components of an integrated delivery system of an integrated delivery system managing populations in...
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H E A L T H M A N A G E M E N T A S S O C I A T E S A c c o u n t a b l e C a r e I n s t i t u t e
180 NORTH LASALLE, SUITE 2305, CHICAGO, ILLINOIS 60601 TELEPHONE: 312.641.5007 FAX: 312.641.6678
WWW.HEALTHMANAGEMENT.COM
PAT TERRELL, EXECUTIVE DIRECTOR • TERRY CONWAY, MD, DIRECTOR OF CLINICAL PRACTICE • DOUG ELWELL, DIRECTOR OF FINANCE ART
JONES, MD, DIRECTOR OF FINANCE • GREG VACHON, MD, DIRECTOR OF CLINICAL PRACTICE MEGHAN KIRKPATRICK, ADMINISTRATOR
Components of an Integrated Delivery System Managing Populations in a Safety Net Environment
June 2013
Terry Conway, MD
Greg Vachon, MD
Linda Follenweider
Lori Weiselberg
Contributing Authors:
Gina Eckart, Doug Elwell, Susan Greene, Art Jones, Meghan Kirkpatrick, Maurice Lemon, Pat Terrell, Linda Trowbridge, Elliot Wicks, Deborah Zahn
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TABLEOFCONTENTS
ContextandIntroduction___________________________________________________________________________________4
AccountableCareManual ________________________________________________________________________________4
LegalandGovernance_______________________________________________________________________________________5
Finance_______________________________________________________________________________________________________6
InfrastructureandCapacityBuilding______________________________________________________________________8
AdministrativeInfrastructure____________________________________________________________________________8
EligibilityScreening/Enrollment______________________________________________________________________8
AssignmenttoaPCMH_________________________________________________________________________________8
PCMHSupport __________________________________________________________________________________________8
ManagedCareContracting/OtherProgramsRequiredSupport ____________________________________9
FinancialSystems_______________________________________________________________________________________9
InformationTechnology(IT)/Reporting______________________________________________________________9
WorkforceDevelopment_________________________________________________________________________________10
SkillsDevelopment ____________________________________________________________________________________10
PopulationHealth______________________________________________________________________________________10
LeadershipandStaffing_______________________________________________________________________________11
QualityImprovementandCareCoordination _______________________________________________________11
ChangingtheWorkforce_______________________________________________________________________________12
MeasuringandImprovingPerformance________________________________________________________________12
AssignmenttoaHealthCareDeliveryModel ____________________________________________________________13
Patient‐CenteredMedicalHome__________________________________________________________________________14
Team‐BasedCare_________________________________________________________________________________________14
StaffingModel____________________________________________________________________________________________15
Empanelment_____________________________________________________________________________________________15
UsingTechnology ________________________________________________________________________________________16
InitialandOn‐GoingRiskAssessment__________________________________________________________________16
CareManagementwithinthePCMH____________________________________________________________________16
Evidence‐BasedPreventiveCare______________________________________________________________________16
UtilizationTriggersandTransitionCarePrograms_________________________________________________17
Disease‐SpecificManagement________________________________________________________________________17
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Self‐CareandSelf‐ManagementSupport_____________________________________________________________17
ComplexCareManagement___________________________________________________________________________17
EnablingServices______________________________________________________________________________________18
PCMHAccess _______________________________________________________________________________________________19
SpecialtyandDiagnosticServices_________________________________________________________________________19
Background_______________________________________________________________________________________________19
SpecialtyandDiagnosticAuthorizationProcedures___________________________________________________19
ExpansionofSpecialtyCareCapacity___________________________________________________________________20
ExpansionofSpecialtyCareAccessviaCommunityPartnerships ___________________________________21
AccesstoDiagnosticandProceduralServices_________________________________________________________21
MonitoringAccesstoSpecialtyCare,DiagnosticTesting,andProcedures__________________________22
SpecializedMedicalHomeandIntegratedCare _______________________________________________________22
BehavioralHealth______________________________________________________________________________________22
HospitalandInpatientCare_______________________________________________________________________________28
Hospitals__________________________________________________________________________________________________28
Long‐TermCare__________________________________________________________________________________________29
SupportforSpecialPopulations___________________________________________________________________________30
Conclusion__________________________________________________________________________________________________31
Appendices__________________________________________________________________________________________________33
AppendixA_______________________________________________________________________________________________33
AppendixB_______________________________________________________________________________________________34
AppendixC _______________________________________________________________________________________________35
MedicalHome(Practice‐Based)CareCoordination‐PositionDescription_______________________35
AppendixD_______________________________________________________________________________________________36
MedicalHome(Practice‐Based)RNCareManager‐PositionDescription________________________36
GeneralDuties__________________________________________________________________________________________36
Authors______________________________________________________________________________________________________39
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CONTEXTANDINTRODUCTION
Thepurposeofthisdocumentistoassisthealthcareorganizations,especiallysafetynetorganizationsthatarestrivingtomeetthechallengesofhealthcarereformandthechanginghealthcarelandscape.Theseorganizationsarebeingdirectedandincentivizedtoreorganizetheirdeliveryandfinancingsystemstoimprovequalityofcare,healthoutcomes,andthepatientexperience,whileloweringthecostsofcare.
Concurrentwiththesenewpressuresforchange,healthinsurancecoverageisexpandingforsafetynetpopulations,whichprovidesanopportunityforadditionalrevenueforsafetynetorganizationsthatprovidecaretothepreviouslyuninsured.However,reimbursementisalsotransforming,movingawayfrompaymentforvolumetopaymentforvalue.Thisvalue‐basedpaymentwilllikelyincreasinglybeintheformofcapitation,whichwillentailsomerisktoproviders.Organizationswillbeheldfinanciallyaccountableforhigherqualityofcareandhealthoutcomesofpopulations,ratherthanforjustvolumeofservices.
Whathealthsystemswillsucceedinsuchareformedhealthcarelandscape?Experiencehasshownsystemsthatincludethefullrangeofservicesandprovideintegratedandcoordinatedcarearemorelikelytosucceedinmeetingaccountabilityrequirements.Smallerhealthcareorganizationsarelesslikelytobeabletomeetthesedeliverychallengesaloneandmayhavetojoinwithotherstocreateasystemthatcanprovidecomprehensivecare.Regardlessoftheirsize,safetynetsystemswillalsohavetoredesignandtransformtheircaremodeltoprovideproactive,continuous,andefficientcareforadefinedpopulationratherthanprovidingreactiveandepisodiccare.
Thehealthcaresystemsthatsuccessfullyprovideintegrated,accountablecarewillnotbecastinidenticalformsandstructures.However,someelementsandconstructsarecommontointegratedsystemsthatprovideaccountablecare.Successfulaccountablecaresystems:
• aredevelopedandoperatebasedonadeepandthoroughunderstandingofadefinedpopulation—includingitsdemographics,healthstatusandtrends,andhealthrisks—andthehealthcareandpolicyenvironmentinwhichthesystemoperates;
• arebuiltaroundacoreofcontinuousandaccessibleprimarycarewherethestaffworksinhigh‐functioningcareteams;
• coordinateandintegratecarefortheirpopulationandmeasureandholdthemselvesaccountableforthepopulation’shealthoutcomes;
• useinformationtechnologytoprovideevidence‐basedcaretoindividuals;and• continuallymonitorqualityandcostateverystageofthecaretheydeliver.
AccountableCareManualThismanualpresentsanoverviewof,andapproachesto,designingandimplementingkeycomponentsofintegrateddeliverysystemscapableofprovidingaccountablecare.TheseapproachesarebasedonHealthManagementAssociates’(HMA’s)experienceinhelpingsafetynethealthcareorganizationstransformtheirdeliverysystems.Thismanualisnotahow‐toguide.
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Rather,itpresentsanoverviewofthekeyareasthatmustbeaddressedwhendevelopingaccountablecaresystemsandprovidesguidancebasedonwhatHMAhasfoundworksinreal‐worldsettings.
Thismanualspecificallypresumesthatasystemprovidingaccountablecarecontainsthefullcontinuumofhealthcareservicesandthatalloftheseservicesareintegrated.Werecognize,however,thatfewsafetynetorganizationscurrentlyoffertherangeofhealthservicesnecessarytoprovidethefullcontinuumofcareandthatthey,therefore,willneedtopartnerandcollaboratewithotherorganizations.Thismeansthataframeworkmustbecreatedtoshowhowdifferentproviderscanfitintoanintegrateddeliverysystem.Thisisadelicateyetcriticaltask,asmanysystemsincludeproviderswithlittlehistoryofcollaborationorjointplanningforapopulation,eventhoughtheprovidersmayhavecaredforthepatientswithinthatpopulation.Themanualaddressesthecreationofanintegrateddeliverysystemandcallsforincorporatingdifferentlevelsofservices,cultures,andmethodsofpractice.ItalsoincludesamajorfocusonPatient‐CenteredMedicalHomesbecausetheyarethefoundationuponwhicheffectiveaccountablecaresystemsmustoperate.
LEGALANDGOVERNANCE
Acrossthenation,multipleprovidershavecometogethertodevelopintegrateddeliverysystemsthattaketheformofAccountableCareOrganizations(ACOs).ACOsareprovider‐basedentitiesthroughwhichprovidersagreetoworktogetherandberesponsibleforpatientcareforadesignatedpopulationandtoshareinriskand/orsavingsderivedfromimprovedhealthoutcomesandloweredcosts.
WhilethereisnostandardlegalorgovernancemodelrequiredforACOs,somepatternsareemerginginfederalandstatelawsandregulationswithregardtofunctionalrequirements.Thesepatternsprovidesomeguidancefordevelopingaccountablecaresystems.
UnderthefinalMedicareSharedSavingsProgram(MSSP)rule,anACOmustbealegalentityforpurposesofallACOprogramfunctions.Acorporation(profitornon‐profit),partnership,limitedliabilitycorporation(LLC),foundation,oranyotherentityrecognizedunderfederal,state,ortriballawcanbeanACOlegalentity.Therefore,inmanystates,anACOmaytakeonanylegalstructureaslongasitcanperformthefunctionsnecessarytobeanACOundertheapplicablelaw.Entitieswillneedtomakedecisionsaboutwhethertheyneedtocreateanewlegalentityandifso,whatformitshouldtake.ThesedecisionswillbenecessarilyinfluencedbythestatusoftheentitiesthatdecidetoformanACO,aswellasbyfinancialandtaxconsiderationsandapplicablelaw.
ACOscontemplatingparticipationinmultiple‐payerACOinitiativeswillwanttoestablishasinglegovernancestructurethatmeetstherequirementsforallofthem.MedicareoftenleadsthewayforMedicaidandcommercialinsurance,makingitworthwhiletoconsiderwhattheMSSPregulationsrequire.
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StateapproachesincludeOregon’sversionofaccountablecarecalledCoordinatedCareOrganizations(CCOs).CCOsmustbelocal,community‐basedorganizationsorstatewideorganizationswithcommunity‐basedparticipationingovernance,oracombinationofthetwo.TheCCOmaybeasinglecorporatestructure,oritcanbeanetworkofprovidersorganizedthroughcontractualrelationships.TheoverarchingthemeofOregon’sCCOsisthattheymustbelocalandtheirgovernancemustincludeconsumerinvolvement.MassachusettsandNewJerseyalsoincludearequirementforconsumerrepresentation.
Safety‐netprovidersmaybesubjecttouniquegovernanceandlegalstructureconstraintsthatmustbetakenintoaccountastheyconsiderparticipationinACOs.Theymustconsiderhowparticipationcouldimpacttheircurrentstructures,allocationofgovernanceandleadership,andhowtoaddressliabilityforlosses.
Inadditiontoconcernsaboutlegalstructureandgovernance,thereareotherlegalissuesforpotentialACOparticipantstoconsiderbeforeembarkingonthispath.ToimplementtheMSSPprogram,thefederalgovernmenthasestablishedcertainprotectionsand“safeharbors”withrespecttofederalanti‐trust,fraud,andabuselaws.However,iftheACOdoesnotparticipateintheMSSP,theseprotectionsdonottechnicallyapply.Inaddition,ACOs(eveniftheyparticipateintheMSSP)mustalsoconsidertheapplicabilityofsimilarlawsatthestatelevel—whichhavenotbeenpre‐empted—aswellasstatelawsconcerninghealthplanregulationandthecorporatepracticeofmedicine.
TherearetwosignificantfactorsforallproviderstoconsiderwhendecidingwhethertoparticipateinanACO:thepotentialbenefitscomparedtothecosts,andtheburdensofparticipation.Thelackoffederalpre‐emptionofstatefraudandabuselaws,aswellastheexistenceofanestablishedregulatoryframework,mayaddanotherlevelofcomplexityandcreatechallengingcomplianceissues.
FINANCE
Safetynetprovidersfaceanuncertainfutureunderpaymentreform.ExistingpaymentmechanismsaresubjecttointensereviewundertheAccountableCareAct.Innovativesafetynetprovidersaretakingtheleadbydevelopingandadoptingvalue‐basedpaymentmodelsthatrequiregreateraccountabilityforquality,healthoutcomes,
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andcostsbutalsoenhancetheirabilitytoproducethoseoutcomes.Thereisacontinuumofaccountabilitymodelbasedondegreeofrisk:puresharedsavingswithoutdownsiderisk,two‐sidedriskwithadditionalupsidepotentialinexchangeforlimiteddownsiderisk,partialcapitation,andfullcapitation.Itiscriticalthatsafetynetprovidersprogressgraduallyalongthereimbursementcontinuuminordertobuildtheinfrastructureneededtogeneratesavingsandnotassumeundorisk.Thistransitionusuallystartswithfee‐for‐service(FFS)reimbursementthatissupplementedbycarecoordinationfeesand/orsignificantpay‐for‐performanceincentivesandthepotentialforsharedsavings.Thisup‐frontfundingshouldbeaimedatinitiatingprocessesthatwillgeneratesavings,suchascost‐effectivepharmaceuticaluse,reducedduplicationoftesting,improvedpatientsafety,andimprovedtransitionsofcarethatreduceinappropriateemergencyroomandinpatientutilization.Often,sharedsavingswillnotbegenerated—and,therefore,payable—untilmidwaythroughthesecondyearattheearliest,andlikelylater.Generatingsavingsbyimprovingthemodelofcareusuallytakesayear.
Oncetheyareavailable,sharedsavingspaymentsshouldbedistributedbasedonaformulathattakesintoconsiderationmembership,thesourceofsavings,theprincipaldriversofthesavings,andachievementofqualitymetricsthatdetectinappropriateunder‐utilization.Aportionofthosesharedsavingsmusteventuallypayforsubsequentcarecoordinationfeesandpay‐for‐performanceincentives.
Providersshouldalsoretainsomeoftheirsavingstocreatethereservesnecessarytoassumedownsideriskandeventuallytransitiontocapitation.Thisisbecausesharedsavingswithdownsiderisk,partialcapitation,orfullcapitation,shiftsfinancialriskbeyond“performancerisk”to“insurancerisk.”Insuranceriskentailsassumingfinancialresponsibilityforhealthservicecostsand,therefore,requiressubstantialcapitalreservesintheeventofunanticipatedmedicalexpenselosses.Experienceshowsthatexplicitregulatorysafeguardsandfinancialreservesrequirementsarenecessarywhenentitiesassumeinsurancerisk,quitepossiblyalongthelinesthatCMSpromulgatedinthelate1990sforProviderSponsoredOrganizationsorthatstateslikeCaliforniarequireforprovidersassumingfullrisk.
ACOswillbesuccessfulonlyiftheycanmeettheirfinancialbenchmarksandqualitystandards.AnACOmustperformbetterthanitsbudgetarybenchmarktoqualifyforsharedsavingsor,underthefullcapitationmodel,haverevenuesthatexceeditscosts.QualityscoreswillaffectsharedsavingspaymentstoACOs,withpoorperformancetriggeringfinancialconsequences.
Paymentreformwillnotbesuccessfulunlessitiscoupledwiththenewinnovationsinthehealthcaredeliverymodelthatitaccommodates.Newpaymentanddeliverymodelsmustbedesignedandimplementedinwaysthatdeliveronthepromiseofcoordinated,patient‐centeredcarethatgeneratesimprovedvaluefordollarsspent.
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INFRASTRUCTUREANDCAPACITYBUILDING
AdministrativeInfrastructureHealthreformwillmandatenewrequirementsforensuring—anddocumenting—qualityandeffectiveness.Safetynetpublicsystemshaveseldomhadtheresourcesavailabletoprivatesystemstoinvestinthereportinganddatasystemsthatdocumentqualityandutilization.Healthreformwillrequirenewsystemsbeputinplacetofacilitatebettermanagementofpatientsacrosscaresettingsandtoimplementnewpaymentmethodologies.
Thesepublicsystemsmustestablishnewinfrastructuresandnewapproachestoadministrativefunctions.Thisrequiresnewskillsandtools.Formany,thiswillbeatotalsystemtransformation.Asintegratedhealthsystemsdevelop,theywillhavetodecidewhethertobuildorbuytheseessentialadministrativecomponents.Thekeycomponentsandconsiderationsaredescribedbelow.
EligibilityScreening/EnrollmentAllpatientsthatentertheintegratedsystem,whetherthroughtheEmergencyDepartment(ED)orawalk‐inclinic,mustbescreenedtodetermineiftheyareeligibleforMedicaidoranythird‐partyinsurancecoverage.ForthosethatmaybeMedicaidorMedicareeligible,thehealthsystemmustfacilitateenrollmentintotheappropriateplan.Forthoseineligibleforthird‐partycoverage,thesystemshould“enroll”theuninsuredintothehealthsystem(andaPatient‐CenteredMedicalHome[PCMH]),thusprovidingaccesstoamanagedsystemofcare.Itisalsoimportantthattheeligibility/enrollmentscreeningbeaone‐stopprocess,ratherthantriagingpatientstovarious“offices,workers,orrooms”basedontheprogramforwhichtheyareeligible.Whoeverbeginsthescreening/enrollmentprocessshouldbeequippedtohandleallenrollmentoptionsandcompletetheprocess,regardlessofprogrameligibility.
AssignmenttoaPCMHAspatientsaccesshealthcareservices,theinfrastructureinplacemustbeabletofacilitateassignmenttoaPCMH,withpatientinputweighingintotheselectionprocess.Aspartoftheassignmentprocess,patientsshouldreceiveinformationaboutwhataPCMHisandhowbesttoaccessservices,andaPCMHteammembershouldhelpmaketheinitialappointment.Forthesystem’sexistingpatientbase,thehealthsystemshouldhaveanongoingsetofpoliciesandproceduresandcorrespondingdataflowthatresultsin(1)eachpatientbeingabletoidentifyhisorherprimarycareprovider(PCP)andcareteamand,(2)thesystembeingabletoidentifywhosepanelthepatientison.
PCMHSupportForthePCMHmodeltofunctioneffectively,thehealthsystemmustprovidetheadministrativecomponentsrequiredtosupporttheteam.ThePCMHteamworkstoguaranteeallassignedpatientsgettherightservicesandsupportsattherighttime,intherightamount,andforaslongastheyneedthem.Examplesofsupportinclude:
• verifyingPCMHassignmentforinternalandexternalproviders
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• managingPCMHchangesatpatientrequest• managingpanels(open,closing,monitoring)• 24‐hourcallcenter,utilizinganautomatedcalldistributorsystem,sopatientsandtheir
PCMHcancommunicatewitheachother• aweb‐basedportalforpatientstoaccesstheirhealthinformationandcommunicatewith
theirPCMH(requestappointments,sendandreceivenotices,etc.)
ManagedCareContracting/OtherProgramsRequiredSupportAssafetynetsystemsmovetowardsparticipationinACOs,carecoordination,andmanagedcareplans,theywillneedtoacquirethetechnicalexpertisetonegotiateagreementswithManagedCareOrganizations.Moreover,theprocessmustdirectlyinvolvePCMHteammembersandotherclinicians.Withouttheirdirectparticipation,thehealthsystemmaynotbeabletotakefulladvantageof,orsuccessfullymanage,suchagreementsorprograms.ItiscriticalthatthePCMHteamsandothercliniciansunderstandeachmanagedcareagreement(andotherprogramagreements)andhaveinputintodecisionsaroundwhethertoparticipate.OncefinanceandPCMHteamshaveamutualunderstandingoftheircontractualobligations,itwillbepossibletoalignhealthsystempoliciesandincentivestofullybenefitfromthesearrangements.
FinancialSystemsHealthsystemsmusthavethecapacitytoevaluatetheemergingalternativereimbursementmodel’simpactontheirsystem,bothintheshortandlongterm.Safetynetprovidersthatarecash‐strappedmustrecognizetheabsolutenecessityofbuildingtheinfrastructuretomovegraduallyalongtheriskreimbursementcontinuum.Doingsowillgeneratesavingsandavoidundorisk.Thecorrectfinancialsystemsmustbeinplacetomonitorthistransitionandprovidefeedbacktothesystemalongtheway.
InformationTechnology(IT)/ReportingITcapacitymustbesufficienttosupportintegrateddeliverysystems.ThisincludesITsystemstosupportcarecoordinationanddeliveryacrosssettings,aswellastotrackanddocumentcaredelivered.Itincludesgeneratingfinancialreportingtotracknewreimbursementmethodologieswhilemonitoringcosts.Safetynetprovidersmustrecognizetheneedtomonitorandreportperformance,notonlyforinsuredpopulations,butalsoforthosethatremainuninsuredevenaftertheAccountableCareActisimplemented.ProvidingITsupportforthePCMHfunctionsisrequired.Thissupportmayinclude:
• apatientregistrythatislinkedtothePCMHteamandempanelmentdatabase• theabilitytogenerate“dayofcareplans”thatdisplaypatientrisklevel,alertsforgapsin
care,andtrendsinkeyclinicalmeasures• theabilitytoproducereal‐timeinformationthatenablesPCMHmanagementoftransitions
ofcare
Thisexpandedinformationtechnologycapacitywillbecriticaltototalsystemtransformation.Theadministrativefunctionslistedabovearenotall‐inclusive,buttheydemonstratethenecessityof
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alignmentbetweenstrategy,deliverysystemdesign,performancemonitoring,andfeedbackthatarerequiredtomoveforwardsuccessfully.
WorkforceDevelopmentSkillsDevelopmentIntegrateddeliverysystemshavestartedtotransformthehealthworkplaceinwaysthathaveimportantimplicationsforhealthcareprovidersandworkersofalltypes.Coordinatedcareinitiativesinbothoutpatientandinpatientsafetynetsettingshaveresultedinnewjobtitles,responsibilities,andcombinationsofjobsinhealthteams.
Thedevelopmentofnewskillsinthehealthworkplaceisdrivenbyseveralinterrelatedfactors.Healthprovidersandstaffmustperformnewtaskstoprovideeffectivepopulationhealthcareandhigh‐qualitypersonalcare.Newskillsetsincommunication,technology,andprocessimprovementareincreasinglyrequired,andareunlikelytobepartofpasthealthworkertraining.Tohelpmanagethesechangesrequiresnewleadershipskillsforadministrativeandcarecoordinatorsinoutpatientandinpatientsettings.Resourcelimitationshaveoftenpreventedsafetynetsystemsfromprovidingup‐to‐datetrainingandexperientiallearningtoenhancetheseskills.
PopulationHealthIncreasedaccountabilityforcareofapopulationemphasizestheneedforawidevarietyofsupportstohelpprovidersdevelopnewskillsinpatientcare,outreach,andeducation.Healthcareprovidersandstaffneedtobereorganizedsotheytransitionfromindividuallyfocusedworktoteam‐basedwork.Theprovisionofpatientcarebyasingleindividual,soprizedinearliergenerationsofhealthcareproviders,isnowsupersededbyexpectationsthatprovidersfunctionandenhancecareinamultidisciplinaryteamsetting.Tofacilitatethischange,explicitjobexpectationsandrolesneedtobespecifiedforeachteammembertoensurebothaccountabilityandefficiencyofoperations.
Managinganentirepopulation’shealthplacesincreaseddemandsonpracticemanagementskills,bothwithinthehealthcaresettingandwhenreachingouttopatients.Manypatientsinadefinedpopulationdonothaveregularcontactwithhealthcareproviders,sohealthworkersmustnowbetheleadersincontactingandcommunicatingwithpatientsandreinforcingamoreproactiveandpreventativeapproachtocare.Inaddition,withinthegroupofmemberscurrentlyserved,moreintensivecontactwithpatientsmayoftenbenecessary.Itiscriticalthathealthworkerspossesstheskillsneededtoaccomplishthesetasks.
Withthisvarietyinpopulationneeds,somespecificskillsetswillbemostuseful:
• communicationinavarietyofmedia• datamanagementskillsandacquaintancewithIToutputinterpretation• implementationofevidence‐basedprotocolsforcare
TheabilitytoregularlyassessskillefficacywithaPlan‐Do‐Study‐Act(PDSA)methodologywillbeneeded.
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LeadershipandStaffingThegoalsofstaffingwillbetoprovideflexibilityandcomprehensivesupporttoproviders.Avarietyoftoolsrecentlyhavebeendevelopedtoassessstaffingeffectivenessintheoutpatientclinicalsetting.Thougheachpatientpopulationisdifferent,sothatstaffingneedswilldiffer,theabilitytoprovideappropriatestaffingguidancewillbeafirststepinorganizinganeffectiveapproachtoworkforcedevelopment.Benchmarksarestartingtobecomeavailableforsomesettings.
Therolesofofficeandsupportstaffwillneedtobeenhancedtoincreasethescopeandcapabilitiesofhealthworkerstoperformhigher‐levelfunctions.Forexample,clinicalassistantswillhaverolesingatheringdata,providinginterventions,andinteractingwithpatients,therebyfreeinglicensedclinicalstaffforhigher‐levelinterventionswithpatientsandfamiliesrequiringmoreattention.
Theincreasingroleofinformationtechnologytobettercoordinatecareisalsoimpactinghealthworkers’roles.Thetechnologyrequiredtomanagepopulationshasincreasedthedemandforhealthworkerswhoarefamiliarandcomfortablewithinformationtechnology.Everylevelofthehealthcareworkforceinteractswithelectronicdataandcommunications,arealityheightenedbythegrowingspreadofelectronicmedicalrecords.
Leadersofthesemultidisciplinaryteamsmusthavehands‐onskillsandmanagerialabilities.Akeyleadershipskillistheabilitytoorganizeflexiblestaffingthatcanberealignedtofocusonimprovinghealthoutcomes.Leadersmustpossesstheabilitytoleadperformanceimprovementprocessesandhelpeveryworkerperformatthehighestlevelallowedbytheirlicenseorcertification.Ensuringthatallstaffisperformingattheirfullpotentialiscriticaltoefficientresourceutilization.
QualityImprovementandCareCoordinationThefocusonqualityisakeypartofcoordinatedcare.Qualitymanagementisamajorpartofeachpieceoftheintegrateddeliverysystem.Identifyingandrespondingtoqualitymetricsisacrucialelementofmanyhealthworkers’tasks,fromtheofficeassistanttothephysician.Effectivelyaddressingqualityissuesreliesonperformanceimprovementmethodology.Healthworkersneedtobefamiliarwithprocessimprovementteamsandfunctions.
Althoughcurrentprovidersandstaffmustacquirenewskills,newcategoriesofhealthworkerswillbeneeded.Chiefamongtheseisthecarecoordinator.Peoplewiththeseskillsareoftengivendifferenttitlesindifferentsettings,including“carecoordinator,”“casemanagers,”and“caremanagers.”Allofthemcanfunctioninavarietyofsettings.Forexample,carecoordinatorsarefrequentlyusedinintegrateddeliverysystemsasmanagersofapracticepopulation.(SeeAppendixCforasamplecarecoordinatorjobdescription.)
Thebackgroundandtrainingacarecoordinatorneedswilldependonthepopulationserved.Oneofthekeyconceptsforintegrateddeliverysystemsisimplementationofriskassessmentandriskstratificationforindividualpatients.Staffingmustbematchedtotheidentifiedneedsofthepatientpopulation.FormostgroupsofpatientsseeninthePCMH,aclinicalbackgroundasanursewillbemostappropriateforacarecoordinator.Forotherpopulations,suchastheseriouslymentallyill,abackgroundinsocialworkmaybemoreadvantageous.Forgenerallyhealthypopulations,astrong
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clinicalbackgroundmaybelessnecessary.Forsafetynetpopulations—whichtypicallyhavecomplexmedical,behavioralhealth,andsocialproblems—carecoordinatorsneedadditionalskillsinidentifyingtheappropriateclusterofproblemsandmarshalingtheoften‐limitedcommunityresourcesthatthepatientneeds.
ChangingtheWorkforceNochangesintheworkforcecanbeexpectedwithoutcontroversyandevenresistance.Developingnewhealthcarerolesisperhapstheleastcontentiousissuebecauseitrepresentsanexpansionofopportunitiesforemploymentinhealthcare.Ontheotherhand,changesinthejobdutiesandexpectationsofcurrentstaffmayprovokeconcerns.Forexample,needsforflexibilityandcross‐trainingforcertainfunctionsmaycollidewithorganizationalorunionconcernsaboutdiminishingopportunitiesforsomestafforchangesinstaffingneeds.Carefulattentiontocommunicationwithcurrentstaffandeducationabouthowchangingjobfunctionsallowhealthworkerstocontinuetostayrelevantinthenewhealthcareworkplaceisimportant.Ofgreatusearewell‐preparedtrainingmodulesthatallowstafftocomfortablyreachcompetencyintheskillsetsdemanded.
AnumberofacademiccentersacrosstheU.S.haveacquiredexperienceandproficiencyintrainingworkersforthesenewfunctions.Thekeyeducationalphilosophyisoftenbasedonacompetency‐basedcurriculumthatmatcheseducationalprogramstoneededskillsintheworkplace.Skillsmustbetransferable,butthereareseveralsetsofskillsthathavebeenconsistentlyidentified.Theyincludeskillsincommunication,healthinformationtechnology,processandqualityimprovement,interdisciplinaryteamtraining,populationhealthmanagement,andpatienteducation.
Avarietyofformatsarebeingtried.Theconceptofcompetency‐basedtrainingemphasizestheneedtocloselymatchtrainingtojobneed.Modularformatshavebeenusedtodevelopfacultyandlearningmaterialfordiscretesubjectareas.Earlyworkoneffectivenessassessmenthasbeenpublishedinanumberofcenters.
Amongthekeystosuccessarepartnershipsbetweenworkplacesandeducationaltrainingvenuestoverifyskillacquisition.Examplesincludeacademicinstitutionssuchasnursingschools,residencyprogramsforphysicians,andothereducationalfacilitiesforlicensedproviders.Vocationaltrainingschoolsarepartnersforcertifiedmedicalassistantsandotherstaffprovidinghands‐onexperience.Providerinstitutionssuchashospitalsandmedicalcentersshouldhavethestrongestcommitmenttothistrainingbecausethesuccessoftheirworkforcedependsonthequalityoftraining.
Insafetynetinstitutions,resourcesfortrainingareoftenlimited,sopartnershipsarevital.Payers,suchascommercialinsuranceplans,maybegoodresourcesfortrainingincarecoordinationskillsinbetter‐compensatedhealthsettings.Thefederalgovernmentandstates,aspublicfundersofMedicaidandMedicare,haveexpressedinterestinnewworkforcetrainingmodels,buttheyarejuststartingtooffersupporttoworkplacetraining.
MeasuringandImprovingPerformanceAnintegrateddeliverysystemwillhavetodevelopmeasuresandmethodsformonitoringandreportingperformance,aswellaspoliciesandproceduresforensuringcontinuousimprovement.
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Performancemonitoringandthecommunicationoffindings/trendsshouldbeperformedbyanexecutive‐levelpersonthatreportsdirectlytothehealthsystemCEO.
PerformancemeasuresmustaddressthedomainsoftheTripleAim,aframeworkthatdescribesanapproachtooptimizinghealthsystemperformance.ThegoalsoftheTripleAimareimprovingthepatientexperienceofcare(includingqualityandsatisfaction),improvingthehealthofthedefinedpopulation,andreducingthepercapitacostofhealthcare.
Examplesofperformancemeasuresinclude:
• utilization/cost(bypayerclass):o hospitalizationratesforempanelledpatientso 30‐dayand7‐dayre‐hospitalizationratesforempanelledandnon‐empanelled
patientso EDuseper1,000patientso specialtyvisitconsultationsperprovider,per1,000patient‐equivalents(definedin
registrysection)o rateofnon‐genericdruguseperprovidero chargesperpatientbyproviderperapplicablepayerclass
• improvedhealth:o percentofpatientswithbloodpressureatgoalatlastmeasuremento percentofpatientswithA1c>9byprovider,bysiteo percentofdiabeticpatientsinreasonablecontrol(BP<140/90,A1c<9,LDL<130)
andinnearidealcontrol(BP<130/85,A1c<7.4,LDL<100)o processoutcomes:influenzavaccinationrate,rateofmetforminuseper100
diabetics,rateofACEinhibitor/ARBuseper100diabetics,retinalscreeningfordiabetics,mammography
• patientexperience:o satisfactionperprovider/persite
Performancemeasuresthataredeterminedtobeatasubstandardlevelaretargetedforqualityimprovementefforts.Somehealthsystemsmaybenefitfromaquality/researcharmandfundingtosupporttestingofnewinnovationsandimprovementefforts.
ASSIGNMENTTOAHEALTHCAREDELIVERYMODEL
Becausepatientshavedifferentneedsandutilizeservicesdifferently,itisimportanttoassignpatientstoaspecificmodelofcare.Withinintegrateddeliverysystems,therearegenerallythreecaredeliverymodelstowhichapatientcanbeassigned:
• Aspecialty‐onlymodelforpatientsthathavenon‐contractedprimarycarebutneedspecialtyservicesonly,orforwhomitisappropriateforthespecialisttoactastheprimarycareprovider.
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• Anepisodicprimarycaremodelforpatientswhoaregenerallyingoodhealthanddonotneedregularcoordinatedcare.
• APatient‐CenteredMedicalHome(PCMH)modelforpatientswhoneedongoingcoordinatedcare.(Seenextsectionforamoredetaileddescription.)
Optimally,asystemwouldbeabletoprovideaPCMHforallpatients.However,ifresourcesarelimited,itisacceptabletoassignpatientstoepisodiccareaslongasitisdoneinanorganizedandintentionalmanner.
PatientswhoarenotalreadyassignedtoaPCMHareassignedbasedonresultsofabriefsetofquestionsandpatientdata.IfaPCMHmodelisappropriateforthepatient,thenheorshewillbeassignedbasedfirstonchoiceandthenbygeographytoaninternalPCMHortoanexternallycontractedPCMH.
Forservicesprovidedbyasystem(ratherthanexternally),patientaccesswillnotvarybypayerbutbyhealthcaredeliverymodel.Forexample,theremaybeformularyrestrictionsforthosereceivingepisodiccareorspecialtycareauthorizationprocessesforexternalPCMHs.Forservicesnotprovidedbythesystem—butrathercontracted,suchasbehavioralhealthservices—patientaccessmaydifferbybothhealthcaredeliverymodelassignmentandpayersource.
PATIENT‐CENTEREDMEDICALHOME
ThefollowingsectionsdescribeoperationsofkeyelementsofinfrastructureandcareforpatientsassignedtoPatient‐CenteredMedicalHomes(PCMHs).
Team‐BasedCareTeam‐basedcarewithinaPCMHisasignificantdeparturefromtraditionalmethodsofcaredelivery.Itcanbedefinedasthe“provisionofcomprehensivehealthservicestoindividuals,families,and/ortheircommunitiesbyatleasttwohealthprofessionalswhoworkcollaborativelyalongwithpatients,familycaregivers,andcommunityserviceprovidersonsharedgoals,withinandacrosssettings,toachievecarethatissafe,effective,patient‐centered,timely,efficient,andequitable.”1
Teamscanbeconfiguredinavarietyofways,butthegoalistomoveawayfromrelyingsolelyonphysicianstodelivercare.Instead,rolesandresponsibilitiesaredistributedamongdifferenthealthprofessionalsandstaff,includingnurses,medicalassistants,licensedpracticalnurses,caremanagers,behavioralhealthproviders,andcommunityhealthworkers.Teamsareassembledaccordingtoastaffingmodel,withindividualteammembershavingdefinedrolesandresponsibilitiesthatalignwiththePCMHmodelofcare.
Inorderforteamstooperateefficiently,allteammembersshouldbeoperatingatthe“topoftheirlicense”(i.e.,eachproviderandclinicalstaffpersonisfocusedontheworkthatisatthehighest
1NaylorMD,CoburnKD,KurtzmanET,etal.Team‐BasedPrimaryCareforChronicallyIllAdults:StateoftheScience.AdvancingTeam‐BasedCare.Philadelphia,PA:AmericanBoardofInternalMedicineFoundation,2010.
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levelofhisorherqualifications,expertise,andprofessionallicense).Teammemberscoordinatetheircarethroughateam“huddle”priortopatientsessionsandthroughelectronicregistryalertsthatassignindividualstaffmemberstocarryoutpopulationmanagementactivities.PCMHclinicteamsareconsistentlyscheduledtoworktogethertothegreatestextentpossible.
StaffingModelThestaffingmodelfordeliveryofcareiscritical.Laboristhesinglelargestexpenseforhealthcareorganizations,accountingforclosetohalfofhealthcaredeliverycosts.Ahealthcareorganizationwillnotsurviveintheneweraofaccountablecarewithoutanadequatenumberofstaffproperlytrainedtoreliablyhitqualitytargetswhileprovidingexcellentpatientservice.Ontheotherhand,overextendingstaffingbeyondthepointofpositivereturnoninvestmentwillquicklyleadtopoorfinancialperformance.Ensuringthatstaffmembersworktothetopoftheirlicenseisasimportantasthenumberofstaff.
ThePCMHmustplantodeterminehowmanyemployeeswitheachtypeoflicense,training,andfunctionareneededwithinthemodelofcaredelivery,anditmustthenmonitoremployees’abilitytomeetoutcomesstandards.Thisplanningneedstobeglobal(e.g.,howmanynursesneedtobehiredintotal),granular(e.g.,howmuchofaparticularnurse’stimeneedstobespentwithaparticularphysician),andrelatedtoactivities(e.g.,howmuchtimeaparticularnon‐licensedstaffperson,suchasamedicalassistant,needstospendincarecoordination).Thistaskisachallengingbutnecessarysteptoaccuratelyassesstheoutcomeofahiringandtrainingplan.(Seetheworkforcedevelopmentsectionforadditionaldiscussion.)
Manyfunctionsneededforthedeliveryofprimarycarealsomustbeaddressed,includingadministrativefunctionssuchasmaterialsmanagement,timeandattendance,andbudgeting,aswellasbasicfunctionsforsupportingclinicalflow,suchasre‐stockingrooms.
Staffschedulingisalsocriticalfordefiningrolesandresponsibilitiesofteammembersanddeployingtherightnumberofeachtypeofstaff.APCMHneedsastructuredprocessforimplementingateam‐focusedschedule.(SeeAppendixAforastaffmodelworksheetatthe“currentrealitystage”andAppendixBforastaffingworksheetforanindividualprovider.)
EmpanelmentEmpanelmentistheprocessofcreatingandmaintainingarelationshipbetweeneachpatientandaprimarycareprovider(PCP).Empanelmentisthecornerstoneinthefoundationofclinicalandfinancialaccountability.ThegoalofempanelmentistoensurethateachPCMHcareteamhasagroupofpatientsforwhomtheyareresponsibleandthateachpatientcanidentifytowhomtheycanturnfortheirhealthcareneeds.Itisaprovenmethodforcreatingcontinuityforprovidersandpatientsandensuringthatpatientpopulationhealthismanaged.(SeeHMA’sEmpanelmentGuide:http://www.healthmanagement.com/assets/Publications/Empanelment‐Implementation‐Guide‐January‐2013‐FINAL.pdf.)
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UsingTechnologyTechnologyhelpsorganizeandfacilitatePCMHoperations.KeytechnologiesforPCMHsareelectronicmedicalrecords(EMR)andanelectronicregistry.ThedifferencebetweenanEMRandaregistryisthatanEMRcontainsapatient’sentirehistory,whereasaregistryisfocusedonaggregatingandorganizingalimitedsetofinformationwithanemphasisoncertainconditions,populations,and/orhealthcareactivities(e.g.,ahospitalization).Registriesarecriticaltomanagingthecareofpatientsandpopulations.
InitialandOn‐GoingRiskAssessmentAstandardizedapproachtocaredeliveryrequiresthatcaremanagementactivitiesbedefinedanddrivenbyriskassessmentforempanelledpatients.UponassignmenttothePCMH,aninitialriskassessmentisconductedforeverypatient.Riskisreassessedinresponsetodefinedtriggereventsthatrevealchangesinpatients’conditionsandrequireadefinedresponse.
Oncepatientshavecompletedariskassessment,theyareassignedalevelofrisk.Thelevelofriskisusedasanindependentvariabletodrivecaremanagementactivities.Forexample,ahigh‐riskpatient(e.g.,apatientwithahospitaladmissionforcongestiveheartfailureinthepastyear)whomissesanappointmentwillgetacallwithin24hours,whereasalow‐riskpatient(e.g.,onewithwell‐controlleddiabetes)willnotgetacallafteramissedappointmentuntilascreeningtestisoverdue.
CareManagementwithinthePCMHCaremanagementwithinthePCMHincludesevidence‐basedpreventivecare/healthmaintenance,utilizationtriggersandtransitioncareprograms,anddisease‐specificmanagement,outlinedbelow.Alsowithinthescopeofcaremanagement(andaddressedinthissection)areself‐care,self‐managementsupport,complexcaremanagement,enablingservices,andtele‐monitoring.PositiondescriptionsforPCMHpractice‐basedcarecoordinatorsandRNcaremanagersarepresentedinAppendixCandD,respectively.
Evidence‐BasedPreventiveCareTheelectronicpatientregistryproducesaDay‐of‐CarePlan,whichisaprintablesummaryofpatientdatawithdirectionstothecareteamabouttheactivitiesthatneedtobecompletedforthepatient.Thisalertstheteamtoaddressissueshighlightedintheplan.Forexample,ahealthscreeningmaybeindicatedasoutstandingontheDay‐of‐CarePlan.Theteammemberisalertedandconductsthescreening.Oncethescreeningiscompleted,theteammemberdocumentstheresultofthescreeningtestintotheEMR.InterfacedwiththeEMR,theregistrypullsthisdatatoalerttheteamthenexttimethepatientisdueforthisscreening.
Standardregistryreportsforcancerscreening,diagnosticscreening,andbehavioralhealthscreeningareusedtomeasureoverallPCMHperformanceinreachingpreventivecaregoalsforPCMHteams.
Forpatientswithoutascheduledappointment,theCertifiedMedicalAssistant(CMA)printsstandardreportsofpreventivemeasuresdueforempanelledpatientsbythefirstofeverymonthto
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identifypatientsinthepanelthataredueforparticularpreventivescreeningandotherhealthmaintenancemeasures.Whenpatientsaredueforscreening,ateammembercontactsthepatientbymailortelephonetoscheduleascreeningappointment.Follow‐upcareforpatientswhoscreenpositivefollowscurrenthealthcenterprotocols.
UtilizationTriggersandTransitionCareProgramsUnplannedhospitaladmissionsandEDvisitsarelinkedtopooroutcomesformanypatients.DuringthecaretransitionbetweenthehospitalandthePCMH,opportunitiesforerrorandincompletecommunicationcanleadtoadverseeventsorreadmissiontothehospital.Topreventthis,astandardprocessisrequiredtoassureatimelytransitiontothePCMHafterhospitaladmissionsandEDvisits.TheregistryflagsPCMHpatientswhohavebeenseenintheEDoradmittedtothehospitalandpushesanalerttothecaremanagementnurseassignedtothatpatient.
Post‐DischargeProtocolsThefocusoftransitioncareistoavoidreadmissions.Anumberofevidence‐basedinterventionshavebeenshowntoreducereadmissions.Theyincludemedicationreconciliationandadherence,caretransitionwithfollow‐up,andpatientactivationandengagement.APCMHwillneedasysteminplacetonotifythemwhentheirpatientsaredischargedfromthehospital,aswellasdefinedprotocolsforallfollow‐upinterventions.
Post‐EmergencyDepartmentVisitProgramAPCMHalsowillneedasysteminplacetonotifythemwhentheirpatientshaveanEDvisit,alongwithprotocolsforallfollow‐upinterventions.
Disease‐SpecificManagementAPCMHneedstohaveevidence‐basedprotocolsforthemanagementofpatientswithspecificdiseases.Conditionsthatwarranthighpriorityforprotocoldevelopmentincludediabetes,congestiveheartfailure,hypertension,asthma,anddepression.
Self‐CareandSelf‐ManagementSupportSupportforself‐careandself‐managementisakeyresponsibilityofthePCMHteam.Self‐careincludespreventivehealthmeasuressuchassmokingcessation,healthfuleating,andexercise,aswellashealthsystemnavigation(e.g.,howandwhentoaccesscareatthePCMHduringandafterclinichours,whotheirPCMHteamis,andhowtocontactthem).Patientswithchronicdiseasessuchasheartfailure,asthma,ordiabetesareprovidedwithself‐managementsupport.Areasofemphasisincludeunderstandingthediseaseprocessandtreatmentplan,medicationadherence,recognitionofsignsandsymptomsofworseningillness,andskillsformanagingaparticularcondition.Allmembersoftheclinicalteamparticipateinequippingpatientswithnecessaryskillsandprovidingongoingsupportforpatientsinself‐careandself‐management.
ComplexCareManagementNowhereisthelinkbetweencostandqualitymoreclearlydemonstratedthaninthecareofthemedicallycomplexpatient.Patientswhoarepoorlymanagedaremorelikelytobehospitalized,whichresultsinpoorhealthoutcomesanddrivesuphealthcarecosts.Infact,thetwo‐thirdsof
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Medicarebeneficiarieswithmultiplechronicconditionsaccountfor96%ofMedicareexpenditures.2
Inadditiontopatientswithmultiplechronicdiseases,patientswithcomplexhealthneedsincludepersonswithdisabilities,frailelderly,andpatientswithseriousmentalillness.AmongMedicarepatientsintheU.S.,itisestimatedthatone‐thirdhavefourormorechronicconditions.3Medicallycomplexpatientsareatthehighestriskforthemultitudeofpooroutcomesassociatedwithfragmentedcare.Thesepatientsaccesstheirhealthcareservicesacrossmultiplesettingswithmultipleprovidersofcare.Theyhavehigherriskforadversehealthoutcomes,includingdeath,functionallimitationanddisability,frailty,nursinghomeplacement,diminishedqualityoflife,treatmentcomplications,andavoidableinpatientadmissions.4
CaringformedicallycomplexpatientswithinaPCMHcreatesaparticularsetofchallengesandopportunities.Forexample,thePCMHmodelrequiresthatthemajorityofthepatient’shealthneedsandproblemsbeaddressedandtreatedwithinthePCMH.Forcomplexpatients,forwhomthismaynotbepossible,thePCMHneedstomanagecareprovidedoutsidethewallsofthehealthcenter,particularlyduringtransitionsincare.
Ongoingmonitoringandscreeningforhealthriskandchangesinfunctionalhealthstatusinformcareprioritiesanddrivedecision‐makingandinterventions.
Carecoordinationandmanagementformedicallycomplexpatientstypicallyrequiresaregisterednurseorlicensedsocialworkercaremanager,whopartnerswiththepatientandthePCMHteaminthedesignanddeliveryofthepatient’sindividualizedcareplan.Thecaremanagerworkscloselywiththepatientandthepatient’scaregiverstoidentifythepatient’svaluesandcurrenthealthstatusandtosetrealisticgoalsforthepatient.
AddingthecomplexcaremanagementcomponenttothePCMHallowsmedicallycomplexpatientstobemanagedwithinaprimarycaresettingbytheirprimarycareprovider.CaredeliverythroughthePCMHmodelhasthepotentialtosignificantlybenefitthispopulationbyprovidingimprovedqualityofcareatalowercost.
EnablingServicesPCMHswithinintegratedcaresystemsalsoneedwaystoprovideenablingservicessuchastransportation,interpretation,andhomevisitstopatients.Thisisespeciallycriticalforsafetynetpopulations.FederallyQualifiedHealthCenters(FQHCs)arerequiredtoprovideenablingservicesaspartoftheirfederally‐definedscope.However,integratedsystemsneedtodeterminehowtheseserviceswillbeprovidedregardlessofwhetherornotanFQHCparticipatesinthesystem.
2ChronicConditions:MakingtheCaseforOngoingCare.September2004update.JohnsHopkinsandtheRobertWoodJohnsonFoundation'sPartnershipforSolutions.Availableat:http://www.partnershipforsolutions.org/DMS/files/chronicbook2004.pdf3Ibid4InterventionsforImprovingOutcomesinPatientswithMultimorbidityinPrimaryCareandCommunitySettings.SmithSM,SoubhiH,FortinM,HudonC,O'DowdTCochraneDatabaseSystRev.2012;4:CD006560.
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PCMHACCESS
PCMHsneedtoensureappropriateaccesstoservicesanddefinehowtheywillmeasureandmonitorpatientaccess.WaystosupportpatientaccessthatareconsistentwiththePCMHmodelincludethefollowing:
• anadvancedphonesystem,whichmayinclude“CentralScheduling”withroutingcapabilityandamechanismforhandlingcallsafterhours
• extendedhealthcenterhourstoensureeveningandweekendhours• patientschedulingapproaches,suchas“SimplifiedPatientScheduling,”whichallowfor
same‐dayandnext‐dayappointmentaccess• minimizingno‐showratescreatedbylimitingtheamountoftimebetweenbooking
appointmentsandactualappointmentsandbyconsistentlymakingremindercalls• enhancedworkflowandthroughputandsystematicidentificationandeliminationof
bottlenecksinpatientflow• longerappointmentintervalsforpatientswithgoodchronicdiseasecontrol,whichcould
includenon‐visitfollow‐upviaphoneorothermeansiffeasible,includingsecuree‐mailortextmessaging
• non‐providervisitsforselectedissues(e.g.,nursevisitstoimplementsteppedtherapyforchronicdiseasecontrolandstandingordersforimmunizations)
• evidence‐basedgroupvisitsforpatients
SPECIALTYANDDIAGNOSTICSERVICES
BackgroundAccesstospecialtyconsultationanddiagnosticservicesisanintegralcomponentofthesafetynetdeliverysystem.However,gainingthataccesscanprovechallenging.AsMedicaidexpansionsmoveforward,previouslyundiagnosedoruntreatedconditionsthatrequirespecialtyconsultationsanddiagnosticevaluationswillbeidentified.Theresultingincreaseddemandforreferralswillfurtherstressalreadyburdenedspecialtyanddiagnosticentities.
Integratedhealthsystemsmustworkaggressivelytooptimizeprocessesforreferrals,appointments,pre‐visittesting,appointmentreminders,follow‐upappointments,anddischargefromspecialtycare.Specialtyandprimarycareproviderswillneedtobettercoordinatecaretoensurethebestuseofvaluable—andsometimeslimited—specialtycareanddiagnosticresources.Integratedhealthsystemswillhavetosolicitoutsidepartnersforkeyspecialties,diagnostictests,andproceduresthatthesystemcannototherwiseprovideinatimelymanner.
SpecialtyandDiagnosticAuthorizationProceduresIntegratedsystemsneedtoemployanevidence‐basedsetofclinicalreferralrulestoensureatightlymanagedauthorizationprocess.Theseruleshelpensureapatientisaccuratelydiagnosedwithaclinicalproblem,assignedtoreceivetheappropriatetests,andisreferredtotherightspecialist.
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Thesereferralrulesmaybeoperationalizedthroughaweb‐basedportal.Anidealspecialty/diagnosticreferralsystemaccomplishesthefollowingfunctions:
• clarifiesreasonsforthereferral• providesapatientcondition‐specificdialogwiththeorderingproviderconcerningthe
reasonforreferralandthespecificquestiontobeanswered• identifiesandensuresacompletework‐upbytheprimarycareproviderpriortothe
specialtyconsultation• communicatesstandardsforappropriatereferralsinthenetwork• directsreferralstothemostappropriateservice• assignsprioritiesbasedonclinicalconditionsandensureshighprioritycasesarequickly
addressed• identifiesandmanagesdocumentationrequirements
Referringproviders’patientsmayormaynotbegrantedanappointmentiftheirconditiondoesnotmeetstandardsforappropriatereferral,oriftheproviderdidnotperformapre‐referralwork‐up.Thisrestrictionhelpsprimarycarephysiciansmakeappropriatereferrals.Often,whenapre‐referralwork‐upisperformed,theprimarycareprovider’sconcernisansweredorresolved.Aninappropriatereferralisavoided,andtheprovidergainsvaluableinsightforfuturereferrals,ultimatelyenhancinghisorherpractice.
Thereferralsystemalsoprovidesadministrativedecisionsupportbygeneratingusefulreports.Reportscontain:
• totalvolumeofreferralorderstraffickedacrosstheuser’snetwork• theaverageelapsedtimetoprocessreferralrequestsandthenumberofordersthathave
exceededthetargetprocessingdeadline• real‐timeperformancetrackingofthetotalunscheduledbacklog• sourceofreferralanddemandgenerated• withinageneratingclinic,asummaryofeachprovider’sordersoveranyspecifiedtime,with
linkedaccesstothedetailsofanyindividualorderdetail
ExpansionofSpecialtyCareCapacityIdeally,processimprovementsandserviceenhancementsfocusonhigh‐demand/low‐capacityservices.Schedulingtemplatesforallpriorityoutpatientspecialtyclinicsaremodifiedtoensureahighpercentageofallappointmentslotsarededicatedtonewreferrals.Follow‐upvisitsarelimitedtoonevisitunlessmorearespecificallyauthorized.Ifthepatientmaintainsongoingconsultantcare,theintervalbetweenfollow‐upvisitscanbelongerasthepatientisco‐managedwiththePCMH.
Patientsaredischargedfromthecareofspecialtyclinicstoprimarycareproviderswithathoroughcareplan.Trackingnewreferralschedulingandthenumberofdischargedpatientsiscriticalfordeterminingwhethertheutilizationofspecialtycareisappropriate.
Inhigh‐priorityspecialtyclinics,patientsneedtobecontactedwithpre‐visitcalls/texts/e‐mailstoremindthemofappointments,ensuretheyintendtokeeptheappointment,andtodetermineif
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orderedtestshavebeencompleted.Pre‐visit“scrubbing”(i.e.,cancellingappointmentsforpatientsnotpreparedforavisit)maximizesshowrates,reducesneedlessoverbooking,allowsotherpatientstofillcancelledappointments,andreducesineffectivevisitsforpatientswhohavenothadorderedtestscompleted.Pre‐visitcontactwithpatientscanreducethenumberofunproductivevisits,creatingadditionalcapacityforspecialtyconsultation.
Manypatientsreferredtospecialistsdonotneedanin‐personappointment.Electronicmessagingandelectronicconsultshaveproventobeeffectivewaysforpatientstoconsultaspecialistataconvenienttime,withouttheneedforaformalofficevisit.Suchelectronicconsultationscanbesecureandcanincludeaneffectivewaytodocumentthereferralrequestandconsultation.Thee‐consultprocessisaneffectivecommunicationtoolthatallowsthespecialistandprimarycareprovidertoco‐manageapatient.Theimprovedcommunicationbetweenthespecialistandtheprimarycareprovidercanexpandin‐officeappointmentcapacity.
ExpansionofSpecialtyCareAccessviaCommunityPartnershipsTomeetaccessstandards,integratedsystemsneedtodeveloppartnershipswithhospitalsorspecialtygroupstofillgapsinservices.Thesespecialtycarepartnersshouldbecarefullyselectedusingcriteriathatinclude:
• location• easeofreferral• abilitytoreferuninsuredandinsuredpatients• effectivecommunicationofspecialtyreportstoreferringproviders• useofaneffectiveelectronicreferralsystem• agreementonafinancialmodel
Establishinganeffectivepartnershiprequiresintegratedplanofficialstomonitortherelationshiptoensurethatcontractrequirementsarebeingmetandutilizationpatternsareappropriate.
AccesstoDiagnosticandProceduralServicesItisimportantthatspecialty(andprimarycare)providersreceivetheresultsofindicateddiagnostictestsandproceduresinatimelymanner.Appropriateaccesstotestsandproceduresproducesbetterpatientoutcomes,reducesineffectiveandunneededspecialtyvisits,andexpeditesthereturnofpatientcaremanagementtothePCMH.
Referralstodiagnosticandproceduralservicesthatareexpensiveanddifficulttoaccessshouldrequiremorerigorouspriorauthorization.Utilizationpatternsofindividualandgrouppracticesthatmakethesereferralsshouldalsobecarefullyreviewed.Combineduseoftheempanelmentprocessandthepatientregistrymakesitpossibletocalculateandcompareutilizationratesforallproviders—forexample,CTscansper1,000patientsperyear.Priorauthorizationshouldbeinstitutedforhigh‐utilizingprovidersandshouldbestandardforprovidersreferringfrompartnerorganizations.
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Tomeetaccessstandards,thehealthsystemmayneedtoformpartnershipswithhospitalsorotherdiagnosticcenterstofillgapsindiagnosticservices.Thesepartnershipsaredevelopedandmonitoredasdescribedabove.
MonitoringAccesstoSpecialtyCare,DiagnosticTesting,andProceduresAnenhancedclinicalutilizationreportingsystemmonitorsaccesstospecialtycareanddiagnosticandproceduralservices,aswellastheirusage.Thehealthsystemneedstotracknewappointments,dischargesfromspecialtyclinics,specialtyserviceproductivity,anddiagnostictestingandproceduralserviceproductivity.Trackingaccessandutilizationratesofpartnershipsitesforspecialtycareanddiagnosticsisalsonecessary.Reportsneedtobepreparedandformattedtoeasilyallowcomparisonofwaittimes,productivity,andutilization.Adashboardtrackskeyelementsoftheprovisionofspecialtycare,diagnostic,andproceduralservices.
SpecializedMedicalHomeandIntegratedCareToooften,appointmentsmadewithspecialistsarefollow‐upappointmentsthatmightbeappropriatelyhandledwithinthePCMHwithspecialtysupport.Inaddition,patientsmaywanttocontinueseeingthespecialtycareproviderstheyhavebeenseeingexclusively.
Therearetwoapproachesfordealingwiththeseproblems.ThefirstistheSpecialtyMedicalHome,wheresubspecialistsserveastheprimarycareprovider,andthespecialtyclinicbecomesthepatient’sPCMH.Thesecondapproachistodeliverthespecialtyandprimarycareinbothsettingsasappropriatetothepatientpopulation.Theinfluenzavaccine—typicallyaprimarycareresponsibility—maybeadministeredinthespecialtysetting,whileanassessmentofcomplexdiseasecontrol—typicallyperformedbythespecialist—maybedoneintheprimarycareoffice.Thisparticulartypeofintegrationfocusesonsharingcareresponsibilities.Thesecondapproachismostcommonlyusedforpatientswithsevereandpersistentmentalillness.Regardlessofthemodelused,itisnecessaryforthedifferenttypesofspecialiststodefinetheirrole,ashasbeendoneforprimarycare.
Specialist‐basedPCMHsshouldhavetomeetthesamestandardsasprimarycare‐basedmedicalhomes.Thisincludesrequirementsforprovidingfirst‐contact,continuous,andcomprehensivecare,andusingsystematicprocessestoimprovethehealthofapractice'spatientpopulation.
ThePCMHpopulationandavailabilityofspecialtymentalandbehavioralhealthserviceswilldictatehowmentalhealth,behavioralhealth,andprimarycareareintegrated.Evidence‐basedmodels,suchastheIMPACTmodelfordepressioncare,orotherdemonstrationsconductedbytheNationalCouncilonCommunityBehavioralHealthCare,willhelpdeterminetheapproach.
BehavioralHealthIntegrateddeliverysystemsneedtoprovideforthebehavioralhealthneedsoftheirpopulation,includingmentalillnessandsubstanceabuseservices.Althoughthenatureofbehavioralhealthservicesvariesbystate(partlybecauseofstateregulation)orbyorganization,therearecommonelementsanysystemadoptingaccountablecarepracticemustaddress.
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Whenstartingtoplanforbehavioralhealthservices,anintegrateddeliverysystemmustassessthelikelyprevalenceofmentalillnessandsubstanceabusedisordersamongitspopulation.Itisestimatedthat20%ofthepopulationintheUnitedStateswillneedsomebehavioralhealthinterventionortreatmentyearlyandthat5%ofthepopulationsuffersfromseriousandpersistentmentalillness.However,theprevalenceofmentalandbehavioralhealthdisorderswilldifferwidelyamongdifferentpopulationsdependingonfactorssuchasage,race,socio‐economicstatus,andethnicity.Assessmentofthepopulationwillrevealtheamountandtypeofresourcestheintegrateddeliverysystemmustbeabletoprovide.
Mostmentalhealthorsubstanceabuseconditionsarecurrentlymanagedwithinaprimarycaresetting.Itiswidelyacknowledgedthattheseconditionsareunderdiagnosedandinadequatelyaddressed.Everypatientinanintegrateddeliverysystemshouldbescreenedtoidentifybehavioralhealthconditions.Theintakeassessmentshouldidentifypasthistoryofdiagnoses,hospitalizations,ortreatmentfortheseconditions.Screeningshouldberepeatedroutinelytocapturechangesinpatients’needs.Becauseofthehighprevalenceofdepression,allmembersofaPCMHshouldbescreenedannuallyforthiscondition.OneusefulinstrumentisthePHQ9,althoughothersmaybeused.Beyondscreening,aPCMHmustbeadequatelypreparedtoprovideevidence‐basedclinicaltreatmentofidentifiedneeds,aswellascaremanagementandcarecoordinationappropriateforbehavioralhealthissues.
Collaborativecareisperhapsthemosteffectivemethodforprovidingmentalhealth,behavioralhealth,andsubstanceabuseserviceswithinprimarycare.TheImpactModelisthebestexampleofcollaborativecarefordepressioninprimarycare;however,thisapproachcanbeappliedtootherconditions,suchasPost‐TraumaticStressDisorderoranxietydisorders.Inthismodel,universalprimarycarescreeningforspecificbehavioralconditionsisfollowedbyabrief,standardizedprimarycarediagnosticassessmentforthosewhoscreenpositive.Themedicalhometeamfunctionsintwomainways:1)theindividual’sprimarycarephysicianworkswithacaremanager/behavioralhealthspecialisttodevelopandimplementatreatmentplan,and2)thecaremanager/behavioralhealthspecialistandprimarycareproviderconsultwiththepsychiatristtochangetreatmentplansifindividualsdonotimprove.Aregistryisusedtopromptfollow‐upsessionsandoutreachandtotrackbehavioralhealthoutcomes.
Providerstreatingeitherprimarycareorbehavioralhealthpatientsshoulduseavailabletoolstoscreenforsmokingandsubstanceabuse.Theyshouldprovidebriefinterventionseffectiveintreatingpatientsidentifiedwithproblematicorriskysubstanceuse.
ElementsofCollaborativeCareofDepression
RoutineScreeningforDepressionCaremanager/behavioralhealthspecialistwhoprovidesandmonitorssuccessofevidence‐(stepped)basedcounselingandtherapywithprimarycarephysician.
Consultationbyapsychiatristwhoreviewscasesperiodicallyandconsultsonthoseresistanttotherapy.
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Patientswithsevereandcomplex,persistentmentalillnessarereferredtothesubspecialtymentalhealthresourceswithintheintegrateddeliverysystem.Itisimportantthatthementalhealthsectoroftheintegrateddeliverysystememployevidence‐basedmodelsofcare,suchastheMedicationManagementApproachesinPsychiatry,IllnessManagementandRecoverymodel,andAssertiveCommunityTreatmentteams.Accesstoadditionalresourcesforcrises,housing,andsupportivecareareobtainedthroughthesubspecialtysector.
Toimprovehealthandcontrolhealthcarecostsforpatientswithseriousbehavioralhealthconditions,itiscriticaltorecognizethatthesepatientsarealsolikelytohavechronicphysicalconditions.Severementalillnesses,suchasschizophreniaorbipolardisorders,areassociatedwithexcessivemorbidityandearlymortalityfromphysicalconditionssuchasheartdiseaseandcancer.Likewise,theeffectsofunrecognizeddepression,anxiety,andsubstanceabuseareamongthemostprominentcontributorstopoorcontrolofchronicphysicalillness.
Unfortunately,thebehavioralhealthandphysicalhealthneedsofpatientstraditionallyhavebeenmanagedandtreatedinseparatesystemswithinadequatecoordinationforaperson’stotalcare.Practitionersinbothprimarycareandmentalhealthfeelunpreparedtoaddresstheclinicalissueswitheachotherandlacktimeandreadilyavailablemethodstocommunicateacrosstheirprofessionalboundaries.Inaddition,mentalhealthpractitionerscapableofmanagingcareforthesickest,mostcomplexpatientsareinshortsupply,especiallyinpoorcommunities.Forpatientswithco‐occurringconditions,thisfragmentedapproachgeneratesexcessiveuseofhealthcareandhighcosts.
IntegrationofBehavioralandPhysicalHealthandtheHealthHomeIntegratingbehavioralhealthandprimarycarecanimprovehealthoutcomesandhelpavoidexcesscostforpatientswithbehavioralhealthissues,especiallythosewithco‐occurringchronicconditions.Itishelpfultohaveaconceptualmodeloftreatmentbeforeproceedingtoactualintegrationwithinadeliverysystem.
Completeintegrationofprimarycareandbehavioralhealthintoonehealthcareunitoffersthemostpotentialfordeliveringthehighestquality,lowestcostofcare.However,usuallytheprimarycareandspecialtybehavioralhealthresourcesandservicesoperateseparatelywithindifferentorganizations.Thechallenge,then,istodesigncaredeliverythateffectivelyidentifiespersonswithco‐occurringconditions(usuallyfromscreening)inbothphysicalandbehavioralhealthsettings—anddeliverstheneededcare.
Achievingthisgoalwillrequire:
1) planningwherepatientsreceivecareforeachcondition
IntheNationalComorbiditySurvey(2001‐2003),68%ofadultswithmentalhealthdisordershadchronicphysicalillness,and29%ofadultswithmedicalconditionshadseriousmentalhealthdisorders.
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2) ensuringthatthereiscoordination,communication,andcollaborationbetweeneachclinicalsiteinvolved
3) providingasystemofcaremanagementforthispopulation
OnemodelfordoingthisistheHealthHome,atermusedforaPCMHthathasbeenenhancedtomanageorcoordinatethebehavioralhealthneedsofitspopulationthroughcoordinating,co‐locating,orintegratingwithbehavioralhealthservices.Likewise,theHealthHomemaybeabehavioralhealthfacilitythatcoordinatesormanagestheprimarycareneedsofitspopulation.Itisalsoresponsibleforcoordinatingallofthepatient’s/client’scare,isacontinuoussourceofcare,andensurestheentirecontinuumofcareisavailable.
IdentifyingWhereanIndividualReceivesCare
Where is the Health Home?
Withinanintegrateddeliverysystem,itisassumedthateachmemberhasaMedical/HealthHome.However,forpatientswithbothphysicalandbehavioralconditions,careforbothconditionsmustbeprovidedatonemainsite.Thisfacilitywillbetheentitywheretheclient/patientspends—orchoosestospend—themosttime.Theprimarysitecoordinatescareandisthesiteofaccountability.TheFourQuadrantIntegratedModel(shownbelow)isahelpfulplanningtool.Whileitisnotprescriptive,itcanhelpguidethedecision‐makingprocessforwherecaremightbestbeprovidedforpersonswithbothphysicalandbehavioralconditions.
FourQuadrantIntegratedModelI.
LowMentalHealthNeeds/LowPhysicalHealthNeeds
II.HighMentalHealthNeeds/LowPhysicalHealthNeeds
III.LowMentalHealthNeeds/HighPhysicalHealthNeeds
IV.HighMentalHealthNeeds/HighPhysicalHealthNeeds
Traditionally,personsinQuadrantsIandIIIarethemostappropriatecandidatesforHealthHomecareprovidedinaPCMH.PersonsinQuadrantIIaremostappropriateforaHealthHomewithinbehavioralhealth.PersonsinQuadrantIVrepresentaparticularchallengesincetheyhavesevereandpersistentbehavioralhealthissuesaswellassevere,complex,andchronicphysicalillnesses.InterpretersoftheFourQuadrantmodeloftenindicatethatspecialtybehavioralhealthcentersaretheidealHealthHomeforthoseinQuadrantIV.Managingthecareforpersonswithcomplexillnessesisachallengeinanysetting,butthebesthealthoutcomesforpatientswithseverebehavioralandphysicalconditionshavebeenachievedinintegrateddeliverysystems.
FullyintegratedHealthHometeamshavetheexpertisetoprepareandimplementacareplanthatistrulypatient‐centeredandsharedbyeveryonewhocaresforthepatient.Theyusethesamerecords,plantogether,andworkasoneteam.Often,integratedcareislocatedinalargersystemofcare.Thisprovidesthegreatestopportunityfordeliverydesign,anorganizedchangemanagementmethod,
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andinfrastructuretosupporttheintegratedapproach.Asstatedearlier,fullintegrationofbehavioralhealthandphysicalhealthisanexception.Mostdeliverysystemshavestartedtoaddressintegrationonlyrecentlyandareatdifferentstagesofthisprocess.
ModelsofIntegrationThereareseveralmodelsthatrepresentdifferentlevelsofintegration.Experienceineachofthesemodelsoffersinsightabouttheireffectivenessandthekindofsystemredesignneededtoimplementthem.Eachmodelrequiresnewstaffrolesandcompetencies,aswellasretrainingorhiringnewstaff.Thethreelevelsofintegrationare:collaborationofservices,co‐locationofservices,andfullyintegratedmodels.
Collaboration of Services
Thisisthefirstlevelofintegrationbetweenindependentprimarycareandbehavioralhealthentitieslocatedinseparateplaces.Thisshouldbetheminimumrequiredofprimarycareandbehavioralhealthfacilitieswithinanintegrateddeliverysystem.
Atthislevel,thetwoentitiesrelatetoeachotherviareferralswhichtheyusetodelegateaspectsofcare.Thereareagreementsandprocessesthatdefineandfacilitatereferralsinbothdirections,andcommunicationoccursonindividualcaseswithreleaseofinformationsoughteachtime.Inaddition,thereissomeformalattempttounderstandanddefineeachentity’sroleandmodelofcare.Expandeddutiesforeachareusuallyincluded(e.g.,screeningformedicalconditionsinthebehavioralhealthentityorpsychiatricmedicationmanagementinprimarycare).
Caremanagementstaffateachentityhasaparticularroleinfosteringandsupportingthecollaboration.OneentityisdesignatedtheHealthHome.Theotherentityhasmoreofasecondaryroleasaconsultant.Informationtechnology,databases,andmedicalrecordsareseparate.Reimbursementandgovernancearetypicallyseparate,andtruesharingofacareplanisnotcomplete.
Co‐location of Services
Closeconsultationbetweenprimarycareandbehavioralhealthinacollaborativemodelisanimprovementovercurrentpractice.However,manyhealthsystemshavefoundgapsincontinuityandcommunicationthatcannegativelyimpactpatientcare.Whenservicesareseparatelylocated,someduplicationofservicesandcostsareunavoidable.Patientscannotreceivetheirneededcarewithoutsometravelandmustbecomeaccustomedtoasecondlocation’sdesignandprocesses.Asaresult,importantandeffectiveservicescanbemissed.Toaddressthis,systemshaveco‐locatedapractitionerintheothersettingtoservepatientswithco‐occurringconditions.
Oftenaprimarycarenursepractitionerisembeddedinabehavioralhealthsetting,oralicensedclinicalsocialworkerisembeddedinaprimarycaresetting.Thisimprovespatientconvenienceandenhancestheuseofinformalconsultationbetweenstaff.Theembeddedpractitionerprovidescarewiththecollaborationandconsultationofapsychiatristorprimarycarephysicianattheir“home”site.
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Theembeddedclinicianmayservetosupportcollaborativecaremodelsorprovidedirecttreatmentandservicetoalimitedcaseload.Theclinicianalsoactsasaliaisonbetweentheentities.Theinformalrelationshipstheclinicianmaintainshelpincreaseunderstandingandcommunication.Patientsaremorelikelytoadheretoscheduledvisitswiththisone‐stoparrangementandawarmhandoffthatcanoccuruponreferraltotheembeddedclinician.Whenconsultationswithsubspecialistsarenecessary,theconsultantisusuallybetterprepared,andtheprocessismoreefficient.
However,thisisnotfullintegration.Medicalrecordsusuallyareseparate,asisbillingandthereportingandevaluationofthepractitionertoanotherfacility.Whilethenursepractitionerorlicensedclinicalsocialworkerisembeddedinanothersetting,theyarenotactuallyfull‐fledgedmembersofthatcareteam.Communicationisimproved,butformalcommunicationapproaches,suchasasharedcareplan,areusuallylacking.OneoftheentitiesistheHealthHomeandisaccountableforpatientcareandcoordinationofcareandoutcomes,nomatterwherethecareisdelivered.Substantialagreementmustoccurbetweenthefacilitiesonpolicies,designationofresponsibilities,availability,andaccess.
Fully Integrated Models
Althoughitisnotwidespread,thefullyintegratedapproachtreatsallpersonswithmentalillness,includingseriousmentalillness,inoneorganizationthatcontainsbothprimarycareandsubspecialtybehavioralhealth. Theseclinicalservicesareintegrated,andthesingleentityisresponsibleforgovernance,administration,andfinancing.Thedesignofintegratedservicesissimplythedesignoftheorganization’smodelofcareandanorganization‐wideeffort.Behavioralhealthandprimarycareprovidersareonthesamestaffandinteractfrequently.Theyshareasinglemedicalrecord,careplan,informationsystem,database,andqualityprogram.
Anintegrateddeliverysystemwithglobalfundingorcapitationforapopulationistheeasiestenvironmentforimplementingtheseintegratedmodels.Inmanyotherinstances,requirementsforbillingforservices,suchascarve‐outsformentalhealth,maybeanobstacletofullintegrationbydenyingreimbursementfortwoservicesthatwouldbeavailabletotwodifferentorganizationsprovidingthesameservices.Confidentialitycriteriainstatelawsandfederalsubstanceabusestandardsneedtobeconsidered,andtheconflictstheyrepresentmustberesolved.
Perhapsthegreatestchallengestointegrationarethedifferentcultures,workstyles,andpracticepacesofbehavioralhealthandprimarycare.Forinstance,primarycarehasdevelopedmuchmoreofapopulationfocus,whilebehavioralhealthismorefocusedontheindividual.AcorecomponentandactivityinthePCMHmodelis“panelmanagement,”whichrecognizesthatapopulationisbeingimpacted,notjustindividuals,whereaspanels(asopposedtocaseloads)aregenerallynotpartofthebehavioralhealthframework.Anotherdifferenceistheroleofconsumerinput.Includingconsumersintheentity’soperations(throughpeertreatment)andgovernance(throughstructuredconsumerinput)isgenerallymorecentraltothecultureofabehavioralhealthinstitution.Whilemanybehavioralhealthappointmentsarenon‐structured,withtheclientdirectingthefocusofthe
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time,primarycare’spaceisrapidandfocusesonbrief,effectiveinterventionswithsupportedpatientself‐management.
Movingthetwokindsoforganizationstowardfullerintegrationisnotaneasytask,butevaluationsoforganizationswithhighlevelsofintegrationindicatehealthoutcomesimproveandcostsdecline.
HOSPITALANDINPATIENTCARE
Whileenhancingprimarycareisessentialforaneffectiveintegrateddeliverysystem,hospitalsandinpatientcareareclearlypartofthecontinuumofcare.Thisiswhymostsuccessfulintegratedsystemsownorhaveastrongaffiliationwithahospital.Likewise,long‐termcareisanessentialcomponentofanintegrateddeliverysystem.
HospitalsIntegratinghospitalsintotheorganizationofanintegrateddeliverysystemcanposechallenges.Inthecurrentfinancialenvironment,hospitalleadersfeeltremendouspressuretoensuretheirbedsareoccupied,whichcausesthemtofocusonmaintaininghighvolume.Thisfocusrunscountertothegoalsofofferinghigh‐quality,cost‐effectiveintegratedcare.Howevercriticalitisatcertaintimes,ahospital’scontributiontotheoverallhealthofapopulationislimited.Hospitalizationisanunwelcomeincidentinthelivesofpatientsandisoftenconsideredtobeasymptomoffailurebytheprimarycareandoutpatientsectors.
Itiswellbeyondthescopeofthissectiontoaddressthechallengesofredesigningandtransforminghospitaloperationsoroutcomes.Instead,thediscussionbelowconcerns:1)thehospital’sroleintheintegratedsystem;2)thenecessarycommunicationandcoordination;and3)therequirementthatthehospitalsharethegoalsofandparticipateinthesystemthatisaccountableforcosts,quality,andpatientengagement.Hospitalleaders,includingclinicalleaders,mustunderstandandmutuallysupportthegoalsofthesystem—andperhapsbemembersofitsgoverningbody—ifthosegoalsaretobeachieved.
Oneconditionclearlymustbemetinanintegrateddeliverysystem.ThehospitalEDcannotbethedefaultentrypointforgainingaccesstothesystem.Rather,whenapatientgoestotheED,thefollowingconditionsmustbemet:
• EDstaffreadilyandroutinelyidentifyapatient’sPCMH.• TheEDhasaccesstothepatient’sriskstatus,careplan,andrelevantclinicalinformation
throughanelectronicconnectionsuchasasharedregistryorothersoftware.• Whenappropriate,EDcliniciansdeferdiagnosticsandspecialtyreferralstothePCMH.• EDcaremanagersorutilizationmanagersareresponsiblefortransmittingrecordsand
medicationliststothePCMHandensuringthatthepatientleaveswithanappointmentandthePCMH’scontactinformation.
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• Whenappropriate,EDstaffworkwithaPCMHteamtotransferorreferapatienttoskillednursingcare,long‐termcare,orhome‐andcommunity‐basedcarewithouthavingtoadmitthepatient.
Consistentapplicationoftheseconditionscanpreventmanyunnecessaryhospitalizations.
Althoughmanyinpatienthospitalizationsareclearlynecessary,manycouldbepreventedwithappropriateprovisionofprimarycare.Theinpatientserviceofthehospitalshouldparticipateinachievingtheintegratedsystem’sgoalsby:
• understandingthePCMH’scentralroleandfunctionsandcomplementingthemthroughcommunication,deferringpatientcarerisktothePCMH,andreliablyrepatriating
• participatingintheassessmentofthereasonforadmissionorreadmissionofeachpatient• transformingitscurrentinpatientutilizationmanagementstaffintoinpatientcare
managerswhoroutinelyandconsistentlyworkwiththePCMHandthelong‐termcareplanofthepatient
• constructingadischargeplanwiththePCMHcaremanagementstaff,communicatinginformation,andincludingthepatientintheplanningandthehandoff
• providingcentralizedhubsforplacementservices(e.g.,toskillednursingorhomehealth)aswellasorderingservicessuchasdurablemedicalequipmentandtransportationforinpatients,EDpatients,andpatientsinthePCMH
• providingactionableinformationtotheintegratedsystemsuchastracking(e.g.dischargelocations),trending(e.g.ratesofreadmission),andpredictivecapabilities(e.g.riskforreadmissionusinggranularinpatientdata),asclosetorealtimeaspossible
Long‐TermCareLong‐termcare(LTC)isclearlyafundamentalpartofanintegratedsystemwithinthesafetynet.TheappropriateroleforLTCanditseffectsontheefficacy,quality,andcostofcarearecomplexissuesthatgobeyondthescopeofthisdocument.AppropriateuseofLTCcanreducecosts,improvequalityofcare,andenhancequalityoflife.WhenLTCispartofthepatient’scaremix,coordinatingcommunicationamongthepatient,family,andprovidersandamongtheLTCprovider,primarycareproviders,emergencycare,andhospitalcarebecomesmorecomplex.ThedivisionofresponsibilitiesbetweenMedicaidandMedicareincreasethecomplexityofcoordination.Thesystemmusthavemechanismsinplacetoanswerwhy,how,when,andwhereLTCservicesaredelivered.
TypesofLTCservicemightincludehomecarealongwithhomehealthandhomecareservices/communitysupports,suchasall‐inclusiveapproacheslikethePACEprogram.Residentialcareincludesshort‐termskillednursingandlong‐termcustodialsettings,extendingtosupportingendoflife,palliativecare,andhospicecare.AllofthesemustbelinkedtothePCMHwhenpossible,andtheyshouldsharethegoalsandapproachesoftheintegratedsystemtoimprovequality,controlcosts,andengagepatientsandfamilies.Optimally,anintegratedcaresystemwouldhavethefollowingLTCfeatures:
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• AsingleentrypointtoLTCservicesthatcanofferaccesstomultipleprovidersandavarietyofserviceswithoutdependingonindividualswithinthesystem(suchashospital‐unit‐basedsocialworkers)whohavelimitedknowledgeofavailableLTCresources.
• Asingleassessmentmeasurementprocess,basedontheclient’sfunctionalautonomy,coupledwithacase‐mixclassificationsystemtodetermineappropriateLTCneeds.
• TheabilitytouseinnovativeLTCapproachessuchasLong‐TermAcuteCarehospitalization,Hospital‐at‐Homeapproaches,andPACE‐likeprograms.
• Individualizedserviceplansintegratedwiththepatient’scareplan.ElectronicmeansshouldbeusedforcommunicatingtheseplansbetweenLTCinstitutionsandthefullrangeofprofessionalproviders,includingthoseprovidingsocialservices,transportation,homehealthnursing,etc.
• Theabilitytoensurethatdecisionsmadebydifferentorganizationsandserviceprovidersarecoordinatedandcompatibleandthatthecaremanagementprocessincludespatientsandfamilies.
• AtransitioncareprogramthatguaranteespatientsaremovedintoLTCefficientlyandappropriatelywhenevernecessary.AcareplanthatseekstomovethepatientbacktoacommunitysettingassoonaspossiblemustbefashionedandsharedamongtheLTCorganization,clinicalproviders,andthePCMH.
• Whenappropriate,treatmentplansshouldincludeend‐of‐lifeplanningsoservicessuchashospiceandpalliativecarecanbeintegratedintotheLTCplantoavoidunnecessary,unwanted,andpainfulhospitalizations.
SUPPORTFORSPECIALPOPULATIONS
Integrateddeliverysystemswilleventuallycoverarangeofpopulations,someofwhichmayhaveverycomplexphysical,emotionaland/orsocialchallenges.Examplesincludepersonswithdevelopmentaldisabilities,severementalillness,andthosenewlyreleasedfromincarceration.Asdeliverysystemstakeonincreasedrisk,theywillfacethechallengeofgeneratingcostsavingsandmaintainingqualityofcareforthesepopulations.Mostofthecostsavingswillresultfromreducingunnecessaryemergencydepartmentvisitsandhospitalizations,andassuringthatpatientsarecaredforattherightlevelofcare(outoftheinstitutionandintothecommunityasappropriate).
Amongthemosteffectivewaystocontrolcostsistoensuresmoothtransitionsbetweenlevelsofcare.Successfullycreatingthesetransitionsrequiresexpertisewiththepopulationandongoingsupportservices.Communityorganizationsthatdevelopthisexpertiseandprovidetheseservicescanplayacriticalroleingeneratingcostsavingsandmaintainingqualityofcarefortheintegrateddeliverysystem.However,thesecommunityorganizationsneedtomakethemselvesknowntokeyinstitutionsinthecommunity(e.g.hospitals,long‐termcareorganizations)byadvocatingforwhattheycanbringtothedeliverysystem.Oncetheinstitutionsareinformed,theyshouldwelcometheparticipationofcommunityorganizations,astheyoftendonothavesufficientexperiencewithmanyofthespecialpopulationsidentifiedandwillbenefitfromsuchpartnerships.
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CONCLUSION
Mountingeconomicandfiscalpressures—andtherecognitionthatthecurrentreimbursementsystemoftendoesnotproducegoodvalueformoneyspent—spotlightthecriticalneedforcreatingwidelyavailable,viablenewoptionsforthehealthcaresystemthatareabletolowercost,improvethepatientexperience,andenhancehealthoutcomes.Afundamentaltransformationinthewayproviderscoordinateservices,collaborateinplanning,andshareaccountabilityforthepatientstheyserveisrequired.
Positionedbetweenfee‐for‐serviceandtraditionalcapitation,integrateddeliverysystems/ACOsrepresentanimportantnewopportunitytocreatemodelsofcarethatchangeincentivesandprovidethebasisformeasuringbothfinancialandclinicalperformance.
Thisdocumentseekstoprovidesupporttohealthsystems,especiallythoseinthesafetynet,astheymovetowardbuildingintegrateddeliverysystems/ACOs.Itprovidesguidanceongovernance,finance,infrastructureandcapacitybuilding,aswellasatransformationofprimarycare,specialtyanddiagnosticservices,andhospitalandinpatientcarethatisconsistentwiththisapproach.
Integrateddeliverysystems/ACOswillbesuccessfuliftheycanenhancethepatientexperience,improvehealthoutcomes,andreducecost.Therearedifferentaccountablecaremodels,andtheirrelativesuccessisyetunproven.Themodelswillalmostcertainlyrequiresignificantrefinementaspayers,providers,andbeneficiariesgainexperience.
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©2013HealthManagementAssociates
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APPENDICESAppendixAMainstaffmodelworksheetatthe“currentreality”stage
INSTRUCTIONS RESULT WHAT THE NUMBER MEANS
Line 1 Enter total Physician Full Time Equivalents 1 Number of FTES (from FTE calculation sheet)
Line 2 Multiply by 9 to get total 1/2 sessions 9 Number of session equivalents
Line 3 (actual sessions may be more w/residents ‐ their 1/2 day session don't have as many patients scheduled ‐ suggest PGY1 0.3, PGY 2 0.5, PGY 3 0.7)
Line 4
Line 5 Enter number of non‐licensed staff that can support clinical flow staff (MA, HA, PCA) 2 Total FTEs of non‐licensed clinical staff
Line 6 Divide line 2 by 10 0.9 Number of unlicensed staff needed to support flow
Line 7 Subtract line 6 from line 5 1.1 Unlicensed staff that can do care coordination
Line 8
Line 9 Enter # of LPNs 2 Number of LPNs
Line 10 If line 7 is positive enter 0; if Line 7 is negative enter the same number without the positive sign 0 FTEs of clinical flow needed from LPNs acting in MA role
Line 11 Subtract line 10 from line 9 2 Number of LPN FTEs to support nurse clinical flow
Line 12 Divide line 2 by 20 (round to one decimal point) 0.5 This is FTEs of nurse clinical flow needed
Line 13 Subtract line 11 from line 12 1.5 LPNs that can support care coordination
Line 14
Line 15 Enter # of RNs 1 Number of RNs
Line 16 If line 11 is positive, enter 0. If line 11 is negative enter the same number without the negative sign 0 FTEs of clinical flow from RNs acting in MA role
Line 17If line 13 is positive, enter 0. If line 13 and 11 are both negative, enter line 12. Otherwise, subtract line 11 from line
12. Whatever value is obtained reduce to Line 15 minus Line 16 if it is above that value. 0 Number of RN FTEs to support nurse clinical flow
Line 18 Subtract Line 16 from Line 15 1 RNs that can support care management
Line 19
Line 20 Enter number of clerical FTEs 4 Total FTEs of clerical staff
Line 21 Divide line 2 by 20 (round to one decimal point) 0.5 Number of FTEs needed to support clinical flow
Line 22 Subtract line 21 from line 20 3.5 Clerical staff that can do care coordination
Line 24 If line 18 is positive, enter 0.5; if negative then enter [line 11 if positive+line 17] divided by 1/10th of line 2 0.50 Nurse clinical flow per session per provider present
Line 25 If line 18 is positive, then divide by line 1; if negative enter zero 0.20 RN Nurse care mangement per FTE
Line 26 If line 16 is zero, enter 1.0, if not zero, then add lines 5, 9 and 16 and divide total by 1/10th of line 2 1.00 Non‐licensed clinical flow per session provider present
Line 27 Add together just positive values in lines 11, 18 & 22, then divide by line 1; if all negative enter zero 6.10 LPN & Non‐licensed care coordination
Line 28 If line 22 is positive, enter 0.5; if negative then enter Line 20 divided by 1/10th of line 2 0.50 Clerical staff per session
Your "Present Reality" Staffing Model per FTE for care management and coordination and per session for clinical flow:
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AppendixBStaffingworksheetforindividualprovider
STEPS: 1. Fill in provider type 2. Fill in the orange button boxes with the total per each session 3. Fill in the solid orange with the total across all cells
Name Intructions Mon AM Mon PM Tues AM Tues PM Wed AM Wed PM Thur AM Thur PM Fri AM Fri PM
Provider George Mason, MD Enter FTEs: 0.67per
sessionx x x x x x
Attending NP or PA PGY 3 PGY 2 PGY 1
Provider type for this provider (X in 1) x 1
Main person in role of non‐licensed staff
clinical flow Larry Smith 1 1 0.5 1
2nd Non‐licensed staff clinical flow Sally Jones 0.8 0.5 0
Other staff doing non‐licensed clinical flow Fran Quinn, RN 0.2
1 1 0 0 1 0 1 1 0 0
Main staff doing care coordination
2nd staff doing care coordination
3rd staff doing care coordination
0
Nurse 1 Clinical Flow Fran Quinn, RN 0.1 0.1
Nurse 2 Clinical Flow
0.1 0.1 0 0 0 0 0 0 0 0
Nurse 1 Care Manager
Nurse 2 Care Manager
0
Clerk
Clerk
Enter Value or total
total
across all
cells
per
session
per
session
total
across all
cells
1.0
40.7
0.5
Put an X in the box of the provider type
Put an X in each box the provider is present
per
session
For sessions when provider is
present you will see orange boxes
when too few resources scheduled,
red when too much
1.3
For sessions when provider is
present you will see orange boxes
when too few resources scheduled,
red when too much
0.5
For sessions when provider
is present you will see
orange boxes when too few
resources scheduled, red
when too much
If no resources, then gray. If
too little scheduled, then
orange. Too much time
scheduled and all are red.
For sessions when provider is
present you will see orange boxes
when too few resources scheduled,
red when too much
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AppendixC
MedicalHome(Practice‐Based)CareCoordination‐PositionDescriptionThecarecoordinatorworkswithinthecontextofaprimarycaremedicalhome,fromateamapproach,andincontinuouspartnershipwithfamiliesandphysicianstopromote:timelyaccesstoneededcare,comprehensionandcontinuityofcare,andtheenhancementofchildandfamilywell‐being.
CareCoordinationQualificationsThecarecoordinatorshallhave:
• bachelor’spreparationasanurse,socialworker,ortheequivalentwithappropriatepastexperienceinhealthcare
• threeyearsrelevantexperience,ortheequivalent,incommunity‐basedpediatricsorprimarycare,particularlyinthecareandserviceofvulnerablepopulationssuchaschildren/youthwithspecialhealthcareneeds(CYSHCN)
• essentialleadership,advocacy,communication,educationandcounseling,andresourceresearchskills
• corephilosophyorvaluesconsistentwithafamily‐centeredapproachtocare• culturallyeffectivecapabilitiesdemonstratingasensitivityandresponsivenesstovarying
culturalcharacteristicsandbeliefs
CareCoordinationResponsibilitiesThecarecoordinatorwill:
• demonstrateandapplyknowledgeofthephilosophy/principlesofcomprehensive,community‐based,family‐centered,developmentallyappropriate,culturallysensitivecarecoordinationservices
• facilitatefamilyaccesstomedicalhomeproviders,staff,andresources• assistwithorpromotetheidentificationofpatientsinthepracticewithspecialhealthcare
needs(suchasCYSHCN);addtoregistryanduseittoplanandmonitorcare• assesschild/patientandfamilyneedsandunmetneeds,strengthsandassets• initiatefamilycontacts;createongoingprocessesforfamiliestodetermineandrequestthe
levelofcarecoordinationsupporttheydesirefortheirchild/youthorfamilymemberatanygivenpointintime
• buildcarerelationshipsamongfamilyandteam;supporttheprimarycare‐givingroleofthefamily
• developcareplanwithfamily/youth/team(emergencyplan,medicalsummaryandactionplanasappropriate)
• carryoutcareplans,evaluateeffectiveness,monitorinatimelywayandeffectchangesasneeded;useageappropriatetransitiontimetablesforinterventionswithincareplans
• serveasthecontactpoint,advocateandinformationalresourceforfamilyandcommunitypartners/payers
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• research,find,andlinkresources,servicesandsupportswith/forthefamily• educate,counsel,andsupport;providedevelopmentallyappropriateanticipatoryguidance;
inacrisis,interveneorfacilitatereferralsappropriately• cultivateandsupportprimarycareandsubspecialtyco‐managementwithtimely
communication,inquiry,follow‐upandintegrationofinformationintothecareplan• coordinateinter‐organizationallyamongfamily,medicalhome,andinvolvedagencies;
facilitate“wraparound”meetingsorteamconferencesandattendcommunity/schoolmeetingswithfamilyasneededandprudent;offeroutreachtothecommunityrelatedtothepopulationofCYSHCN
• serveasamedicalhomequalityimprovementteammember;helpmeasurequalityandidentify,test,refineandimplementpracticeimprovements
• coordinateeffortstogainfamily/youthfeedbackregardingtheirexperiencesofhealthcare(focusgroups,surveys,othermeans);participateininterventionswhichaddressfamily/youtharticulatedneeds5
AppendixD
MedicalHome(Practice‐Based)RNCareManager‐PositionDescriptionPositionDescription:ThePatient‐CenteredMedicalHome(PCMH)NurseCareManager(CM)focusesonapplyingextensiveknowledgeandskillstoconsistentlyprovidecomprehensivecaretopatientsinavarietyofsettings.TheCMdemonstratesanin‐depthunderstandingofhealthandillnessissues/problemsforthepatientandfamily.Possessingavastbackgroundofexperience,theCMrecognizesandrespondstodynamicsituationsbyusingpastexperiencestosynthesizeandinterpretmultiple—sometimesconflicting—sourcesofdata.TheCMperformsanalysestodemonstrateandsupportoptimalpatient,system,andprofessionaloutcomes.
TheCMfocusesoneachcareepisodeinthecontextofthecontinuumofcareforthatpatientandtheiruniqueneeds.TheCMfocusesonasmallpercentageofhigh‐risk/high‐costpatientsatahighlevelofserviceintensity.TheCMcollaborateswithallteammembersaroundtheirfocusareasandfacilitatesdevelopmentandimplementationofacomprehensive,interdisciplinarytreatmentplanfocusedontheambulatorysetting.
GeneralDuties1. Facilitatesassignmentofrisklevelforeachmedicalhomepatient.
a) Reviewsandcollectsinformationonriskfactorsfromthepatientandthepatient’smedicalrecordtoassessriskstatus.
b) Adjustsrisklevelaccordingtoreassessmentofpatientstatus.
5McAllisterJ,PreslerEandCooleyWC.MedicalHome:Practice‐BasedCareCoordination:AWorkbookCenterforMedicalHomeImprovement(CMHI)CrotchedMountainFoundation&RehabilitationCenterGreenfield,NewHampshireJune2007
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2. Participatesinthedevelopment,implementationandevaluationofamultidisciplinaryandindividualizedplanofcare(basedonrisk,medicaldiagnoses,clinicalstatus,psychosocialandemotionalneeds,languageandculture)thatincludes:
a) riskcategorization
b) planforeducationandmotivationappropriatetolevelofrisk
c) promptsforevidence‐basedhealthinterventions
d) linkagestootherneededservices
3. Updatesplanofcareaspatients’statuschanges.
4. Actsasaliaisonbycollaboratingandcommunicatingwiththeprimarycareprovider(physician,nursepractitionerorphysicianassistant),patient,familyandothermembersofthehealthcareteam.
5. Facilitatesinterdisciplinaryteamconferencesandconsultations,asnecessary.
6. Preparesandfollowstailoredcaremanagementinterventionsforthefollowingconditions/areasincludingbutnotlimitedto:
a) CHF
b) type2diabetes
c) asthma/COPD
d) coronaryheartdisease
e) depression
f) highED/hospitalutilization
g) transitionsofcare
7. Facilitatespatientengagementwithappropriatemedicallynecessaryservices(e.g.,specialtyanddiagnostics),andcoordinatescommunicationbetweentheseproviders,theprimaryteam,andthepatient.
8. ActivelyparticipatesinthecoordinationofcareforPCMHpatientswhichincludes,butisnotlimited,to:
a) assessingpatientequipmentandserviceneeds
b) discussingneedswithprovidersandobtainingnecessaryorders
c) followingappropriateprocesstofacilitatecoordinationofcareneeds.
Example:communicateswithinternaland/orexternaldepartmentstofulfillpatientneeds
d) followingupwithpatient/responsiblepartytoensurecoordinationofcareneedsaremet
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9. Followsuppost‐hospitalization,post‐emergencyroom,andpostprocedures.
10. Providespreventivehealtheducationanddiseasespecificself‐managementsupport.
11. Documentsallpatientencounterswhetherfacetoface,telephone,orotherformsofcommunicationintheappropriateregistryand/ormedicalrecord.
a) ManagesapatientcaseloadusingtheDHSRegistry(patientinformationdatabase),includingtheproperdocumentation:
i. assessments
ii. careplans
iii. tasks
iv. appointmentsandfollow‐ups
12. Ensuresallactivitiesrelatedtoplanofcarearecompletedinatimelymanner.
13. Identifiesthevariancefromestablishedplansofcare,pathwaysandguidelines,andfacilitatesthedevelopmentofplan/do/study/actcyclestodecreasevariance.
14. Collectsavoidableadmissiondataandotherrelevantinformation,andplansfollow‐upinterventionswithteam.
15. Collectsandreportsdataandelevatescriticalconcernstoappropriateleadership.
16. Identifieslearningneedsofcareteamandincorporatestheroleofeducatorintodailyactivities,therebyfacilitatingthedevelopmentofthemultidisciplinaryteammembersintheprinciplesofcaremanagement.
17. Knowledgeableofcommunityresources.
18. Maintainsastrongrelationshipwithhealthcareandcommunityandsocialserviceorganizations.
19. Facilitatesservicecoordinationofpatientswithcommunityresources,suchashousing,employment,nutrition,mentalhealth,andsubstanceabuse.
20. Preparesfor,andparticipatesin,PCMHteamandcaremanagementmeetings:
a) discussesoperational/programchallenges/solutions
b) discussespatientcaseload
c) providesongoingtraining
d) activelyparticipatesinprogramdevelopment/assignedprojectsandreportonprogress
21. Otherdutiesandresponsibilitiesdefinedastheprogrammatures.
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AUTHORS
Dr.Conwayhasmorethanthirtyyearsofexperienceasaphysicianinleadershippositionsincommunityhealthcenters,academicmedicalcenters,staffmodelmanagedcareorganizations,aswellaspublichospitalsandhealthsystems.Hehasfocusedondevelopingstrategies,organizationalstructures,providers,andclinicalleadersthatarecapableofmeetingtheneedsofunderservedandvulnerablepopulations.
HispracticeatHMAhasbeentoprovideconsultingassistanceintheareasofhealthsystemdevelopmentandoperations,medicalstafforganization,hospital/medicalschoolrelationships,
behavioral/primarycareintegrationandclinicalapproachestodiseasemanagement,includingafocusonspecialtycareorganizations.InthelastfiveyearsatHMAhehasbeentheclinicalleadforlargestrategicprojectsforthelocalgovernmentsinsuchmetropolitanareasasMemphis,Dallas,NewOrleans,SanMateo,Austin,Miami,LosAngeles,OrangeCountyandSanFrancisco.Hehascompletedoperationalprojectsinclinicalareasspanningfromemergencyroomfunction,inpatientlengthofstay,outpatientsystemqualityandefficiency,operatingroomutilization,andthefunctionofpostgraduatemedicaltraininginacommunityhospital.HehasprovidedmentoringtoChiefMedicalOfficersinseverallargepublichealthcaresystems.Hehasbeenpartofteamsthathaverecommendedchangesinpublichealthsystemgovernance,aswellasclinical/fiscalpolicyrecommendationsforchronichepatitis.Heiscurrentlythedirectorofanefforttoredesignandimprovethecareofchronicillnesseswithinall33prisonswithintheStateofCaliforniaDepartmentofCorrectionsandRehabilitation.
PriortojoiningHMA,Dr.ConwaywastheChiefOperatingOfficeroftheAmbulatoryandCommunityHealthNetwork,CookCountyBureauofHealthServices.HeisanAssociateProfessorofMedicineatRushMedicalCollegeandhasbeentheprincipalinvestigatorconductinginterventiontoimprovecommunitybasedphysicianasthmacaretoinnercitypatients,andhasparticipatedinNIHandAHRQresearchprojectstostudyandchangeminoritypatientbehaviorindiabetesandasthmacare.AtCookCountyheconceptualizedanddesignedawebbasedspecialtyreferralsystemthatimprovedreferralflowandefficiencythroughtheuseofasetofclinicalalgorithmbasedreferralrules.Dr.Conwayhasconductedresearchandpublishedintheareaoftheroleofprimarycareandviolence,predictorsofphysicianattitudestowardsmanagedcare,aswellasanumberoftopicsinpreventioninphysicianpractice.
TERRY CONWAY, MD MANAGING PRINCIPAL
Tel(312)641‐5007Fax(312)641‐[email protected]
HealthManagementAssociates–AccountableCareInstitute 40|P a g e
LindaisanAdvancePracticeNurse(APN)andboardcertifiedFamilyNursePractitionerwithmanyyearsofclinicalexperience.
LindaworksaspartoftheEmergencyMedicineGroupatAdvocateChristHospitalincarecoordinationinoneofthebusiestEmergencyDepartmentsinthestate.Whilethere,LindaservedontheAdvocateMedicalGroup(AMG)APN/PAAdvisoryBoardaddressingtheincorporationofAPNsintoAdvocatesystemclinicalpractice.PriortoherarrivalatAMG,sheservedastheClinicalDirectorofAsthmafortheBureauofCookCountywhereshecreatedanew
roleforadvancedpracticenursesandlinkageforasthmacareintheCookCountysystem,apopulationmostseverelyaffectedbyasthmaandaccesstocare.ShehasworkedasaNursePractitioner(NP)andtheClinicalServicesManagerforEvercare(adivisionofUnitedHealthGroup),aspartoftheirnewsitedevelopmentteamforIL.Whiletheresheimplementedbestpracticesforvulnerablepatientpopulationsinnursinghomesandchronicdiseasemanagementinthecommunity.LindahasalsoworkedasaNPandtheClinicManagerattheChicagoFamilyHealthCenter(FQHC).LindaalsoservedasaNPattheJolietCorrectionCenterandStatevillePenitentiary,maximumsecurityprisonsinthestateofIL.
LindahasexpertiseinbillingandreimbursementforAPNsbothinpatientandoutpatientandhasservedontheboardofISAPNandtheAPNMulti‐StateReimbursementAlliance.
LindawasnamedtheAdvancedPracticeNurseoftheYearforthestateofIllinoisin2009bytheIllinoisSocietyforAdvancedPracticeNursing.
LindaalsoservedontheboardfortheAmericanLungAssociationofMetropolitanChicago.Lindawasrecognizedin2006bytheAmericanLungAssociationofMetroChicago(ALAMC)andpresentedwithaserviceawardforherworkthathelpedtopassthelegislationthatmadeChicagoandIllinoissmoke‐free.
LindahasservedasGraduateSchooladjunctfacultyforLoyolaUniversity,UIC,RushUniversityandtheUniversityofSt.FrancisinJoliet,IL.
LindaearnedherBachelorofSciencedegreeinNursingandMasterofSciencedegreeatSt.XavierUniversity,andisallbutdissertationandPhDcandidateattheSchoolofPublicHealthdivisionofBiostatisticsandEpidemiologyattheUniversityofIllinois–Chicago.
LINDA FOLLENWEIDER SENIOR CONSULTANT
Tel(312)641‐5007Fax(312)641‐[email protected]
HealthManagementAssociates–AccountableCareInstitute 41|P a g e
Dr.GregVachonisaPrincipalwithHMA,providingconsultingassistanceinsystemapproachestopreventionandchronicdiseasemanagementincludingthepatientcenteredmedicalhome(PCMH)modelofcare,paymentstructurestopromotethetripleaimsofquality,accessandefficiency,anddesignandimplementationofclinicalcareinnovations.
Dr.Vachon’sworkinsystemapproachesincludedevelopment,evaluationandimplementationofpatientregistriesforlargehealthsystems,assessmentofinformationtechnologycapacityandrequirementsforACOandACO‐likeentities,andthecreationanduseofpatientempanelmentsystems.Dr.Vachon’s
workhasspanneddevelopingstrategicplans,towritingbusinessrulesforcoding,totrainingstafftousetechnologyeffectivelywithinthepatientcenteredmedicalhome.PaymentstructureconsultationhasincludedworkwithACOandACO‐likeorganizationsinseveralstatesaswellaswithStateleadership.Dr.VachonhasassistedmanyorganizationswithclinicalcareinnovationsandisfounderandCEOofacompanyofferingagroundbreakingwellnessincentivemodel.
PriortojoiningHMADr.VachonservedovertenyearsasMedicalDirectorofAustinHealthCenterofCookCountyinChicago.Therehedevelopedanovelgroup‐caremodelfordiabeticsincorporatingcomponentsofthechroniccaremodelincludingregistryusetomonitorqualityimprovements.AsaChairoftheDiagnosticServicesCommitteefortheAmbulatoryandCommunityHealthNetwork(ACHN)oftheCookCountyBureauofHealthServices(CCBHS),heprovidedlabcontractoversight,improvingqualitywhileloweringcosts.HeservedastheChairoftheInformationTechnologyCommitteefortheCareImprovementCollaborative,aqualityimprovementprojectthatdevelopedcapacityinhealthcentersthroughoutthenetworktoenhancechronicdiseasemanagement.Dr.Vachonwasthe2007PetersonScholarattheUniversityofIllinoisatChicago’sSchoolofPublicHealthwherehefocusedonhealthcareeconomicsandpolicyanalysis.HiscurrentclinicalpracticeisatanFQHConthesouthsideofChicago.
GREG VACHON, MD PRINCIPAL
Tel(312)641‐5007Fax(312)641‐[email protected]
HealthManagementAssociates–AccountableCareInstitute 42|P a g e
AsaseniorconsultantwithHealthManagementAssociates,LoriWeiselbergprovidesconsultingassistanceintheareasofhealthsystemdevelopment,approachestodiseasemanagement,andthedevelopmentofpublichealthinitiatives.
Ms.Weiselberghasover20yearsofemploymentexperiencerelatedtotheimprovementofthehealthandhealthcareofmedicallyunderservedpopulationsinbothruralcommunitiesandurbancenters.SheworkedfortheStateofWisconsin’sDepartmentofEducationpromotingacomprehensiveschoolhealthprogramwithemphasisonHIV/AIDSprevention.Shealsodirectedafederally–fundedAreaHealthEducationCenter(AHEC)toimprovethecapacityandqualityofprimaryhealth
careservicesthroughhealthprofessionstraininginNewYorkCity.Ms.WeiselbergworkedwithacityhealthdepartmenttodevelopaprimarycareoutreachcampaignfortheNYCChildhoodAsthmaInitiative.
Ms.Weiselberghasalsoassistedhealthcareproviders,academicinstitutionsandpublic/privateentitiestoimplementdiseasemanagementprogramsforchronicconditionsinunderservedneighborhoodsinChicago/CookCounty.Theprojectsshemanagedinvolvedcommunityengagement,patientempowerment,healthcenterreorganizationandproviderpracticechange.PriortojoiningHMA,shemanagedaNationalCenterofExcellencefortheReductionofAsthmaDisparities.Ms.Weiselbergholdsabachelor’sdegreefromCornellUniversityandaMasterofPublicHealthfromtheUniversityofMichigan.
Ms.WeiselbergworksoutofHMA’sChicagooffice.
LORI WEISELBERG SENIOR CONSULTANT
Tel(312)641‐5007Fax(312)641‐[email protected]
H e a l t h M a n a g e m e n t A s s o c i a t e sA c c o u n t a b l e C a r e I n s t i t u t e
ACIPat TerrellExecut ive Direc tor
Terry Conway, MDDirec tor o f Cl inical Pract ice
Doug ElwellDirec tor o f F inance
Art Jones, MDDirec tor o f F inance
Greg Vachon, MDDirec tor o f Cl inical Pract ice
Meghan KirkpatrickAdminis t rator
180 North LaSalle Street
Suite 2305
Chicago, Illinois 60601
Telephone: 312.641.5007
Fax: 312.641.6678
www.healthmanagement.com
Health Management Associates (HMA) has amassed a wealth of on-the-ground
experience that is important to share more widely as the nation undergoes the
dramatic changes anticipated over the next several years. To that end, it is forming
the Accountable Care Institute (ACI). The ACI will:
• provide a venue in which to share experiences and best practices from across
the country related to the development of community-specific integrated
delivery systems, new financial strategies to incentivize value, and innovative
partnerships between providers and payers to ensure effective care for the
unique populations they are both trying to serve;
• develop and offer resources to others to help spread lessons learned in the
development of these new approaches to the delivery of accountable care;
• facilitate the training of new leaders in health system change; and
• translate delivery system lessons learned on the ground into policy and policy
into change at the delivery system level, whether financial, legal, clinical or
organizational.
Over the past decade, HMA has been assembling a growing practice of senior
health care clinicians and administrators, finance experts, behavioral health
professionals, managed care leaders, long term care innovators and others
committed to developing new approaches to delivering health care services,
particularly to populations and communities that have traditionally been under-
served. HMA has worked for large health systems, consortia of providers, individual
hospitals and ambulatory providers, states and counties, foundations and managed
care plans to assess current delivery of care, plan new approaches and assist in
implementation. This work has been growing in volume as the country has started
to seriously grapple with how to assure access and quality—and the improvement
of health status—while rolling back the cost trajectory which is universally agreed
to be unsustainable. Expertise in integrated and accountable care as it applies to
the delivery of care to those funded by public dollars is in demand; it is anticipated
that the ACI will provide a vehicle for meeting that demand.