Upload
odell
View
34
Download
0
Embed Size (px)
DESCRIPTION
Business Planning to Inform Next Steps Shannon T. Harvey, LCSW, ACSW Macon, Georgia Communities in Charge 478-994-1914 [email protected]. Convening Intent: Systemic Change in the Financing and Delivery of Healthcare for the Uninsured. Initial Planned Financing Strategy: - PowerPoint PPT Presentation
Citation preview
Business Planning to
Inform Next Steps
Shannon T. Harvey, LCSW, ACSWMacon, Georgia Communities in Charge
478-994-1914 [email protected]
Convening Intent:Systemic Change in the Financing and
Delivery of Healthcare for the Uninsured
Initial Planned Financing Strategy:•2 partner hospitals contribute:
$4,419,150 through increased DSH payments from the indigent care trust fund
•1 partner hospital contribute: $4,080,850 through increased Medicaid payments
Contingent on Department of Community Health and HCFA approval
Initial Planned Sustainability Strategies:
Sale of safety net enhanced care management services to state benefit programs
ICTF prospective payment demonstration project with partner hospitals sharing resulting cost savings with HCCG
Business Plan Iteration #1:
$8,499,600 to $0 overnight
Leadership at DCH gone
Now what?
Business Plan Iteration #1 Decision:
• Begin with donated hospital/MD care model
• Local partner contribution to cover pharmacy, DME, lab
• Based on actuarial studies: $1,137,000• Secondary gain: Leverage with other
grantors
Business Plan Iteration #1 Further Exploration re: Sustainability:
Can the sale of care management services to public payors generate
enough revenue to support the administrative and case
management functions of the uninsured program?
2002 Medimetrix TA Bottom Line: • At $10 PMPM with enrollment of 5000 first year, 7500 increase each
year thereafter and 800 enrollees per care manager: losses from $681,201 to $2,167,087 annually for first five years.
• At $20 PMMPM with enrollment of 5000 first year, 7500 increase each year thereafter and 800 enrollees per care manager: losses from $381,201 to $473,947 annually for first three years, minimal revenues thereafter.
• At $10 PMPM with enrollment of 5000 first year, 7500 increase each year thereafter and 1600 enrollees per care manager: losses from $681,201 to $790,340 annually for first five years.
Conclusion: Not feasible, difficult process, draw resources away from services to uninsured
Business Plan Iteration #2 – 2C:
1 – Prove value to local investors - Recoup of caid/care/insurance – direct out of system - Evaluation
2 - Legislative action – huge changes this session
3 - Maximize leveragable assets - Partnership and Leadership - Local investments - Information technology and other infrastructures
So what’s the point?
Business planning, even when it yields answers you “don’t want”, is useful in informing next steps.
Finally…
Making the Business Plan Practical in the Day to Day…
1.Take Care of Patients2.Add Value to Partners3.Maximize Every Investment