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2017 AJAS Annual Conference
MASTERClass
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AJAS Master Class
Innovations in Jewish End-of-Life Care
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End-of-Life Care for Jewish Community
Should be informed by and incorporate the following:
• Cultural norms in Jewish community
• Jewish vs. Western medical ethics
• Endorsement by Religious and Lay community
• Jewish providers, liaisons and navigators
• Jewish clinical team members
• Cultural sensitivity training
• Incorporation of Halachic Pathway
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Barriers/Challenges to Access
• Hospice ‘philosophy’
• Lack of awareness of Jewish laws and customs
• Exclusion of appropriate stakeholders in decision
making
• Jewish Values and Jewish Medical Ethics
• Cultural norms around seeking aggressive medical care
• Cultural norms around advance care planning
• Loss of hope, hastening death
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Recommendations Leading to Best Practice
• Community based model – multi-pronged approach
• Lay, religious, healthcare leadership
• Education/outreach – professional, community
• Synagogue involvement
• Funding support
• Governance/Leadership support
• Infrastructure – human resources
• Value neutral staff
• Marketing
• Communication, communication, communication
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AJAS MasterclassInnovations in Jewish End-of-Life Care
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Education
•Professionals
•Community
•Synagogue
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Center for Jewish End of Life Care
History
Lessons learned
•Focus Groups
•Snackable
•Changeable
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To Operate or Not to Operate Hospice?Sivitz Jewish Hospice
Jewish Association on AgingPittsburgh, PA
AJAS MasterClass: Innovations in Jewish Palliative & End of Life Care
April 5, 2017Deborah Winn-Horvitz
Mary Anne Foley
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Objectives
1. Understand how to include Board and Community Leaders in discussions related to a mission critical program
2. Learn how one hospice program redesigned for financial success
3. Understand ways to differentiate your program in a crowded market
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Jewish Association on Aging
Home & Community-based Services
Residential Services
Meals onWheels
Outpatient Rehab
Adult DayProgram
Home Health
Hospice Personal Care Facilities
Skilled Nursing & Rehab
AgeWell
AgeWellat Home
Service Coordtrs
Private Duty
JCC Rehab Satellite
Memory Care Asst’dLiving
Indep. Living
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History of Sivitz Jewish Hospice
• Developed and opened 20 years ago, by the Sivitz Family
• Historically a financially stable program
– Strong census despite competition
– Overall quality excellent
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Regulatory Changes Impacting Hospice Providers
• January 2011: Face to Face Ruling went into effect
• October 2012: Medicare Hospice Claims with increased scrutiny• LOS: Routine & GIP• LTC/SNF: Debility• LOS: Alzheimer’s, Debility or COPD
• October 2013: Final ruling: Debility and Adult Failure to Thrive
• July 2013: First Mandatory reporting requirements
• March 2014: Hospice and Medication Part D
• July 2014: First penalties imposed on reimbursement
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Additional Data Requests (ADRs)
Date # ADRs $ At Risk
11/2013 38 $ 175,976
2/2014 40 $ 254,266
9/2014 42 $ 258,975
Total 120 $ 689,217
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SJH Operating TrendsFY 11 FY 12 FY 13 FY 14 FY 15
# Admissions 128 126 134 107 111
Total Patient Days 14,688 14,056 11,568 6,660 4,062
ADC 40 38 31 19 11
Live Discharges 13 14 29 18 11
Top 3 Diagnoses FY 11 FY 12 FY 13 FY 14 FY 15
Cancer Debility Dementia Dementia Dementia
Dementia Cancer Debility Cancer Cancer
Debility Dementia Cancer CHF Neurological Disease
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SJH Financial Performance
Hospice Task Force Implementation
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JAA Board Of Directors: Call For Action
• Hospice Task Force developed to conduct a deep dive evaluation of Sivitz Jewish Hospice
– Implemented September 2014
– Members: Board representatives including Board Quality Committee Chair; Community Leaders and JAA Senior Management
– SWOT analysis completed
– Questioned: What makes us Jewish?
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SJH SWOT Analysis
Strengths
• Small service lends itself to more individualized and personal care
• Dedicated and compassionate staff
• “Patient-Centered Care”
• Mission and Values embedded into daily care
Weaknesses
• Lack of timely referrals to other JAA entities and neighboring Riverview Towers (HUD Housing)
• Culture
• Both strength and weakness with referral sources
Opportunities
• Highlight staff in different media
• Improve communication
• Leverage community relationships
• Between JAA entities
• Continue outreach to community Rabbis
• JAA Rabbi Seidman follow up
• Consider vignettes highlighting patient and family experience
Threats
• Competitors
• Providers admitting patients on to services when not appropriate
• Providers admitting patients to GIP when not appropriate
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Maintain Independence or Merge?
• Valuation performed by 3rd party
• Evaluation of Sale/Merger opportunities
• How would Jewish culture be maintained?
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Task Force Decision – Maintain Independence
Why?
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Staff Education Volunteer Training
Bereavement Recognition
Community Expectations
What makes us Jewish?
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How Did We Revitalize SJH?
• Expense reduction
• Increase marketing & exposure
– Closure series
• Improved internal referral processes and relationships
• Enhance volunteer programs
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SJH Financial Performance Today
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Hospice Task Force Implementation
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SJH Today
• Preferred Provider within JAA continuum
• Staff retention
• No ADRs
• Hospice item set = 100%
• Deficiency free surveys
• Working more closely with Jewish Community Rabbis
• Partnership with Hillman Cancer Center
• 20th anniversary celebration
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SJH Future Plans
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• MCCM Recipient
– Phase II
• Staff certification
• AgeWell collaboration bereavement support for caregivers
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AJAS Masterclass:
Montefiore Inpatient Hospice
Seth Vilensky
April 5, 2017
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Montefiore Hospice: History
• Founded in 1992 – NCJW
• First Jewish Hospice agency in the state of Ohio
• Endowment through Jules and Ruth Vinney Philanthropic Fund, 2011
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Montefiore Hospice: Today
Full service hospice agency
• Palliative care consult service
• Hospice at home
• Hospice in nursing home/assisted living
• Inpatient hospice unit – 6 beds
45 – 50 patient average daily census
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• Medical Director
• Nurses, Aides, Social Workers, Chaplains, Bereavement
• Music, Art, Massage, Reiki therapists
• Volunteers
Montefiore Hospice: Team
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Why build an Inpatient Hospice Unit?
• Market opportunity
• Full-service program
• Milt and Tamar Maltz
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Project Timeline
Jan 2012FundraisingPlan
April 2015Unit Opens
Oct 2012Design begins
August 2014 Ground Breaking
June 2013130th
Anniversary GALA
2013 - 2014Continued fundraising
Sept 2014 Constructioncompleted
March 2015 Regulatory approval
FUNDRAISING
OPERATIONS
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Project Funding
• Total Project Cost: $3.0m
• Total $ raised: $3.0m• Maltz Foundation: $1.5m• Additional fundraising: $1.5m
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The Maltz Hospice House
• Virtual Tour
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Differentiators
• Design and ‘home-like’ feel
• Location
• Team and staffing ratio• 1 RN• 1 STNA• Medical Director• Chaplain, social worker, integrative therapies,
volunteers
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Volume and Financials
FY 2017:July - February
Occupancy (ADC) 4.11
Revenue $493,696
Operating Expense $554,855
Net Operating Surplus ($61,162)
Depreciation $114,563
Net Income $(175,725)
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Lessons Learned
1. Patient mix: residential vs GIP
2. Medical supervision
3. Staffing a 6-bed unit
4. Marketing advantage
5. Community benefit
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