disease, but to prevent it. Knowledge is power.

Do you see a trend or path that you have to lock onto for 2012?

I will work with anyone who needs my help, but I would really like to focus on working with diabetics. My father passed away from complications of the disease 10 years ago and I’m convinced that if I knew then what I know now, he would still be alive today. There are 25.8 million Americans suffering from this disease and 8 million who go undiagnosed. That number is expected to triple by 2050. Diabetes is all about diet, and I believe that so many diabetics do not know how to eat for this disease. In memory of my father, I want to help people so that they don’t have to suffer the way that my father did.

What is the most satisfying thing about being a health coach?

To be able to wake up every day, knowing that you made a difference in someone’s life. That’s why I am a health coach — to make a difference.

Where did you grow up?

I was born in Staten Island, NY. I lived there for 10 years, moved to New Jersey for a year, and then to Pennsylvania where I still live today. I live right outside of Philadelphia.

What college did you attend?

I attended Millersville University in Lancaster, Pennsylvania for my undergraduate degree, which is in marketing. In December I finished up my MBA at UMASS-Amherst.

Are you married? Do you have children?

No, I’m not married yet. I believe that in order to have a successful marriage, you need to know who you are and what you want out of life. I feel like I’m just figuring that out right now.

What is your favorite hobby and how did it develop in your life?

Dance has always been my passion. I took dance lessons for many years. Thanks to the television show “Dancing with the Stars,” I really started getting into ballroom dance. I had to stop taking lessons for a while because my MBA became too time consuming.

Is there a book you recently read or movie you saw that you would recommend?

I recently read “Battlefield of the Mind” by Joyce Meyer. Health is not just about what you eat, it is also about what you think. Thinking positive thoughts has a profound impact on your health, so we definitely need to make sure that we are guarding our mind and thinking positive, healthy thoughts. I would definitely recommend this book.

Meet Case Manager Linda Conroy: Breaking Down Barriers Between the Hospital and Community

December 23rd, 2011 by Cheryl Miller

This month we provide an inside look at a healthcare case manager, the choices she made on the road to success, and the challenges ahead.

Linda Conroy, RN, BSN, Clinical Integration Case Manager for Hartford Physician Hospital Organization (HPHO)

HIN: What was your first job out of college and how did you get into case management?

Linda Conroy: I started my nursing career as an LPN and obtained a position as a case manager at a home care agency. I spent the next 15 years going to school part-time and working at home care agencies part-time. After obtaining my BSN. I went to work at Hartford Hospital in the Clinical Research Center as a clinical research associate. From there I accepted a position as a case coordinator/discharge planner and I am currently working at HPHO as a clinical integration case manager. I was able to get into case management as an LPN due to my recent employment at The CT Hospice in Branford. The home care agency at the time was starting a hospice program.

Has there been a defining moment in your career? Perhaps when you knew you were on the right road?

I knew I was meant to be a case manager from the beginning. I found it to be both challenging and rewarding. I loved the process of identifying barriers to my patients’ health and researching resources.

What are two or three important concepts or rules that you follow in case management?

Always try and understand what the patient is feeling. Allow the patient/family to guide me in what they want and how they want to reach their goals. Do No Harm.

What is the single most successful thing that your organization is doing now?

The HPHO is working with Hartford Hospital to reduce the rate of readmissions for our patients that are discharged with a primary diagnosis of congestive heart failure. We are working with several home care agencies and skilled nursing facilities to provide improved transition of care and education to both family and patient.

Do you see a trend or path that you have to lock onto for 2012?

I plan to continue to work with the team to develop effective interventions to assist our patients in managing a chronic illness, and to break down silos both within the hospital and in the community.

What is the most satisfying thing about being a case manager?

Enabling patients and families.

What are your favorite hobbies, and how did they develop in your life?

I love to garden, play golf and knit. My mom taught me how to knit when I was seven and I have found it to be very relaxing and therapeutic. I love being outdoors and finding ways to make my yard fun. I play golf to be with my husband.

Is there a book you recently read or movie you saw that you would recommend?

Yes, “Still Alice” by Dr. Lisa Genova.

ICD-10 Compliance from the Health Plan Perspective

December 23rd, 2011 by Jackie Lyons

A three-step process for resolving discrepancies between ICD-9 and ICD-10 codes has allowed Blue Cross Blue Shield of Michigan to complete its version of the General Equivalence Mappings (GEMs) and move closer toward ICD-10 compliance readiness.

However, not all health plans are as prepared for ICD-10 implementation, according to healthcare executives that participated in HealthEdge’s recent Payor Market Survey. With less than two years to go until ICD-10 must be fully implemented, only 22 percent of the respondents surveyed felt that their organizations were “completely prepared,” while 36 percent listed their organizations as “somewhat prepared,” and 37 percent reported that they were only “starting to prepare” for this important new standard.

“At this point, payors should be well on their way towards meeting ICD-10 mandates,” said Ray Desrochers, executive vice president of sales and marketing for HealthEdge, in a MarketWatch press release. “Our survey instead revealed that many organizations are behind schedule, and many payor executives are struggling to address business needs while simultaneously trying to avoid pouring more money into the remediation of their outdated technology infrastructure. It is critical that payors make evaluating and remediating their IT systems a priority in 2012, so that they are ready to both meet the 2013 ICD-10 deadline and the other rapidly evolving needs of the new healthcare marketplace.”

Dennis Winkler, ICD-10 technical program director at Blue Cross Blue Shield of Michigan, described where health plans should be on the ICD-10 timeline at the start of 2012.

“As we look at and enter into 2012, we really expect, and we would hope that most payors in the industry are in a position of taking their resulting maps and applying it to their internal infrastructure – whether it’s application programs or your analytics environment,” he said.

According to Winkler, organizations should have the incorporation of the business changed activites, such as the maps, laid into the operational infrastructure, such as the programs. Therefore, they can commence testing from an end-to-end standpoint in the second half of 2012. This leaves the remainder of 2013 to do external testing with the constituents.

Winkler will share the health plan’s mapping strategy along with other organizational readiness tactics during a 45-minute webinar on January 18, 2012.

Q&A: With Hospital Core Measures, 90% Doesn’t Cut It

December 22nd, 2011 by Jessica Papay

Good core measure performance is good patient care, explains Dr. Steve Berkowitz, president at SMB Health Consulting and former chief medical officer for the central and west Texas division of HCA at St. David’s HealthCare. Prior to his presentation on Healthcare Performance Improvement: Exceeding Core Measure Targets for Value-Based Reimbursement, Dr. Berkowitz discussed the most challenging clinical measures to improve, tools for collecting core measure data and physician incentives to improve performance.

HIN: St. David’s healthcare system has specifically improved care related to heart attacks, heart failure, pneumonia and surgical care. What was the most challenging clinical measure among those to improve and what process changes sparked the improvement?

(Dr. Steve Berkowitz): Every one of those measures has unique challenges that we needed to handle. Frankly, a general challenge that we had was developing these protocols over eight hospitals in two different markets. Having said that, the most challenging measures are the surgical care improvement program (SCIP) measures because they are resource-intensive as well as require physician buy-in and input to make sure they get done appropriately. One thing I want the audience to come away with is a sense of enthusiasm that your organization can get it done. You can achieve virtual 100 percent performance with some hard work, checking and rechecking, and dedication of your physicians, nursing, pharmacy and administration. But most important, the establishment of good core measure performance is good patient care.

HIN: Can a hospital or health system that does not have an electronic health record share this type of data efficiently?

(Dr. Steve Berkowitz): Absolutely. When we first started this, we had very little of an electronic record at St. David, and that’s improving fast. What we were able to do was just develop internal processes to track those patients very early, have concurrent review of those patients, and get the data widely disseminated and available. Not only can we track our performance now, but we can use that data to identify outliers, whether they be physicians, nursing, pharmacists, etc., so that we can specifically target approaches to go for our goal of zero misses.

HIN: In the absence of the EHR, did you use registries at all to either collect the data or disseminate the data?

(Dr. Steve Berkowitz): We had some internal processes that we developed. But it really was a function of downloading all of the data from our system and then individually tracking and monitoring. I want to emphasize that to be excellent in core measures, it’s very labor intensive. You have to check, check and recheck, and there needs to be redundancies built into the system because we need zero misses. Ninety percent doesn’t cut it anymore, 95 percent doesn’t cut it anymore, and even 99.6 percent performance leaves a lot of dollars on the table.

HIN: What physician incentives were in place, or are in place, at St. David to encourage performance improvement?

(Dr. Steve Berkowitz): We have very little physician incentive there, although there is an incentive plan for the hospital lists because they are the driver of these measures, particularly with heart attacks, pneumonia and heart failure, and maybe less so with SCIP. But we instituted an incentive program for our hospital lists and they led the charge. They got us to outstanding performance quickly in those three categories.

Hospital Initiative, GE-Microsoft Collaboration Target Healthcare-Acquired Conditions

December 19th, 2011 by Cheryl Miller

Hospitals are the targets of two of our stories this week: an initiative and collaboration both aimed at reducing the millions of preventable injuries and complications arising from hospital-acquired infections (HAI.) Ironically, this refuge for the sick is making people sicker; in the United States alone, an estimated 1.7 million HAIs occur annually, resulting in $35 billion in additional healthcare costs, and the loss of nearly 100,000 lives. As we reported in an earlier story this year, a University of Maryland report found that nearly half of the hospital rooms of patients who tested positive for a multi-drug resistant bacteria were contaminated with the bacteria.

In response to this, hospitals across the country will now have the resources and support to reduce HAIs: the HHS has launched a new initiative called the Hospital Engagement Network. Part of the Partnership for Patients initiative, a nationwide public-private collaboration to improve healthcare, $218 million will be awarded to 26 state, regional, national, and hospital system organizations to help develop learning collaboratives for hospitals and provide a wide array of initiatives and activities to improve patient safety.

And a new collaboration between GE Healthcare and Microsoft is tackling this problem by pulling together data from disparate IT systems and identifying those patients most at risk for a given HAI. Hopefully their solutions will enable healthcare organizations to more effectively deploy their resources and deliver better care at lower costs.

And on a local level, a new ER unit designed solely for seniors is in place in HIN’s backyard, at New Jersey’s Monmouth Medical Center. To ease the increasingly complex needs of those 65 and up, the unit has special age-related features like wall sconces with dimmers and floor lighting to prevent falls. More in this issue.

In other news, a new study shows that disease registries can improve health outcomes and save the United States billions of dollars. Research on 13 registries in five countries, including the United States and Sweden, shows that these tools are becoming even more important under healthcare reform as payments for care are linked to effective treatments. According to our 2011 Survey on patient registries, 68 percent of respondents are using registries to improve care quality.

And lastly, a new report from Deloitte reveals that the majority of physicians do not think that PPACA will reduce costs by increasing efficiency, and they are predicting a continued shortage in primary care physicians as they seek administrative roles in health plans, hospitals and other settings.

These stories and more, in this week’s issue of Healthcare Business Weekly Update.

Medicare Weighs in on Obesity Counseling for Seniors

December 15th, 2011 by Cheryl Miller

Call it Medicare meets the Biggest Loser.

CMS is now swallowing the costs of screening and counseling for beneficiaries considered to be obese, or at risk for obesity. Doctors determine patients’ eligibility, and those who meet the requirements, or have a BMI greater than or equal to 30 kg/m2, get to participate in the program.

Eligible “contestants” receive dietary and nutritional assessments and face-to-face counseling sessions in a physician’s office each week for a month, and then every other week for an additional five months. The “biggest losers,” or those that lose at least 6.6 pounds, or 3 kg during those six months, get continued sessions for up to a year.

The benefits of the program far outweigh the costs, given the burden that obesity places on states: a recent study from Duke University showed that obesity costs states $15 billion a year in medical expenses. And according to the CMS, over 30 percent of both men and women in the Medicare population are estimated to be obese, a condition that is directly and indirectly associated with many chronic diseases, including those that disproportionately affect racial and ethnic minorities such as cardiovascular disease and diabetes.

Efforts to help curb the epidemic aren’t new; as we reported in our recent survey on Obesity and Weight Management, nearly 72 percent of respondents said they were implementing programs to manage weight or prevent obesity. While adults accounted for the largest population target, 6.4 percent of respondents said that they were targeting the Medicare population with their weight control programs.

Unlike the “Big Reveal” on the network series, we won’t get to see the transformed patients, unless they land gigs with Weight Watchers or Jenny Craig. But the program might take an ever so small bite out of the existing healthcare costs facing us today, and the participants’ loved ones might get to hold onto them (figuratively?) for a little longer.