PROJECT ADVISORY COMMITTEE (PAC) - Suffolk Care · 7/8/2019 PROJECT ADVISORY COMMITTEE (PAC) Thursday, June 27, 2019 9:00 am - 12:00 pm Hilton Garden Inn –Stony Brook Hosted by

7/8/2019

PROJECT ADVISORY COMMITTEE (PAC)

Thursday, June 27, 2019

9:00 am - 12:00 pm

Hilton Garden Inn – Stony Brook

Hosted by the Office of Population Health at Stony Brook Medicine

7/8/2019 2

WELCOME REMARKS

Presented by

Linda S. Efferen, MD, MBA

Executive Director & VP, Medical Director

Suffolk Care Collaborative

7/8/2019 3

MEETING AGENDA MODERATED BY:Alyse Marotta, MPH, Administrative Manager, Behavioral Health Programs, SCC

9:05 – 9:50 Telemedicine Highlights Kimberly Noel, MD, MPHTelehealth Director and

Deputy Chief Medical Information OfficerStony Brook Medicine

9:50 – 10:05 Break

10:05 – 10:25 Telepsychiatry – Catholic CharitiesJohn P. Borrillo, MPAProgram EvaluatorCatholic Charities

10:25 – 10:45 Telepsychiatry – Stony Brook MedicineSusan Wilner, LCSWAssistant Director of

Behavioral Health Services OperationsStony Brook Medicine

10:45 – 11:05 Telepsychiatry – Catholic Health ServicesRonald Brenner, MD

Chief, Behavioral Health ServicesCatholic Health Services

11:05 – 11:20 Strategies to Implement & Sustain Value Based Payment Model Ankita Shah, MBAFinancial Operations Manager, SCC

11:20 – 11:30Building a Business Case for

Innovative Partnerships: Value Based Payments and Community Based Organizations

Amanda Chirco, M.Ed, PMPProject Manager, Community

Health Initiatives, SCC

11:30 – 11:35Prevention and Screening Resources Sofia Gondal, MA

Project Manager, SCC

11:35 – Noon Closing Remarks and Networking Linda S. Efferen, MD, MBAExecutive Director & VP Medical Director, SCC

Telemedicine Highlights

5

Kimberly Noel MD MPH

Telehealth Director

Deputy CMIO

Chief Quality Officer of PCMH

Family Medicine

Preventive Medicine Physician

BMI Researcher

Stony Brook Medicine

@DrKimNoel

HELLO!

No Financial Disclosures

6

7

Living Your Best Life

© History.Com Alexander Graham Bell: John Steele Gordon. The Reader’s Companion to American History. Eric Foner and John A. Garraty, Editors. https://www.history.com/topics/inventions/alexander-

graham-bell

Access Date March 20, 2019

January 17, 1960 edition of the Sunday comic strip Our New Age by Athelstan Spilhaus

11

© Copyright 1987 Hanna-Barbera Productions, Inc. All Rights Reserved

Telehealth

© Copyright 1987 Hanna-Barbera Productions, Inc. All Rights Reserved © 2019 All Rights Reserved Proteus Digital Health

Patient

Generated Health

Data

“

Artificial Intelligence at the Point of Care

Video

Sensors

Digital Apps

Personal Health

Technologies

A Doctor’s

Diagnosis and Evaluation

©2018 Advisory Board • All Rights Reserved • advisory.com

17

Telehealth Program Maturity, by Care Setting

REACH Health Survey, “2017 U.S. Telemedicine Industry Benchmarks”

Most Acute Care Providers Already Use Telehealth

Stroke, Mental Health, and Primary Care Expected to Remain Top Uses

Sources: “2017 U.S. Telemedicine Industry Benchmark Survey,” REACH Health, April 2017, http://reachhealth.com/wp-

content/uploads/2017-US-Telemedicine-Industry-Benchmark-Survey-REACH-Health.pdf, Service Line Strategy Advisor research and

analysis.

36%

ACUTE CARE

27%

37%

Greater than 3 years

Less than 3 years

No telehealth program

14%

16%

70%

4%

6%

90%

PRIMARY CARE SKILLED NURSING

Top Specialty Applications

Stroke Psychiatry RadiologyNeurology Pediatrics

https://www.advisory.com/

http://reachhealth.com/wp-content/uploads/2017-US-Telemedicine-Industry-Benchmark-Survey-REACH-Health.pdf


18

Interest and Investment Show No Signs of Slowing

Telehealth Continues to Be a Top Priority for Health Care Professionals

Sources: “2017 U.S. Telemedicine Industry Benchmark Survey,” REACH Health, April 2017, http://reachhealth.com/wp-

content/uploads/2017-US-Telemedicine-Industry-Benchmark-Survey-REACH-Health.pdf; ATA, “Executive Leadership Survey,” March

2017, http://thesource.americantelemed.org/resources/telemedicine-executive-leadership-survey, Service Line Strategy Advisor

research and analysis.1) ATA, “Executive Leadership Survey”; n=168.

Telemedicine as a Strategic Priority

REACH Health, “2017 U.S. Telemedicine Industry Benchmark Survey”

n=436

Health care executives

responding that they were likely

to invest in telehealth in 20171

83%



http://thesource.americantelemed.org/resources/telemedicine-executive-leadership-survey


19

Medicare Imposes Restrictive Eligibility Criteria

Most Favorable for Virtual Visits Between Rural Health Care Facilities

Sources: CMS, “Telehealth Services Fact Sheet,” Nov. 2016, https://www.cms.gov/Outreach-and-

Education/Medicare-Learning-Network-MLN/MLNProducts/downloads/TelehealthSrvcsfctsht.pdf;

Service Line Strategy Advisor research and analysis.

Eligibility Criteria for Telehealth Reimbursement Under FFS Medicare

21

3 4

Modality1

Distant Provider2

Patient Location

health care professional shortage area (HPSA),

3

Care Site4Is your organization eligible for reimbursement? HRSA has a

Medicare Telehealth Payment Eligibility Analyzer Tool.

2


https://www.cms.gov/Outreach-and-Education/Medicare-Learning-Network-MLN/MLNProducts/downloads/TelehealthSrvcsfctsht.pdf

https://datawarehouse.hrsa.gov/tools/analyzers/geo/TeleHealth.aspx

NYS Medicaid

╺ HPSA Geographic

Restrictions for Video

Chat: Except Mobile

Stroke and ESRD

╺ Virtual Check-Ins

╺ Remote evaluation of

pre-recorded data

╺ Interprofessional

Internet Consultation

╺ Chronic Care Remote

Patient Monitoring

╺ Can see Patients in the

Home, Schools, Day

Cares, Dentist Offices,

Article 28 Nursing

Homes

╺ Store and Forward

Reimbursed

╺ Remote Patient

Monitoring

2019 CMS

Physician Fee

Schedule

21

Stony Brook Is Committed

to High Quality Virtual

Care

╺ Evidence Based

╺ Responsible

╺ Well Coordinated

╺ Appropriate

╺ Accessible

23

Core Competencies of Telehealth at Stony

Brook Medicine

Communication

Clinical JudgementImage Based

Diagnosis

Interprofessional

Collaborative

Education

25

Simulation Center

Telehealth Training

26

OUR PROCESS IS EASY

27

Pilot ScaleRefine

Telehealth Pilots

Tele-Psychiatry

Enhancing

Mental Health

Access to

Eastern Long

Island

Tele-Neurology

Providing

Specialist

Consultation to

Partnered

Hospitals

Tele-Transport

Using Video to

Improve

Specialist

Access, Early

Diagnosis and

Patient Safety

28

29

Innovative Education

and Research

http://apps.tlt.stonybrook.edu/breathe2/

Collaborate with Us at

Stony Brook

Clinical Trials

Education

New Technologies

Clinical Simulations

30

BIG CONCEPTTelehealth is Here to Stay

32

THANKS!

Any questions?

You can find me at

╺ Email: [email protected]

╺ Linkedin:

Kimberly Noel

╺ Twitter:

@DrKimNoel

References

Tuckson RV, Edmunds M, Hodgkins ML. Telehealth. New

England Journal of Medicine. 2017;377(16):1585-1592.

Advisory Board. 2018 Telehealth Industry Trends.

CMS, “Telehealth Services Fact Sheet,” Nov. 2016,

https://www.cms.gov/Outreach-and-Education/Medicare-

Learning-Network-

MLN/MLNProducts/downloads/TelehealthSrvcsfctsht.pdf;

Service Line Strategy Advisor research and analysis.

: “2017 U.S. Telemedicine Industry Benchmark Survey,” REACH

Health, April 2017, http://reachhealth.com/wp-

content/uploads/2017-US-Telemedicine-Industry-Benchmark-

Survey-REACH-Health.pdf; ATA, “Executive Leadership

Survey,” March 2017,

http://thesource.americantelemed.org/resources/telemedicine-

executive-leadership-survey, Service Line Strategy Advisor

research and analysis.

https://vavmc.com/media


http://thesource.americantelemed.org/resources/telemedicine-executive-leadership-survey

7/8/2019 34

BREAK15 minutes

7/8/2019 35

John P. Borrillo, MPA

Program Evaluator

Catholic Charities Brooklyn and Queens

Telepsychiatry

Presented by

Telepsychiatry

Catholic Charities Brooklyn and Queens

Who We Are

• CCBQ is one of the largest human and social service providers in New

York City. In operation since 1899, we currently provide mental health,

behavioral health and related services to over 7,000 individuals annually at

our network of Article 31 outpatient clinics and school-based satellites.

• We have embraced telepsychiatry as a mode of therapy, not as replacement

for traditional in-person treatment, but as a valuable and value-based addition,

adjunct, and complement to it.

How Did We Get Here?

Like other mental-health providers, we have struggled with the challenge of

meeting our clients’ psychiatric needs amid:

A severe and growing shortage of psychiatrists.

The need to demonstrate reduced mental health-related emergency room

(ER) visits, hospitalizations and other value-based outcomes.

Institutional resistance to telepsychiatry as a mode of treatment.

Meeting the Resistance

• When we did the research, we discovered that many of the objections against

telepsychiatry rested on false or tenuous assumptions that were either

contradicted or unsupported by the evidence.

• To address concerns about safety, we put specially designed policies and

protocols in place to meet concerns relating to high-risk clients. To address

concerns about privacy and confidentiality, we augmented our informed-

consent and privacy policies to ensure that our clients and practitioners

understand and sign off on them.

How Is It Working?

• In 2018, we received approval from the New York State Office of Mental

Health (OMH) to provide telepsychiatry (medication management) services

at our outpatient clinics, the first such approval in the New York City area.

• Our ability to provide these services by telemedicine has meant that our

practitioners are part of a supportive network and see themselves as part of

a team. Clients are never turned away because of a missing psychiatrist. “The

Doctor will see you now” is a reality.

Outcomes

0

10

20

30

40

50

60

70

80

90

100

April May June July August September October November December

CLIENT HOSPITALIZATIONS OVER A 9-MONTH PERIOD (2018)

Data Source: PSYCKES and

Internal Hospitalization

Logs

7/8/2019 43

QUESTIONS

TelepsychiatrySusan Wilner, LCSW

Assistant Director, Behavioral Health OperationsStony Brook Medicine

DRIVERS OF ADMISSION / HEALTH CARE COSTS

SUFFOLK COUNTY

4,040

3,3783,180

1,858

1,226

848702 683 673 644 598 555

450 421 372 345173

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

SUFFOLK COUNTY BEHAVIORAL

HEALTH PROVIDERS

47

STONY BROOK TELEHEALTH

49

ELIH

SBUH/HSC

Satellite Sites/

Partners

Out -Patient SB

Clinics

South Hampton Hospital

MARKETING

• Meeting House Lane is a not-for-profit organization that

was created in 2008 under the umbrella of SHH/SBUH

• Presently there are 65 providers in over 25 sites,

stretching from Montauk to Westhampton, and expanding

to Riverhead and Greenport

• They provide multi-specialty care to patients on the East

End as a Patient Centered Medical Home

• Presently the Behavioral Health Team consists of one

Psychiatrist, one Psychiatric NP and 2 Social Workers

MEET OUR PARTNER: MEETING HOUSE LANE

51

OUR PROCESS IS EASY

Pilot ScaleRefine

MEASURING SUCCESS

53

Metrics for Success

• Number of Consults

• Volume of Patients

• Timeliness of Appointments

• No Show Rates

• Patient Satisfaction Metrics

• Patient Adherence Metrics

• Patient Safety Metrics

• No denied claims for Tele-Psychiatry Services

• High Patient Satisfaction for Telehealth

Services

• High Physician Satisfaction

• Increase in Patient Portal Enrollment

• Formal Credentialing Process for Telehealth

Privileges

LESSONS LEARNED FROM

TELEPSYCHIATRY

“We are so excited about this! Our patient from

yesterday actually just stopped in the office and

thanked me for yesterday, saying that she is

very excited for this new option to assist in

improving her mental health. She also said that

she spoke with her brother and sister and they

are both interested in giving TeleHealth a try.”

TESTIMONIAL

55

ACTUAL PATIENT STORY

56

“I’m so grateful for telehealth. It’s

convenient, accessible, and has been

super beneficial to me. The staff is very

accommodating and understanding. I

highly recommend telehealth, as it is

much needed on the east end.” - Patient

Thank You!!!

Questions??

57

Tele-Psychiatry Presented by

Ronald Brenner, MD

Chief of Behavioral Health Services, Catholic Health Systems

What is Tele-Psychiatry?

Tele-Psychiatry is the use of Telemedicine in the Psychiatric setting

The service is delivered through a telecommunication cart located in the

Emergency Room of OMH approved hospitals

A Psychiatrist can provide care to multiple locations from one “hub” in lieu of

a physician being called in for a physical consultation

CHS Tele-Psychiatry Program

In 2016, OMH approved a pilot program for 3 systems, Columbia University,

Northwell Health and Catholic Health System. The 3 hospitals at CHS

participated, Mercy Medical Center, St. Catherine's of Sienna, and Good

Samaritan Hospital.

Coverage at the CHS hospitals is Friday, Saturday, and Sunday night, 6pm-7am

Tele-Psychiatry

Between 2016 and 2017 there were 341 Tele-Psychiatry consultations

For the year 2018, there were 345 Tele-Psychiatry consultations

There is a significant benefit with Tele-psychiatry services

Expedited admissions

Cost savings from reduction of 1 to 1 safety watches

LOS reductions in the Emergency Departments

Tele-Psychiatry

One of the most significant benefits from the use of the Tele-Psychiatry

service was the reduction in turnaround time from the time the psychiatric

consult was requested to completed disposition by

Without Tele-Psychiatry it was 12 hours and with Tele-Psychiatry, 1:55 mins

Expedited safe discharge for over 181 patients, and approximately 150

patient admissions, enabling overnight admits, that were not happening in our

system

Positive Impacts of Tele-Psychiatry

Improves patient safety through decreased elopements and falls due to less

time the patient spends in the ED

Reduction in patients leaving the ED without a Psychiatric Consultation

Decreases an inpatient length of stay through an expedited admission

Direct impact on patient satisfaction through expedited care

Tele-Psychiatry Today

In May 2019, we presented a poster to the American Psychiatric Association

called “A Comparison Study of the Turnaround Time for Tele-Psychiatry versus

face-to-face Consultations in General Hospital Non-Psychiatric Emergency

Rooms) was presented at the APA conference in San Francisco, California

It found an 84% reduction in the time to consult for Tele-psychiatry compared to

the face-to-face consultation.

The time reduction went from 11.4 hours for face-to-face to 1.9 hours for Tele-

Psychiatry

Tele-Psychiatry services offered in general hospital Emergency Rooms can decrease

the turnaround time, which directly results in better patient care

Tele-Psychiatry Patient Satisfaction

For the year 2018, out of the 345 patients seen, 239 surveys were collected

and the following satisfaction results were recorded:

Question #1

98% of Patients feel they

received an explanation of

their treatment options

I received and explanation of my treatment options

Agree Strongly Agree Neither

79%

19%

2%

Question #2

98% of Patients felt that

the time spent on the

Telesession was sufficient

The amount of time on Telesession was sufficient


82%

16%

2%


Question #3

Telepsychiatry made it easier to get Psychiatric Care

Agree Strongly Agree Disagree Neither

75%

6%

1%

18%

82% of Patients felt

Telepsychiatry made it

easier to get Psychiatric

Care

Question #4

The care I received through Telepsychiatry was as good as a regular

in-person visit

Agree Strongly Agree Disagree Neither

71%9%

2%

18%

80% of Patients felt the care they

received was as good as an in-

person visit


Question #5

I would chose a Telepsychiatry session over a face-to-face session with a person

Agree Strongly Agree Disagree Strongly Disagree Neither

33%20%

3%20%3%

36% of Patients agree that

they would chose a Tele-

Psychiatry session over face-

to-face

Question #6

I was satisfied with today's appointment


78%

19%

3%

97% of Patients were

satisfied with their Tele-

Psychiatry appointment

7/8/2019 69

QUESTIONS

7/8/2019 70

Presented by

Ankita Shah, MBA

Financial Operations Manager, SCC

Strategies to Implement & Sustain Value Based

Payment Model

Copyright © 2019 Suffolk Care Collaborative, All rights reserved.

VALUE BASED PAYMENT (VBP) EDUCATION SERIES #6

Strategies to Implement & Sustain

Value Based Payment Model

Part 1


LEARNING OBJECTIVES

• Identify steps to prepare for value-based care

and effective identification and management

of high risk/high need patients

• Evaluate effective Transitions of Care

processes across the care continuum

• Support closing gaps in care by increasing

access to community-based services


Start by using your Electronic Health Record or payer data to

identify:

• Patients at high risk for hospitalization

• Multiple visits to the emergency department

These are the populations that may increase healthcare

costs and are at risk for fragmented care

STEPS TO PREPARE FOR VALUE-BASED CARE

Identify your target population


Consider the following elements in the development of a VBP model

• Identify the target patient population(s)

• Identify which payers will be involved

• Estimate how the type and volume of services will change

• Identify the benefits expected for patients and payers

• Design the workflows required to provide the desired care to the selected patient population

• Determine details including:

• Staff who will support the new model

• Roles and responsibilities of providers and support team

• Frequency of patient contact and visits to the practice

• Identify measurable success metrics for each population and determine your baseline in

order to quantify your impact in the future

• Identify the people, process and technology to monitor progress toward achieving metric

goals

• Identify transition costs (revenue & risk-stratification)



Avoid fragmented care with communication and collaboration across the

continuum of care

• Partner with local hospitals, practices, urgent care centers and other

organizations to enhance your ability to offer better transitional care and

outpatient care management to your patients

• Partner with home health agencies, skilled nursing facilities, pharmacies

and other community resources

• Consider partnering with other entities for potential resource sharing


Care fragmentation effects patient safety and leads to patient

dissatisfaction and disengagement


• Identify opportunities to reduce

unnecessary costs or variances

• Use a team-based approach to

care

• Utilize provider resources

efficiently

• Empower staff to help patients

manage and improve chronic

conditions


http://www.ihi.org/Engage/Initiatives/TripleAim/Pages/default.aspx

Move toward a lower-cost, highest-quality approach with The Triple Aim as a goal


• Monitor progress to determine impact on your target patient

population

• Reassess how well your practice is accomplishing the

predetermined goals and make adjustments

• Reevaluate your care model at least annually to ensure achievement

of desired impact

• Regularly measure patient, provider and staff satisfaction, which are

key indicators of your model’s success

• Review negotiated contracts annually to ensure use of latest

evidence-based metrics and that financial compensation is aligned


Continuously review impact in order to continuously improve


27

EFFECTIVE TRANSITIONS OF CARE ACROSS THE

CARE CONTINUUM

• Transitions of care involves the coordination and continuity of health care as patients transfer between different settings

• The transition between inpatient and community settings in particular is prone to medication errors

• Inconsistent care coordination contributes to the readmission of 20% of patients within 30 days of discharge

• Interest in preventing readmissions has grown since Center for Medicare and Medicaid Services (CMS) imposed financial penalties on hospitals with high 30-day readmission rates

Source: Jencks SF, Williams MV, Coleman EAN. Rehospitalizations among patients in the Medicare fee-for-service program. N Engl J Med. 2009;360:1418–1428 [PubMed]


27

EFFECTIVE TRANSITIONS OF CARE ACROSS THE

CARE CONTINUUM

Communication and collaboration across the care continuum is

necessary to avoid care fragmentation and support patient

engagement

• The transitions of care plan should promote shared accountability

between the sending provider/facility and the receiving

provider/facility

• Facilities, Providers and Community-based Organizations should

assure they have a mechanism in place to support the plan of

care timely, using effective information technology (IT) solutions


Leverage systems to create new and effective processes to identify

and manage assigned patients

Utilize your Electronic Health Record (EHR) and Payer Portals to:

• Identify and monitor your existing patients/attributed members

• Assist patients in scheduling appointments to close gaps in care, such as

annual wellness visits, screenings, etc.

• Establish a pre-visit plan to coordinate tests/services

• Manage patient alerts through patient portals and Regional Health

Information Organization (RHIO) alerts

CLOSING GAPS IN CARE BY INCREASING

ACCESS TO COMMUNITY-BASED SERVICES


Addressing Social Determinants of Health (SDH) is necessary to care for the whole person and important in removing barriers that prevent patients from managing their health.

• The Centers for Disease Control and Prevention (CDC) describes SDH as “the complex integrated and overlapping social structures and economic systems that are responsible for most health inequities”

• Many of the factors that comprise SDH such as access to and availability of healthy foods, transportation and the physical environment where people live, are outside the control of Primary Care (PC) and Behavioral Health (BH) Providers and Hospital Staff

• Partnering with Community-based Organizations becomes critical to mitigating SDH

Source: https://www.cdc.gov/socialdeterminants/

CLOSING GAPS IN CARE BY INCREASING

ACCESS TO COMMUNITY-BASED SERVICES


27

CLOSING GAPS IN CARE BY INCREASING ACCESS TO

COMMUNITY-BASED SERVICES

Community

Health Home

PC/BHSocial Services

Home Care


27

CLOSING GAPS IN CARE BY INCREASING ACCESS TO

COMMUNITY-BASED SERVICES

Online resources such as HITE (Health Information Tool for Empowerment): a directory that lists over

5,000 free and low-cost health and social services across NYC and Long Island to address social

determinants of health. This user-friendly directory is available at www.hitesite.org and can be utilized by

providers to connect patients to vital resources that can assist in addressing gaps in care.

http://www.hitesite.org/


VALUE BASED PAYMENT (VBP) EDUCATION SERIES #6

Strategies to Implement & Sustain

Value Based Payment Model

Part 2


LEARNING OBJECTIVES

• Recognize opportunities to optimize care

management and care coordination services across

all provider types, including Community Based

Organizations (tiers 1, 2 and 3)

• Promote cultural competency/health literacy

• Demonstrate compliance


OPTIMIZING CARE MANAGEMENT THROUGH

COMMUNITY BASED ORGANIZATIONS

Non-profit, non-Medicaid billing, community based social and human service organizations (e.g. housing, social services, religious organizations, food banks)

Non-profit, Medicaid billing, non-clinical service providers (e.g. transportation, care coordination)

Non-profit, Medicaid-billing, clinical and clinical support service providers

Tier

1

Tier

2

Tier

3


Addressing Social Determinants of Health (SDH) aim to improve outcomes

and reduce overall healthcare costs

• Utilize Care Management/Coordination to impact members’ health and

wellness by:

• Implementing screening such as Social Determinants of Health Screen

(SDH)

• Helping patients to schedule and keep appointments – address medical,

transportation, behavioral health needs

• Assisting patients with self-management goals and adherence to

care/treatment plan

• Connecting patients to community based organizations, such as faith-

based organizations, shelters, food banks, etc. to mitigate SDH

OPTIMIZING CARE MANAGEMENT/COORDINATION

THROUGH COMMUNITY BASED ORGANIZATIONS


CARE MANAGEMENT/COORDINATION CONTINUUM

Identify and Screen

Enroll and Engage

Care Management

and Coordination

Case closure when goals are

met

• Provide patient education and reinforce education provided by primary care

or behavioral health practice

• Coordinate care with primary care providers and specialists

• Share suggestions and observations with provider to support patient’s care

and improve outcomes

• As risks are lowered, patients may “graduate” from care management and

new patients may start care management program

• Warm hand off to community based supports such as Health Home for on-

going care management as warranted


PROMOTING CULTURAL COMPETENCY/HEALTH LITERACY

Through the partnership between Suffolk Care Collaborative, Nassau Queens

Performing Provider System, Long Island Health Collaborative (LIHC) and Martine

Hackett Ph.D, MPH, Associate Professor, Department of Health Professionals,

Hofstra University, Cultural Competency and Health Literacy (CCHL) Master

Training was developed. This program is an interactive training program

designed to give hands-on learning experience to build better communities.

The program’s mission is to advance cultural and linguistic competence, promote

effective communication to eliminate health disparities and enhance patient

outcomes.

Communities on Long Island are growing in cultural

and linguistic diversity and, therefore, there is a

need to inspire cultural change within organizations.


PROMOTING CULTURAL COMPETENCY/HEALTH LITERACY

To learn about

the different

training

options and to

register for

upcoming

training, visit

the Long

Island Health

Collaborative

CCHL

webpage

https://www.lihealthcollab.org/member-resources/cchl


• Moving from conventional / fee-for-service arrangements to a

value-based payment structure will require commitment and a

change in mindset and workflows

• What doesn’t change is the requirement to operate ethically

and follow the law

• Having an organizational compliance program gives

employees guidance and outlines their responsibility to follow

organizational rules/policies and the law

COMPLIANCE


Staff should:

• Know their responsibility to detect and prevent fraud, waste and

abuse of Medicare/Medicaid funds

• Know the right thing to do, and what to do if they see others not

doing the right thing

• Understand their obligations to report non-compliance

• Know that retaliation against good faith reporting is prohibited

Compliance education for staff helps to build an organizational

culture of ethical integrity and compliance

COMPLIANCE


Are qualities that frame ethical behavior and ensures compliance

in an organization

Visit the Office of the Medicaid Inspector General website or SCC’s

Compliance Webpage to review the 8 Required Elements of a compliance

program and for resources to assist you in developing your compliance

program and training.

COMPLIANCE

•Honesty

•Integrity

•Accountability

https://omig.ny.gov/compliance#ComplianceHome2

https://suffolkcare.org/Compliance

7/8/2019 94

QUESTIONS

7/8/2019 95

Presented by

Amanda Chirco, MEd, PMP

Project Manager Community Health Initiatives, SCC

Building a Business Case for Innovative Partnerships:Value Based Payments and Community Based Organizations

Innovative Trends in Community Partnerships

October 11, 2018

• Event held in response to feedback received from CBO VBP Survey

• Panel presentation featured HealthFirst, Northwell Health, and God’s Love We

Deliver

• Focused on:

o How health needs and social determinants of health are addressed

o Engagement of CBOs in Value Based Payment (VBP)

CBO VBP EDUCATION SERIES

Building a Business Case for Innovative Partnerships

May 23, 2019

• Presentations from NYS DOH and NYS Bureau of Social Determinants of Health

• Focused on:

o Innovative projects addressing the Social Determinants of Health throughout New York

o VBP contracting strategies for CBOs

o Creating a Value Proposition

• Value Proposition Workshop



UPCOMING OPPORTUNITIES

• Suffolk Care Collaborative is available to assist CBOs as they develop their Value Proposition

• CBOs with completed value propositions are encouraged to share them with SCC

Interested CBOs should contact Amanda Chirco [email protected]

mailto:[email protected]

7/8/2019 100

QUESTIONS

7/8/2019 101

Presented by

Sofia Gondal, MA

Project Manager, SCC

Prevention and Screening Resources

7/8/2019 102

PREVENTION AND SCREENING RESOURCES WEBPAGE

FREE disease specific resource guide covering:

• Breast Cancer

• Colorectal Cancer

• Lung Cancer

• Obesity Prevention

Click here to access the Prevention and Screening Resources

https://suffolkcare.org/community/resources/prevention-resources

7/8/2019 103

Presented by

Linda S. Efferen, MD, MBA

Executive Director & VP, Medical Director

Suffolk Care Collaborative

CLOSING REMARKS

Documents

PROJECT ADVISORY COMMITTEE (PAC) - Suffolk Care · 7/8/2019 PROJECT ADVISORY COMMITTEE (PAC) Thursday, June 27, 2019 9:00 am - 12:00 pm Hilton Garden Inn –Stony Brook Hosted by