A New Community Health Initiative: Interdisciplinary Community Care Teams

Transcription

1 A New Community Health Initiative: Interdisciplinary Community Care Teams Transforming Care for our Costliest Patients by Investing in the Social Determinants of Health Rebecca Ramsay, BSN, MPH Director- Community Care, CareOregon David Labby MD, PhD Chief Medical Officer, Health Share of Oregon

2 Coordinated Care Organizations (HB3650) Community based organizations with strong consumer involvement in governance that bring together the various providers of services Responsible for full integration of physical, behavioral and oral health, elimination of fragmentation Global budget Revenue flexibility to allow innovative approaches Opportunities for shared savings Manage to agreed upon rate of growth Accountability through measures of health outcomes, patient experience and resource use

3 April 8, 2011 Health care: Innovation is key, governor says Oregon faces in an $860 million gap between funding and costs for nearly 600,000 people on the Oregon Health Plan, a 39 percent cut. Kitzhaber has proposed to cut $570 million with traditional tactics -- reductions in administrative cost and health plan benefits and a 19 percent cut in Medicaid payments to doctors and other providers. But he doesn't want to kick people off the plan as other states have. Instead, he wants to close the remaining $290 million gap by saving through reform. "The only way out of this is to innovate or die," said the governor, also a physician. 3

4 $1.9 Billion CMS Waiver 5 year Investment Cut cost growth by 1% pts after 2 years, then 2% Measurably improve quality and access 17 P4P metrics, 2% global budget bonus at risk 1% timely reporting withhold for quarterly data 6 Key Transformation Levers Focus on those with multiple or complex conditions Alternative payment methods focused on outcomes Integrated physical, behavioral, oral models of care Administrative simplification / new models of care Flexible services Learning systems for accelerating innovation spread

5 CareOregon Our Vision: Healthy Oregonians regardless of their income or social circumstances. Publically financed health plan for low-income citizens Medicaid: Mom s and Children, Disabled/ Chronically Ill Medicaid/ Medicare Special Needs Plan 180,000 Members Not for Profit Contracted network 50% Safety Net PCPs Diverse Private practice PCPs Major metro and rural hospitals Copyright: Bruce Davidson Began building population programs for complex members in 2003 Participant in IHI Triple Aim Initiative since May 2007

6 Where is the $$$ going? % of Total Billed Charges by Service (State of Oregon Medicaid Data) 2009 Total Billed Charges = $1,630,851,673 Hospitalizations and ER admits amount to 43% of Billed Charges * Outpatient Behavioral includes mental health services and ER and non ER chemical dependency services

7 Very High Prevalence of Mental Health and Addictions (State of Oregon DMAP Data) CareOregon Tri County Claims Data: 21% Adults have 1+ chronic condition PLUS substance abuse or schizophrenia + bipolar disorder; 3%, both. Based on HSO 160,000 members (40% Adult). 21% Adults = 13,440; 3% Adults = (no FFS)

8 Effect of Substance Use on Cost/Utilization Average 12 mos TOTAL cost, ED and Hosp utilization by group

9 Target Medicaid and Dual Population - Tri-County Region 9

10 Target Medicaid and Dual Population- Pilot Clinic Multnomah County Health Department-NE Clinic Population Population Segment # Members % Members Avg Total Paid Cost per Member/ 12 mos % Paid Cost/ 12 mos of Segment # ED visits # IP Admits No inpatient/ 6+ ED visits 81 3% $8743 5% Non-OB inpatient and 0-5 ED visits 97 4% $18,767 14% Non-OB inpatient OR 1 Non-OB inpatient AND 6+ ED visits 71 3% $59,440 32% % mbrs = 51% Total Paid Cost/12 mos

11 William Chronic Heart Failure History of Addiction to IV Drugs and Alcohol COPD Schizoaffective Disorder Developmental Disorder Hepatitis C Intermittent Homelessness October 2011: Admitted to the hospital for almost a month for acute complications of his Chronic Heart Failure. Had a previous 25 day admission 5 months earlier. 62 Year Old Caucasian Man Type 2 Diabetes

12 Understanding Root Causes: Ask the Patients 15 Case Review Method 1. Identify 15 patients that meet your high risk high cost criteria 2. Use a semi-structured set of questions to gain insight into patient perspectives 3. Identify similarities, differences, and common themes 4. Come together as a design team/leadership team to discuss what was learned 5. Build next steps based on what you learn Act for the Individual to LEARN for the population

13 What Did We Learn About Root Causes? High prevalence of childhood and life trauma (relevance of the ACE study); often translates into distrust of health care providers Most clients have had an overwhelmingly negative experience with the healthcare system; most clients primarily identify as ill and as a patient Prevalence of SA and mental health conditions; mild cognitive deficits common Lack of timely access to psychiatric assessment and mental health respite services Care coordination needs extensive (particularly between sites of care) Many cant afford or do not have access to non-medical items or services critical to optimal health and self management ( ie transportation, stable housing, healthy food, medications, place to exercise, etc)

14 The most common common denominator ACE Score = 1 point each for positive responses to 10 questions inquiring about exposure to: Physical abuse Emotional abuse Sexual abuse Physical neglect Emotional neglect Divorce/separation Domestic violence in the home Parent that used drugs or alcohol Parent that was incarcerated Parent that was mentally ill

15 Community outreach workers are paired with primary health homes and specialty practices to enhance the practices ability to provide individualized high touch support to patients with exceptional utilization *Staff are hired for engagement skills, compassion, non-judgmental attitude, outreach experience *Focus is on the social determinants that drive high-cost medical utilization *Outreach worker is incorporated as part of the practice team, but also has identity with a larger community of practice * High PCP/Specialist involvement * Documentation occurs in the practice s EMR; population view and process metrics stored in a community care registry *Voluntary Program 15

16 The Secret Ingredients 1. Transparency An open/honest conversation changes both participants 2. Trust Reducing the hierarchy in the relationship makes it safer 3. Time We can only improve on the current system You have to know me to help me 4. Tailoring to the Client Lack of a conventional agenda driven by payment; regulatory relief 16

17 Outreach Worker Interventions Motivational Interviewing to resolve ambivalence about healthrelated behavior change Client advocacy within and among multiple systems Role modeling advocacy and relational skills Assistance in navigating health care system Care coordination Health literacy education Self management skill development Assistance with complex problem solving related to living in poverty with multiple health issues Providing opportunities to identify as something other than a patient Providing opportunities to experience success and feel confident Deep listening, acknowledgment and respect for each individual

18 What is this new workforce adding to our system of care? Social Services, Faith-Based, Family and Neighborhoods Peer Support Services Walk-in Day Programs Mental Health Care Community Outreach Worker Advanced primary care home w/integrated behavioral health Community mental health with integrated primary care Core-Act Teams Living Well Courses Primary Care Environmental Agencies Public health, Environmental advocacy, Housing agencies with integrated primary care 18

19 Learning as we go Community Care Program Multidisciplinary Case Rounds Once per week, all outreach workers assemble to discuss 2-3 challenging client cases Staffed with program managers/supervisors, peer mentors, and clinical consultants (psychiatrist, pharmacists, nursing) Multiple perspectives are discussed, clinical guidance is offered Peer outreach workers share their own emergent best practices and give each other suppport Patterns begin to emerge that can be applied to a broader segment of the population client typologies

20 William s Cost Trend

21 31% This may be an artifact of the 13 people included in this analysis that have only a few months of exposure to the intervention. We have also witnessed LOS decrease but need to analyze the data further. 27% 12%

22 Spreading the Hot Spotting Program across the TriCounty Region Improving lives for high acuity/high cost patients Primary Care Community Outreach Model Workforce: Community Outreach Worker Homelessness/ Recovery Based Community Outreach Model Central City Concern Workforce: Community Outreach Workers, QMHA, RN Emergency Services Community Outreach Model OHSU ED TriCounty EMS Workforce: Behavioral Health Staff TOTAL: 34 new outreach professionals Specialty Care Community Outreach Model Oregon Clinic Liver Oregon Clinic Pulmonology Workforce: Community Outreach RN and Respiratory Therapist Behavioral Health Home Community Outreach Peer Model Cascadia Behavioral Health Workforce: Peer Wellness Specialists

23 Thanks! Rebecca Ramsay David Labby 23