PROJECT ADVISORY COMMITTEE (PAC) Thursday, September 20, 2018 9:00 - - PowerPoint PPT Presentation
PROJECT ADVISORY COMMITTEE (PAC) Thursday, September 20, 2018 9:00 am - 12:00 pm Hilton Garden Inn Stony Brook Hosted by the Office of Population Health at Stony Brook Medicine 9/20/2018 WELCOME REMARKS Presented by Linda S. Efferen, MD,
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Thursday, September 20, 2018 9:00 am - 12:00 pm Hilton Garden Inn – Stony Brook Hosted by the Office of Population Health at Stony Brook Medicine
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Presented by Linda S. Efferen, MD, MBA Executive Director & VP, Medical Director Suffolk Care Collaborative
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William Wischhusen, LMHC, NCC Assistant Director Care Management and Care Coordination Suffolk Care Collaborative
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8:30 am – 9:00 am Registration Office of Population Health 9:00 am – 9:05 am Welcome Remarks Linda S. Efferen, MD, MBA Executive Director & VP Medical Director, SCC 9:05 am – 9:50 am True Population Health in the Context of Value Based Payment Ryan Ashe, MPA, PMP Director of Medicaid Payment Reform at NYS Department of Health 9:50 am – 10:05 am Break 10:05 am – 10:45 am Family Service League’s Crisis Services Continuum Jeff Steigman, PsyD Chief Administrative Officer Christian Racine, PhD Senior Director of Clinics Jessica Aquino, LCSW-R Director, DASH (Diagnostic, Assessment and Stabilization Hub) 10:45 am – 11:25 am Leveraging Regional Health Information Organization (RHIO) Alerts to Improve Outcomes William Bishop, MHA Director, Clinical Programs Innovation, SCC Diana Cappabianca, RN Education and Care Coordinator, Meeting House Lane Medical Practice, PC 11:25 am – 11:30 am Closing Remarks Linda S. Efferen, MD, MBA Executive Director & VP Medical Director, SCC 11:30 – 12:00 pm Networking
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Presented by Ryan Ashe, MPA, PMP Director of Medicaid Payment Reform at NYS Department of Health
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8 September 2018
2016 2017 2018 2019 2020
April 2017 April 2018 April 2019 April 2020 DSRIP Goals
> 10% of total MCO expenditure in Level 1 VBP or above > 50% of total MCO expenditure in Level 1 VBP or above. > 15% of total payments contracted in Level 2 or higher 80-90% of total MCO expenditure in Level 1 VBP or above > 35% of total payments contracted in Level 2 or higher
Bootcamps Clinical Advisory Groups VBP Pilots
Performing Provider Systems (PPS) requested to submit growth plan outlining path to 80-90% VBP
Meeting DSRIP year 3 VBP statewide goals
Webinars
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requires population health capabilities Requires a broad network
spans the complete care spectrum
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Core Components of VBP Model
Based Organizations
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Physical Health Behavioral Health
Diabetes, Depression, Anxiety, Trauma, Substance Use Disorder, bi-polar disorder, Lower back pain, hypertension
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Develop and build partnerships to include:
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Investment in:
and behavioral health
Reduce health inequities or disparities among different population groups and address social determinants of health.
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Social Determinants of Health Interventions & Community Based Organizations are critical components to the NYS VBP model
SDH intervention.
implement SDH interventions in level 2 and 3 arrangements
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Roadmap requirements
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The SDH intervention menu provides examples of evidence-based interventions to address SDH
For more information, access the VBP Resource Library on the DOH website https://www.health.ny.gov/health_care/medicaid/redesign/dsrip/vbp_library/vbp_subcommittee_info.htm
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The SDH template was created to assist CBOs and MCOs with contracting for SDH
The Social Determinants of Health (SDH) Template will:
For more information, access the VBP Resource Library on the DOH website
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arrangements
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Define the concept
for seniors? General Guidelines:
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philanthropy)
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advocates, etc.)
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15 minutes
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Jeff Steigman, PsyD Chief Administrative Officer Christian Racine, PhD Senior Director of Clinics Jessica Aquino, LCSW-R Director, DASH (Diagnostic, Assessment and Stabilization Hub) Presented by Family Service League Team
Bay Bay Shor hore e – Iovino ino South
hore F e Famil amily Center Center Huntington untington – Ols lsten ten Famil amily Center Center Huntington S untington Sta tation tion – Manorf anorfield ield Famil amily Center Center Mas astic Beac tic Beach h – William illiam Flo loyd d Famil amily Center Center Patc tchogue hogue – Medf edfor
d Famil amily Center Center Riv Riverhead erhead - Riv Riverhead erhead Famil amily Center Center
Amityville lle
Bellport
Bay Shor Shore
Centr tral al Isli Islip
East Ham Hampto ton
Haupp ppau auge ge
Hunting tingto ton n (3 (3 sites) sites)
24/7 Crisis Stabilization Program (DASH) 24/7 Mobile Response T
24/7 Hotline
24/7/365 crisis care at a free-standing, community based, site at the Hauppauge
Industrial Park, serving children (ages 5 and up), adolescents and adults.
Length of stay will be up to 23 hours, 59 minutes. Separate entrance/drop off for law enforcement/first responders. Will serve Suffolk residents who struggle with mental health and substance use
disorders including assessments, medication management, counseling, and care management interventions.
DASH will have showers, laundry area, and provide meals within a comfortable,
warm & inviting environment.
Crisis and related interventions are trauma informed, culturally competent, and
targeted with goal of reducing unnecessary use of CPEP/emergency departments, inpatient care, and criminal justice services.
24/7 program that will work hand in hand with the FSL-DASH program, the
hotline(s), SCPD, hospitals/EDs, behavioral health providers, Pilgrim Psychiatric Center and various other community stakeholders.
Staffed with teams consisting of Social Workers and Peer Specialists with
lived experience.
Will respond to crises in the community - such as schools, residences, places
Will provide assessment in the field and determine appropriate disposition. The teams will provide proactive, individualized follow-up to ensure
necessary linkages are made, support is provided and individualized needs are met.
24/7 Hotline with calls being answered by professional staff. Will be located at the FSL-DASH program. Will triage Mobile Response Team referrals. Callers will be engaged proactively, feeling a sense of compassion,
support and empathy.
Workers will assess and manage risk and assist in handling the crisis
situation.
Resources/linkages will be made to allow for maintenance in the
community, if appropriate.
Staff will follow-up, post call, to ensure that dispositions were effectively
carried out.
Focus on suicide prevention and ensuring that those in need receive
appropriate support at his/her time of crisis.
Jessica Aquino, LCSW-R Program Director- Diagnostic, Assessment and Stabilization Hub (DASH) Jaquino@fsl-li.org Phone: (631) 291-3300 Patricia Ferrandino, LCSW-R, CASAC Director of Clinic Operations for Mental Health Pferrandino@fsl-li.org Phone: (631) 926-0734 Christian Racine, Ph.D Phone: (631) 396-2342
Cracine@fsl-li.org
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William Bishop, MHA Director, Clinical Programs Innovation Suffolk Care Collaborative Diana Cappabianca, RN Education and Care Coordinator Meeting House Lane Medical Practice, PC Presented by
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Data Source: All PPS Rate
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Options for types of events: ED Admission ED Discharge Inpatient Admissions Inpatient Discharge
Type of Event EVENT at Queens Hospital Patient Name
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25 Locations 20 Specialties 59 Providers Roughly 83,800 Visits during 2017
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MHLMP provides information on NYCIG to all patients at all visit types. The patient must specify that they either “Consent” or “Deny Consent” and the form must be signed and dated to be valid.
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1- Beta test with Clinical Administrative Team 2- Roll out to Primary and Specialty Offices 3- Process Improvement and Sustainability
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Beta Test with Clinical Administrative Team During our first stages of implementation, we decided to keep access within the Clinical Administrative Team to sort out the first round of problems. What did this look like? CCQM pulled all data from the NYCIG Clinical Inbox and pasted data into Excel. ECC reviewed the list for discharged patients needing a follow-up appointment. FDS used the list to call and schedule Hospital Follow-up appointments.
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workflows the same.
accountability.
hospitals were added.
not playing active role in patient care.
Ultimately, this way of implementation was not sustainable. What next?
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Implementing the RHIO alerts and Clinical Viewer to all MHLMP locations came with difficulty due to the complexity of our practice. What does this look like? All managers and some staff receive real-time alerts for ADTs. Designated employee reviews alerts for the day to identify any of their patients that have been discharged. If a patient is listed, then the employee checks NextGen for NYCIG Consent status. If Consent status is “Yes,” then the employee can pull the hospital records from the NYCIG Portal and reception reaches out to schedule a follow-up appointment. If the Consent status is “No,” our reception reaches out to schedule a follow-up appointment.
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patient care.
comfortable with staff from their offices.
show up for their hospital follow-up visit.
specialties within MHLMP.
searching for patients.
falling through the gap.
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admission alert.
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*Includes both 7 and 14 day Follow-ups
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Presenter Contact Information: Bill Bishop, MHA Director, Clinical Programs Innovation William.Bishop@stonybrookmedicine.edu 631-264-4904 Diana Cappabianca, RN Educator & Care Coordinator Diana.Cappabianca@stonybrookmedicine.edu
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Presented by Linda S. Efferen, MD, MBA Executive Director & VP, Medical Director Suffolk Care Collaborative