-Health Systems- Aging in America 2019 Conference Presented by: - - PowerPoint PPT Presentation

n4a Trailblazers Learning Collaborative

• Health Systems-

Aging in America 2019 Conference

Presented by: n4a: Maya Op de Beke Collaborative Consulting: Lori Peterson Direction Home Akron Canton: Abby Morgan

The “Business Institute”

The mission of the Aging and Disability Business Institute (Business Institute) is to successfully build and strengthen partnerships between community-based organizations (CBOs) and the health care system so older adults and people with disabilities will have access to services and supports that will enable them to live with dignity and independence in their homes and communities as long as possible. aginganddisabilitybusinessinstitute.org

Our Funders Our Partners

Learning Collaborative Background

• ACL grant: for Advanced Business Acumen Skills
• Awarded on September 30, 2016
• Organize and conduct topically-based action learning collaboratives to

address “next generation” issues

• Create knowledge and capture insights through these collaboratives to

incorporate into future curriculum for national dissemination.

• The grants have built on our current grant from The John A. Hartford

Foundation

• 2 working groups (health systems and health plans)
• 30 months, ends in September 2019

Health Systems Members

• Elder Services of Merrimack Valley
• University of New Hampshire
• Ability 360
• Direction Home Akron Canton AAA
• Indiana Aging Alliance
• New Opportunities Inc.
• Partners in Care Foundation

Purpose & Goals

• Purpose: Develop strategies for approaching and

engaging health systems in order to establish future contracts/agreements.

• Goals: Create resources for the larger network of CBOs

that highlight lessons learned and tips for successfully approaching contracting with health systems.

Deliverables

• 4 Assessment Tools
• External Assessment
• Competitor Analysis
• Opportunity Assessment
• Building the Case
• Future deliverables
• Case Studies (lessons learned)
• Expanded Contracts- check list (strategies)

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Aging in America Annual Conference

April 2019

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Partnership Readiness Process

Internal Assessment External Assessment Model Design Business Development The Partnership

• Understand Readiness
• Identify skill development

need

• Leadership
• Change Readiness
• Understand healthcare

landscape

• Assess partners
• Identify opportunities
• Assess competitors
• Adapt service model
• Model cost and pricing
• Prepare staff
• Resource investment
• Build the business case
• Prioritize targets and
• pportunities
• Establish relationships
• Communicate your value
• Co-design partnership
• Define goals and set

measures

• Experiment
• Sustain or refine
• Expand and replicate

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Internal Assessment External Assessment Model Design Business Development The Partnership

+

CBO Toolkit

• Resource List
• Partnership Profiles
• Organizational Readiness Assessment
• Capacity Building Plan
• Strategic Thinking Tool
• Mission Refinement Tool
• Brand Identity Tool
• Data Collection Framework
• Program Evaluation
• Healthcare Glossary of Terms
• Healthcare Reform Policies
• Healthcare Conferences
• Healthcare Associations
• External Assessment Tool
• Partnership Profile Tool
• Competitor Assessment
• Value Proposition Activity
• Effective Meetings
• Collaborative Models
• Strategic Conversation Canvas
• Business Development Cycle Management

Tool

• Brand Communication Tool
• Change Readiness Tool
• Opportunity Assessment
• Idea Prioritization Exercise
• Mapping the Model Design
• Pricing Mechanisms
• ROI Resources

Partnership Re Readiness Pro rocess

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AD ADBI BI Lea earning ning Collabor llaborativ ative Pr Projec ject t

Overar rarching hing Purpose: rpose: Develop strategies for approaching and engaging health systems in order to establish future contracts/agreements. One ne Strat trategy: gy: Develop up to 4 tools that guide organizations through the cross-sector partnership development process, ensure they are understandable and valuable, and incorporate into the TLC Road Map

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Pro rocess

• Learn about TLC workgroup members partnership

development experience

• Understand how tools can be tailored to meet the

needs of the workgroup and other CBOs

• Select the tools to develop
• Refine and finalize each tool based on

feedback

• Conduct a final review with the workgroup
• Determine distribution strategy
• Outline priority features of tools based
• n learning in the discovery phase
• Design and/or refine the selected tools
• Workgroup to test and give feedback

Discover ery y and Cus ustomiza

• mizati

tion

• n

Design ign and Test t Finalize alize and Distribut ribute

01

STEP

02

STEP

03

STEP

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Discove very Phase | | Inte terview ews

• What do you feel are the primary challenges in partnership development for those beginning the process?

What about for those more advanced?

• In what ways do you seek to improve your partnership efforts? What processes and practices could be

incorporated to help you advance your partnership efforts?

• What types of tools and resources would assist you in these efforts?
• In using tools such as an opportunity assessment, a competitor assessment, etc., what would you hope to

achieve?

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Discove very Phase | | Opportunities f for the Tools to to Address

Identify and understand partnership

• pportunities

Identify, understand and respond to the competition Develop a compelling case for partnership Convince a partner to invest in social services Overcome the build versus buy

• bjection

Adopt and sustain partnership development practices

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Discove very Phase | | Prioritization

#1: External al Assessment ment #2: Competit etitor r Analy lysis sis #3: Opportunit tunity y Assessme sment nt #4: Buil ilding ding the Busine siness s Case #5: Business Development Cycle Management Tool #6: Data Collection Framework #7: Strategic Conversation Framework

Results of Tool Ranking:

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Design Phase | Tool Purpose

Busin iness ess the Case e Ability to understand how to develop and present a compelling case for partnership Externa ernal Assess essmen ment t Identify and understand potential partners, as well as to better inform strategies for targeting partners Compe peti titor r Analysi ysis Identify and profile potential competition to guide the process of how to respond to the risks Oppor

• rtu

tunit ity y Assessm essmen ent t Assess internal and external factors that guide brainstorming and ranking of partnership

• pportunities

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Design Phase | Tool Functionality

• Identification and overview of potential competition and market

implications

• Navigation through the analysis process
• Guide for analyzing the information and identifying primary threats
• Examples for responding to competitive threats
• Process for converting to an ongoing organizational practice
• Navigation through external assessment

process

• Template for gathering information and data
• Guide for critical thinking synthesizing the

information

• Process for converting to an ongoing
• rganizational practice

Ext xtern ernal al Assess essment ment Compe petit titor

• r Analysis

lysis

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Design Phase | Tool Fe Features

• Worksheet for identifying and assessing service needs, cost,

volume, and pricing

• Worksheet for identifying, assessing and quantifying potential
• utcomes for partner,
• Navigation on building a case and proposition to various

targeted partners

• Examples of how to present information
• Additional resources to reduce tool duplication
• Template for internal assessment
• Template for external assessment
• Guide for synthesizing information and

identifying opportunities

• Scoring sheet to rank and prioritize
• pportunities based on internal and external

factors and criteria

Oppor

• rtunit

tunity Asses essment sment Building lding the Case e for Pa Partn tner ership ship

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Partnership Readiness Process

• Understand Readiness
• Identify skill development

need

• Leadership
• Change Readiness
• Understand healthcare

landscape

• Assess partners
• Identify opportunities
• Assess competitors
• Adapt service model
• Model cost and pricing
• Prepare staff
• Resource investment
• Build the business case
• Prioritize targets and
• pportunities
• Establish relationships
• Communicate your value
• Co-design partnership
• Define goals and set

measures

Internal Assessment External Assessment Model Design Business Development The Partnership

• Experiment
• Sustain or refine
• Expand and replicate

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Finalize and Distribute te

External Assessment Competitor Analysis Opportunity Assessment Building the Business Case #1 #1 #2 #2 #3 #3 #4 #4

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Example

Consideration

Example:

Finances Service Offerings Partnership Strategy Marketing Community Reputation Overall After you have completed gathering information on the competitors in your market and have completed the Competitor R eview tab, use this tab to analyze each area assessed in the review to determine your organization's strengths and weaknesses in comparison to the competitors identified. Then, also consider for each area (and overall) who your primary competitors are in the market.

Competitor Analys is | Analys is

Your Organizational Strengths and Advantages Competitor Strengths and Advantages Primary Competitors

We are in a position to assume risk in a partnership and can hold

• urselves accountable for the quality and outcomes our services

achieve. We have a competitive rate for our meal delivery at $8 per meal delivered X (Nonprofit) is not in a healthy financial position to take on risk and dedicate resources to partnerships, but they are likely to have similar pricing. Y (For-profit) is very healthy financially and demonstrate as a reliable partner, but they are charging $12 per meal delivered Y (For-profit) has been identified as a primary competitor even though they are higher in price due to their financial stability and growth rate. We will need to highlight our competitive pricing and will need to focus on the differentiators in our service delivery.

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The Difficulty Lies Not So Much In Developing New Ideas As In Escaping From Old Ones

– John Maynard Keynes

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lori@collaborativeconsulting.net 866-332-3923

AN AGENCY PERSPECTIVE

ABIGAIL MORGAN SR VP BUSINESS STRATEGY & PERFORMANCE

THE HIGH (& LOW) POINTS

 Opportunities are everywhere (and are overwhelming)  Strategic Planning is critical (when you have time for it)  Tools and frameworks are helpful (while partnerships and opportunities are unique)

WHO WE ARE

• National Network: 622 Area Agencies on Aging
• In Ohio: 12 AAAs
• In our area

 Portage, Stark, Summit, Wayne  Private Not for Profit 501 (c) 3  30 Member Board of Directors  200+ Staff  Operating Budget  Older American’s Act, Medicaid Waiver Care Management, ‘Duals Demonstration”

We provide choices for people to live independently in the place they want to call home

HISTORY OF SUCCESSFUL PARTNERSHIPS

 History of Health System Partnerships

 Acute Care Transitions since 2010  Hospital and NF-based RN Assessors  Health professional training programs  On Board of Directors for local ACO & Health System

 Contracted Care Management/Care Transitions for Managed Care Plans

 Medicare-Medicaid Dually Enrolled beneficiaries  Medicaid Waiver under 60 Population  Medicare Advantage Acute Care Transitions

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ACUTE CARE TRANSITIONS—RESULTS

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24.5%

Reduction in Program Participant Readmissions*

$28.9 Million

Saved in Part A & B Expenditures*

11 Hospitals

• ver 6 Years

Medicare Beneficiaries Coached*

>27K 94.7%

Patient Satisfaction**

*Econometrica, Inc. (2017). Evaluation of the Community-based Care Transitions Program. Retrieved From https://downloads.cms.gov/files/cmmi/cctp-final-eval-rpt.pdf **Hanna Research Group. Dr. Heesoo Kim

SIFTING THROUGH OPPORTUNITIES



More opportunities for partnerships



Core programs expanding to new payers



New programs, across multiple regions…and expanding to new payers



Growth management strategy Small business analogy Source: The five stages of small business growth. Harvard Business Review, 1983

STRATEGIC-ISH PLANNING



Current 3 year Strategic Plan: 6 goals, including expanding operations and new business development



New business must support our core mission and strengthen existing programs



Strategic Plan doesn’t address timing of new opportunities

BASIC FRAMEWORKS & UNIQUE OPPORTUNITIES



Everyone needs help comparing/contrasting opportunities



Tools help outline the basic requirements and plot the path forward



Even if moving forward no matter what



Decision-making is personal/organizational



Opportunities are often similar

OPPORTUNITY ASSESSMENT TOOL



Internal organizational performance assessment



Lesson Learned: A new contract for an old/existing program will/will not require additional capacity



Lesson Learned: Potential value to your organization, others will have various weights depending on the opportunity

OUR NEXT STEPS



Reviewing progress through new Strategic Plan goal setting



Restructuring—Planning, Decision Support, Development, Quality Improvement



Strengthening/formalizing new business development

Questions?

Questions about the Aging and Disability Business Institute?

Email us: BusinessInstitute@n4a.org