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Team-Based Care TrainingAndrew Katz and Carter WilsonCamden Coalition of Healthcare Providers
The Transforming Clinical Practices Initiative is supported by Funding Opportunity Number FOA # CMS-1L1-15-003
from the U.S. Department of Health & Human Services, Centers for Medicare & Medicaid Services
The contents provided are solely the responsibility of the authors and do not necessarily represent the official views of HHS or any of its agencies.
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Team-Based Care
Team-based care is the “strategic redistribution of
work among members of a practice team”
The practice team shares the responsibilities in order
to deliver more efficient patient-centered care.
(American Medical Association, 2015)
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The Camden Coalition of Healthcare
Providers and the Camden ACO
Andrew KatzSenior Manager, Care Management Initiatives
Andrew joined the Coalition in 2011 as an AmeriCorps health coach
and has since worked on CCHP projects like Diabetes Self
Management Education, Integrated Diabetes Care Program, and
practice transformation at two primary care clinics in the City of
Camden. Andrew’s current focus is on the operations and care
delivery for one of the Coalition’s outreach teams.
Carter WilsonSenior Manager, Clinical Redesign Initiatives
Carter is responsible for managing the operations of the Camden
Medicaid Accountable Care Organization (ACO), developing and
maintaining relationships with ACO strategic partners, and
performing data analysis to inform the design, launch, and evaluation
of new initiatives.
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Overview of the Camden Coalition• 90 full-time staff, $11 million annual budget
• Mix of foundation & federal grants, technical-assistance & care-coordination contracts, & hospital support
• Membership organization with twenty-member board; incorporated non-profit
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196065 70 75 80 85 90 95 2000 05 10
2012
6%
5%
is 60 times what it was
in 1960, consuming one fifth
of personal income and 17% of
GDP
17%
21%
National Health
Spending Per Capita
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34%
($882 billion)
29%
20%
10%Rx
Professional
Services
Hospitals
7%
Other (e.g.
Home health,
Nursing,
D.M.E.)
$2.63 Trillion
National Health Expenditures
(CMS Estimates)
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Camden Health DataLeading ED/hospital utilizers citywide
• 324 visits in 5 years
• 113 visits in 1 year
113VISITS1 YEAR
324 VISITS5 YEARS
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Cost breakdown in Camden
Total revenue to hospitals for Camden residents $108 million per year
• Most expensive patient $3.5 million
• 30% hospital receipts = 1% patients
• 80% hospital receipts = 13% patients
• 90% hospital receipts = 20% patients
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Outlier patients in the long tail of data
OUTLIERS
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Camden Coalition of Healthcare Providers
These patients are experiencing a mismatch between their needs and
the services available.
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1% of the population accounting for 30% of health
care receipts
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Community-Based Care Management
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10% of the population accounting for 74% of health care
receipts
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$ $ $ $ $ $ $ $ $ $
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Primary Care Reconnection and Clinical Redesign
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Authentic Healing Relationships
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Camden Coalition of Healthcare Providers
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Camden Coalition of Healthcare Providers
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• Acceptance framework
Unconditional Positive Regard (Carl Rogers)
Empathy
Harm reduction
Motivational interviewing
• Trauma-informed care: What is preventing you?
• Holistic, Bio-Psycho-Social, patient-centered approach
• COACH Framework
Therapeutic Relationships
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C-O-A-C-H
“Taking someone from where they are to
where they want to be.”
• C – Connect Tasks with Patient Vision
& Priorities
• O – Observe Normal Routine
• A – Assume a Coaching Style
• C – Check Backwards Plan
• H – Highlight Progress with Data
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Education & Employment
Official ID Records & Vitals
Food & Nutrition
Reproductive Health
MentalHealth
Medication & Medical Supplies
Provider Relationships
Health Maintenance
Substance Use Disorder
Other
Benefits & Entitlements
Shelter
Legal
Transport
Advocacy & Activism
Family, Personal & Peer Relationships
16 Domains of Care
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Key Take Aways
• Relationships are key to success
• Frameworks help
• Boundary setting
• Therapeutic Techniques
• Protocolize as much of the work as
possible
• Communication between team members is
as important as between team and patient
• Self Care is part of the work
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Clinical Redesign
Initiatives
• Identify the problem at a high
level, then put a team on the
hook for actually solving it –
and resource them to make it
possible.
• Don’t impose – incentivize.
• Use data to motivate and unlock
capacity. No story without
data, no data without a story.
• Prioritize relationships.
Always.
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DIABETES HEART ATTACK DEPRESSION
ONE DISEASE with
social support
ONE DISEASE with no
housing or social support
MULTIPLE CHRONIC
DISEASES with no support
TRADITIONAL MODEL
HOTSPOTTING MODEL
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DIABETES HEART ATTACK DEPRESSION
ONE DISEASE with
social support
ONE DISEASE with no
housing or social support
MULTIPLE CHRONIC
DISEASES with no support
TRADITIONAL MODEL
HOTSPOTTING MODEL
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Clinical Redesign Initiatives: Bespoke
Coalition
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Clinical Redesign Initiatives: Boutique
Coalition
Coalition
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Coalition
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Provider Champion
Reinforces and provides guidance
on clinical elements of the 7-Day
Pledge
Administrative Champion
Organizes resources and removes
internal barriers to execution of
the 7-Day Pledge; serves as first
point of contact for liaising with
Coalition team
Scheduling Champion
Serves as direct line for prioritized
scheduling for 7-Day Pledge
appointments; also the main staff
member focused on “before and
after the visit” workflows
Medical Assistant Champion
New in 2016; will champion the
work of integrating workflows
related to the 7-Day Pledge “before
and during the visit” workflows
Practice Champions: Building
7DP teams within each office
Prioritize relationships
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Practice Payments
– $150 for extended 7-day visits
– $100 for extended 7-14 day visits
– Lump sum payments to practices for participating in trainings and work sessions
– Honoraria for practice staff to attend after-hours events
Patient Access
– $20 gift cards for visit attendance
– taxi cab vouchers for visit attendance
Enhanced Payment and Patient Access Program: Using contract funds to remove provider and patient barriers
Don’t impose – incentivize
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Practice Scorecards: Using data to generate buy-in and highlight progress
No story without data, no data without a story.
• Practice Scorecards: Using
data to generate buy-in and
highlight progress
• No story without data, no
data without a story.
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0.00
200.00
400.00
600.00
800.00
1,000.00
1,200.00
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8
AD
MIS
SIO
NS
PER
10
00
QUARTER
Inpatient Admissions per 1000
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0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8
ED V
ISIT
S P
ER 1
00
0
QUARTER
ED Visits per 1000
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LPN Pilot Project
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Questions?
Andrew KatzSenior Program Manager, CMI
Camden Coalition of Healthcare Providers
Carter WilsonSenior Program Manager, CRI
Camden Coalition of Healthcare Providers
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Upcoming Webinars
11/10/16 1:30 PM-3:00 PM EST
Risk Stratification with Bryan Wellens
Vice President of Value Based Analytics,
Continuum Health Alliance
12/13/16 1:30 PM-3:00 PM EST
Population Management with Dr. Stephen Kolesk
Senior Vice President of Clinical Integration, Virtua
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Contact
Tyla Housman
Senior Director
http://www.njhcqi.org/
Fran Griffin
Senior Program Director
http://njii.com/ptn/
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