Key factors to consider when creating efficient hub models

Speaking at Hubs West in San Diego in September, Lakia Lewis-Latin, director of access and reimbursement product ownership at AbbVie, discussed key factors organizations should consider when building efficient hub models.

As companies compare hub models, Lewis-Latin said it’s important that organizations understand their primary objective and that the chosen model aligns with their operational goals, adding that “they tie to your PSP [patient service program] care model in the overall design.”

This involves determining the standard roles as they relate to the services provided within the PSP, such as case managers, insurance specialists, call center representatives, specialty pharmacy liaisons, or care navigators, she said.

In addition to operational goals, Lewis-Latin stated infrastructure requirements—including employing technology—and the need to evaluate what that currently looks like.

“This goes into ePA services, eBV services, prior authorizations, pharmacy prescriptions, and transfers, and really looking at how you’re going to build those and partner. Are you going to build them from within? So leveraging your existing ecosystem, building proprietary systems or partnering with different third-party vendors,” she said.

Scalability and cost implications were also highlighted as key factors as programs evolve over time. This includes considering components such as product indications; model selection such as hybrid, in-source, or outsource; identifying metrics; and benchmarking.

“Consider your program design. Consider where it’s going to be 12 months, 15 months, two years out,” Lewis-Latin said.

“If you do have those insights, start looking through how it is best to prepare which model you’re going to go with.”

As for cost implications, Lewis-Latin advised to “investigate and understand the total cost of ownership of what it will look like to stand up your particular model.

“Include not only the initial setup cost, but really start looking at the ongoing maintenance and operational expenses as it relates to those. And then any potential savings that you may be able to gain,” she said.

Lakia Lewis-Latin, director of access and reimbursement product ownership, AbbVie

3 more factors

To maximize efficiency and headcount utilization, Lewis-Latin suggested examining these three factors: core competencies and expertise; cost and resources allocation; and flexibility.

“What are some areas where you do have key expertise? What are your strengths? Where can you leverage? Where does your team really excel?” she told the audience to think about.

By identifying their expertise, companies can determine, for example, whether in-sourcing is more cost effective or if outsourcing is favorable for leveraging capabilities already established, Lewis-Latin said.

“Outsource models do tend to reduce labor costs and overhead, but also be mindful of some of those hidden costs that we tend to see.

“Sometimes there are trade-offs when it relates to quality, especially if you are outsourcing. In-source models tend to have a higher fixed cost, but you do tend to have better control over things like quality in your operational processes,” she said.

Lewis-Latin also noted that whichever model that is implemented, it needs to be flexible and scalable.

“Step back and determine how dynamic my operational process and my operational needs need to be.

“While you’re aligning this to your overall PSP model and your strategic business objectives, think through considering these three factors that will help as you tie things back to your operational model, your strategic goals, and overall capabilities.”

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