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Role of Medical Case Management in A New Health Care Environment
TECHNICAL ASSISTANCE TO
ADAPTING RW TO THE ACA
Presented by the Newark, NJ EMACity of Newark, Dept. of Child and Family Well-Being/ Ryan White Unit
TECHNICAL ASSISTANCE TO ADAPTING RW TO THE ACA- ROLE OF MEDICAL CASE MANAGEMENT IN A NEW HEALTH CARE
ENVIRONMENT
Workshop Faculty
• Ketlen Alsbrook, MPA- Newark EMA Project Director
• Shanon Mettlen, MPA- Union County Grant Coordinator
• Sharon Postel, MBA, JD- QM Consultant
SUPPORT DISCLOSURES
This continuing education activity is managed and accredited by Professional Education Service Group. The information presented in this activity represents the opinion of the author(s) or faculty. Neither PSEG, nor any accrediting organization endorses any commercial products displayed or mentioned in conjunction with this activity.
Commercial Support was not received for this activity.
FACULTY DISCLOSURES
• Ketlen Alsbrook
Has no financial interest or relationship to disclose
• Shanon Mettlen
Has no financial interest or relationship to disclose
• Sharon Postel
Has no financial interest or relationship to disclose
• CME Staff Disclosures
Professional Education Services Group staff have no
financial interest or relationships to disclose.
LEARNING OBJECTIVES
At the conclusion of this activity, the participant will be able to:
1. Examine the role of MCM in the current and “new” healthcare environment.
2. Identify how RW CLD and CQM systems can enhance coordination of care and NHAS efforts.
3. Develop MCM strategies and tools to continue and enhance the vision of the RWHAP
AFFORDABLE CARE ACT
Key provisions:
• Universal coverage; mandates provision/ acquisition of health insurance
• Eliminates annual/ lifetime limits on coverage and exclusion of those w/ pre-existing conditions
• Premiums must cover at least 80% of medical care costs and include preventive care
• State chosen benchmark plan covering 10 federally mandated health categories.
• Accountability Care Organizations (quality, efficiency & cost per pt)
• May reduce uninsured from 19% to 8%
IMPACT ON NEMA RW RECIPIENTS
• NJ Medicare• Eliminates Part D donut hole and overpayments
• No copay or deductible for preventive care
• 12% of Part A/F recipients have Medicare
• New Jersey Medicaid • Expands income limits from 78% to 133% FPL.
• 1/3 of Part A/F recipients have some form of Medicaid
• Add’l 3,300 clients eligible for Medicaid after expansion (165% increase from 2.5K to 5.3K).
• Insurance Exchanges• Managed care programs for individuals and employers with >50 workers
• Out of pocket costs on a sliding scale of 2% to 9.5% of annual income
• Approx. 1,000 Part A/F clients (134% - 500% of FPL) may be covered
NEMA EPIDEMIOLOGICAL PROFILE
• 13,476 PLWHA – 2 million population
• 69% Afr Amer, 17% Hispanic/Latino, 12% White
• 40% female
• Heterosexual, IDU, MSM exposure
• 5 counties in northern NJ – urban, suburban/rural
• Only EMA in NJ. (3 TGAs + Philadelphia PA EMA which covers part of NJ)
• EMA has 38% NJ PLWHA but only 24% NJ population
• Newark – 5,858 PLWHA of 277,000 population – 2.1% prevalence vs. 0.4% US
• 16% of NJ epidemic but 3% of population
• 30 CASE MANAGEMENT AGENCIES serving 6,000 clients.
• CM definition included both medical and non-medical functions.
• Agencies could do medical OR non-medical OR both. “Hybrid.”
WHERE WE WERE (PRE- RWTEA)CASE MANAGEMENT
A range of client-centered services that links clients with primary medical care, psychological and other services to ensure timely, coordinated access to medically-appropriate levels of health and support services, continuity of care, ongoing assessment of the client’s and other family members’ needs and personal support systems and inpatient case management services that prevent unnecessary hospitalization or that expedite discharge, as medically appropriate, from inpatient facilities. Key activities include initial comprehensive individualized service plan; coordination of services required to implement the plan; client monitoring to assess the efficacy of the plan; and periodic reevaluation and revision of the plan as necessary over the life of the client. May include client-specific advocacy and/or review of utilization of services. (See Case Management Standards document for more detailed information regarding case management services).
CASE MANAGEMENT DEFINITION (PRE- RWTEA)
NEMA CORE SERVICE MODEL (PRE-RWTEA)
WHERE DID WE WANT TO GO?
All CM agencies had to be split by new DISTINCT functions … FROM OVERLAPPING FUNCTIONS.
CARE Act Case Management
RWTMA Non-Medical Case
Management
RWTMAMedical Case Management
HOW WE PREPARED
• Medical Case Management
• Client Level Data (CLD) System
• Quality Management
• Programmatic & Fiscal Monitoring
• Ongoing scan of healthcare environment (pre-ACA)
• Must be provided by trained professionals (medically credentialed and otherwise)
• Timely/ Coordinated care plans that link clients to medical care, psychosocial and other services
• Initial assessment
• Development of care plan
• Coordination of services
• Continuous monitoring
• Periodic re-evaluation and adaptation
• Continuity of care
• Treatment adherence counseling
• Advice and assistance in obtaining medical, social, community, legal, financial, and other needed services.
• Non-medical case management does not involve coordination and follow-up of medical treatments.
CLEAR DEFINITION AND RESPONSIBILITIES FOR CM-NM AND MCM
CASE MANAGEMENT- NON MEDICAL MEDICAL CASE MANAGEMENT
PROGRAM CHANGES
MCM = Medical providers only (approx. 15 agencies)
PMC providers must apply for or demonstrate provision of MCM
CM-NM = CBOs, non-medical agencies (15 additional agencies)
Exceptions= Partnerships/Collaborations
Allows experienced CM agencies to do MCM for small medical providers who cannot support (FT/PT) MCM staff.
Planning Council updates to Standards of Care for PMC & CM-NM
Train MCM and CM-NM staff on expectations, responsibilities, etc.
Provide ongoing training.
CONCERNS
• Not all CM agencies could do MCM.
• 75%-25% split core medical services (MCM) and support (CM-NM)
• CBOs were concerned about funding.
• Shifting of RW resources to non community based providers.
• Sustaining CM programs that exceed CM expectations
NEMA CORE SERVICE MODEL- POST RWTEA
BENEFITS
• Reduce duplication of effort.
• Retain high performing agencies.
• Attainable goals; realistic expectations
• More effective system – MCM have support of [CM-NM] agencies with more knowledge of community resources.
INFORMATION TECHNOLOGY (IT) – CLD
• Nuclear Option (Payor of Last resort controls)
• Referral tracking system to improve coordination between RW and non-RW providers
• 9-month alert for follow up/ retention in care.
• Exception report for MMC, Medicare, lost clients, etc.
• Automated feed of EMR to CLD.
• CHAMP user subcommittee
OTHER QUALITY MANAGEMENT TOOLS
• Newark EMA CQM Plan• HRSA HAB Core Clinical Performance Measures
• Expand from 5 measures to Group 1, 2 , 3 and In+Care• Extend required fields from PMC to MCM (most likely to
enter/record data)• Performance measurement and monitoring using RSR Ready
Vendor System. • Expand CQM Chart reviews – Adding MCM in addition to PMC• Early Intervention and Retention Collaboratives (EIRCS)
OUR MCM VISION
• MCMs as “integral part of care system”
• Interventions- patients new, existing and lost to care
• Benefits Coordination
• MCM support of all PLWHA receiving PMC regardless of patient’s source of insurance.
• MCM as the focal point of IT system. Shift from PMC OR in addition to PMC. (HAB Performance Indicators)
MCM SCOPE
• ENTRY INTO CARE • Identify, Inform, Referral and Linkage (EIIHA and EIRCS)
• ENGAGEMENT IN CARE• Development of care plan, follow up, treatment plan updates
• RETENTION IN CARE.• Filling in gaps, navigating the system, insurance affordability
• TREATMENT ADHERENCE • Keeping appointments, medical monitoring (CD4, VL, medication regimen &
complications), VL Suppression
FY 13 Newark EMA Ryan White Part A Program
BENEFITS COORDINATION INITIATIVE Updated: 9/11/12
BENEFITS COORDINATION TEMPLATE This template can be used for 3 purposes:
1/ As an individualized care plan checklist for each client. (Service columns only.)
2/ For an individual client, to determine funding source of benefits and needed coordination between funding programs.
3/ For an agency to determine total resources available and needed by funding source
SERVICE NEED Needed? Funding Source
Service Type General Subtype Y N MMC Medi- caid G Medi-care VA Pvt Ins Charity RW A RW B RW C
1 Medical Care Outpatient
Physician visit
Nurse visit
Labs
Inpatient
Long Term care
2 HIV Medications ADDP
APA
Other
3 Mental Health Outpatient
Inpatient
4 Substance Abuse Outpatient
Residential
Inpatient
5 Oral Health
12 Housing Emergency
Transitional
Long Term
13 Food Delivered Meals
Food Bags
Food Vouchers
14 Financial Assist. Emergency
Financial Benefits
15 Legal Assist.
16 Respite Care
CHALLENGES
• Uncertainty
• Relationships with Medicaid managed care, HMO’s, etc.
• Referrals from PCP to access specialty care
• Copays, deductibles, etc.
• Prior authorization for non- HIV medications, treatments, etc.
• Decreased CQM controls
PROGRAM & FISCAL MONITORING
• Implementation of National Monitoring Standards
• Assessing the landscape
• Use of CLD for monitoring program and fiscal performance
• Modifications to Site Visit format, program assessments and corrective actions (more PDSA’s).
NEXT STEPS
• Prepare for seismic shift from RW PMC to MMC.• Assess the landscape
• Standardized MCM functions
• Review/ update MCM Training curriculum
• Make training available to CM-NM providers.
• Review/ update RSR Ready Vendor System as needed
• Benefits Coordination Initiative
• Develop relationships with NJ Medicaid, managed care programs, ACO’s, etc.
OBTAINING CME/CE CREDIT
If you would like to receive continuing education credit for this activity, please visit:
http://www.pesgce.com/RyanWhite2012