A training for Central New York Adult Peer Run, Family Support, Mental Health & Substance Use Disorder Agencies.

Transcription

1 A training for Central New York Adult Peer Run, Family Support, Mental Health & Substance Use Disorder Agencies. Friday, October 30 th, 2015

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3 Elizabeth Patience, NYS OMH

4 8:30am Registration Auditorium Entrance 9:15am Welcome Elizabeth Patience 9:20am Peer Agencies Evolving Lee Rivers 9:30am Overview of MCTAC Andy Cleek & Ahlam Elbedewe 9:40 am Overview of the changing Health Care Landscape in NY Meaghan Baier, Ahlam Elbedewe & Dan Ferris 10:00am Infrastructure Planning for Smaller/Rural Agencies Edye Schwartz and John Coppola 10:30 am Sub-Contracting/Partnerships Lee Rivers & Boris Vilgorin 11:10am Mini Break Everyone 11:20am Partnerships (cont.) & Boris Vilgorin Fiduciaries/Directors Roles 12:00pm Strategic Decision Making Andy Cleek 12:15pm 12:30pm Q&A Lunch (not provided)

5 12:30pm Lunch (not provided) 1:30pm Importance of Peer Roles in the upcoming Health Care Landscape Elizabeth Patience & Lee Rivers 2:00pm Importance of NYS Peer Certification Process Tara Davis (ASAP) 2:30pm Q&A Elizabeth Patience

6 Lee Rivers, Community Connections of Franklin County

7 Andrew Cleek & Ahlam Elbedewe

8 What is MCTAC? MCTAC is a training, consultation, and educational resource center that offers resources to all mental health and substance use disorder providers in New York State. MCTAC s Goal Provide training and intensive support on quality improvement strategies, including business, organizational and clinical practices to achieve the overall goal of preparing and assisting providers with the transition to Medicaid Managed Care.

9 MCTAC is partnering with OASAS and OMH to provide: Foundational information to prepare providers for Managed Care Support and capacity building for providers tools informational training & group consultation assessment measures Information on the critical domain areas necessary for Managed Care readiness Aggregate feedback to providers and state authorities

10 Who is MCTAC?

11 MCTAC Partners

12 The McSilver Institute for Poverty Policy and Research at New York University Silver School of Social Work is committed to creating new knowledge about the root causes of poverty, developing evidence-based interventions to address its consequences, and rapidly translating research findings into action.

13 CASAColumbia is: a science-based, multidisciplinary organization focused on transforming society s understanding of and responses to substance use and the disease of addiction Involved in MRT Reform Efforts (e.g., Evaluation for State Health Homes Program) Collaborating with OASAS: $10 million SAMHSA SBIRT Grant Co-Develop LOCADTR MCTAC CASAColumbia 2014

14 Residential Redesign Learning Communities Targeting Implementation, Launched in October for NYC/LI providers. Out-Patient Withdrawal Management and Medication Assisted Treatment video recordings in production. Working with Clinic and OTP providers to determine most pressing TA needs beyond the integration of medical interventions. CASAColumbia 2014

15 Since its first offering in September 2014, MCTAC has engaged 251 unique OASAS agencies (59.3%) and 407 unique OMH agencies (73.7%) including: Managed Care Kickoffs Foundations of Managed Care for HCBS Providers HCBS Overview & Service-Specific Training Contracting Revenue Cycle Management Utilization Management Billing Learning Communities and Workshop Series Office Hours And More!

16 In addition to training slides and recordings that are available via MCTAC.org: Managed Care Plan Matrix Glossary, Managed Care Language Guide, and Top Acronyms Output to Outcomes Consultant list for more intensive/individualized support FAQ resource, Billing Tool, and more coming soon! Have a question? us at: mctac.info@nyu.edu

17 Meaghan Baier, Ahlam Elbedewe, Dan Ferris

18 NYS Transition of Behavioral Health system to Medicaid Managed Care Transformation of the SUD System LOCADTR Residential Redesign HARPs & Home and Community Based Services

19 It is of compelling public importance that the State conduct a fundamental restructuring of its Medicaid program to achieve measurable improvement in health outcomes, sustainable cost control and a more efficient administrative structure. - Governor Andrew Cuomo, January 5, 2011

20 $49.1 billion

21 Care Management Vertical and Horizontal service integration and coordination Financial risk sharing with providers

22 Network of providers created via contracting Prior approval required for inpatient admissions, specialty visits, elective procedures, etc. Benefits package with a defined set of covered services Contained list of covered pharmaceuticals (Formulary) Medical Necessity Level of Care Criteria Credentialing

23 CAPITATION: Managed Care Organization receives a fixed amount of money each month for each member: Per Member Per Month (PMPM) Fixed fee is for a specific time period (typically a month) Fee covers a defined set of services (these are the benefits)

24 Negotiated fee for service: some MDs, ancillary services, labs, etc.. Case Rate: Average payment for episode of care Shared risk/savings arrangement: may include both down and up side. Performance Based: based on agreed upon deliverables/milestones Capitation Rate: payments based on per member per month (PMPM)

25 All Adult (21 and over) Medicaid (excludes Medicare/Medicaid) recipients will be members of a Managed Care Plan All Behavioral Health Services will be paid by Managed Care Plans Additional services (HCBS) will be available to HARP eligible members Individuals w/significant needs can become part of a Health and Recovery Plan (HARP) - receive services not available through the standard Behavioral Health benefit Imbeds process / resource changes w/in a specific philosophical model: Person centered, recovery focused practices Reliance on care management for high need individuals Greater reliance on community services rather than inpatient services Service integration Greater accountability for achieving outcomes

26 Home and Community Based Services (HCBS) Continuing Day Treatment PROS ACT Ambulatory SUD Services Residential Rehabilitation (SUD residential services to be redesigned and clinical services to become billable) Inpatient Psychiatric services (currently FFS for all SSI Medicaid recipients) Rehabilitation services for residents of community residences (beginning in year 2)

27 The answers to all of the above questions must be YES if the service is to be paid for by the MCO

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29 July - October 2015 NYC HARP passive enrollment letters distributed October 1, 2015 Mainstream plans and HARPs implement non-hcbs behavioral health services for enrolled members, HARP enrollment phases in. January 1, 2016 NYC HCBS Begins for HARP population January 1, NYC & Long Island Children s Transition to Managed Care Accurate as of 6/12/15

30 June 30, 2015 RFQ distributed (with expedited application for NYC designated Plans) October 2015 Conditional designation of Plans October March 2016 Plan Readiness Review Process April 1, 2016 First Phase of HARP Enrollment Letters Distributed July 1, 2016 Mainstream Plan Behavioral Health Management and Phased HARP Enrollment Begins July 1, Children s Transition to Managed Care

31 Improve care for all levels of SUD severity System needs reform across the continuum of SUD severity Strengthen outpatient system Improve engagement and retention Increase integration of medical interventions (e.g., withdrawal management, medication assisted treatment) Expand service offering (e.g., services in the community) Redesign residential treatment system to be better integrated into modern healthcare system Build more state-of-art clinical operations workforce enhancement, evidence based treatment, medication access HCBS for important subset of treatment population

32 CASAColumbia and OASAS developed the LOCADTR 3.0 to improve the system s ability to direct individuals to the most effective level of care. By directing individuals in this way, we should be able to improve engagement and retention and thus improve outcomes. CASAColumbia 2014

33 Web-based tool used by substance abuse treatment providers, Medicaid Managed Care plans, and other referral sources to determine the most appropriate level of care for a client with a substance use disorder. LOCADTR 3.0 improves upon prior LOCADTR by factoring in client risks and resources that contribute to the identification of an appropriate treatment setting that is as close to his or her community as possible and is safe and effective. CASAColumbia 2014

34 Collected data will be analyzed to assess 1) provider and system level performance 2) Inform needs assessments 3) Inform the relationship between LOC determinations and client outcomes LOC is determined by: Assessment of client s need for crisis or detoxification services Risk factors (severe medical/psychiatric conditions) Resources available to the client CASAColumbia 2014

35 Redesigning the residential treatment system to be better integrated into modern healthcare system Elements of recovery services: Stabilization Individual will receive medically-directed care to treat acute problems and adjust to early recovery. Rehabilitation learn to manage recovery within the safety of the program. Community Re-integration develop recovery skills and begin to reintegrate into the community. Included in residential redesign: Intensive Residential Community Residential Supportive Living Medically Monitored Crisis CASAColumbia 2014

36 OASAS will deliver the orientation for Providers to the Residential Redesign vision and structure with details regarding application and implementation as regional forums. Coming to Rest of State in the near future. CASAColumbia/MCTAC follows these forums with Learning Communities designed to prepare providers apply for designation, implement their vision and improve upon it once implemented. CASAColumbia 2014

37 Who is eligible? Must either meet the target risk criteria and risk factors or be identified by service system or service provider identification Target Criteria: Medicaid enrolled 21 and older SMI/SUD diagnoses Eligible for Mainstream enrollment Not dually eligible Not participating in OPWDD program All will be expected to have a Health Home Care Manager

38 All HARP members will be offered Health Home care management services Health Homes will develop person-centered care plans that integrate physical and behavioral health services and include HCBS services Designated HCBS providers, Health Homes, and Plans will collaborate and coordinate to provide services to HARP-eligible individuals. The Community Mental Health (CMH) suite of the InterRAI has been customized for NYS and includes: o Brief Assessment to determine HARP and HCBS eligibility o Full Assessment to identify needs and assist in the development of a care plan including HCBS services o Health Homes will conduct the InterRAI assessments for HCBS eligibility

39 Rehabilitation Psychosocial Rehabilitation Community Psychiatric Support and Treatment (CPST) Habilitation Crisis Intervention Short-Term Crisis Respite Intensive Crisis Intervention Educational Support Services Individual Employment Support Services Prevocational Transitional Employment Support Intensive Employment Support On-going Supported Employment Peer Supports Support Services Family Support and Training Non Medical Transportation

40 For HARP eligible individuals already enrolled in a HARP/HIV SNP Plan & Health Home: 1)HH Care Managed conducts BH HCBS eligibility assessment and, if eligible, full BH HCBS assessment. 2) In collaboration with member, and in consultation with providers as necessary, HH Care Manager develops fully integrated Plan of Care (POC) that includes physical and behavioral health services, and recommended BH HCBS including the scope, duration, and frequency of BH HCBS; and Selected In-Network Providers HH care manager consults with BH HCBS providers who recommend scope, duration, and frequency for BH HCBS. HH care manager completes POC.

41 3) HH Care Manager forwards fully integrated POC to MCO for approval. MCO works collaboratively with HH care manager and member to finalize an approved Plan of Care 4) HH care manager ensures member is referred to services listed in POC 5) HH care manager monitors POC; ensures that member is getting BH HCBS reflected in POC; revises POC when necessary incorporating member input and choice. When POC revised MCO review is required and process returns to step 3.

42 Rest of state HCBS designation applications were due Monday, September 14 th. Notification expected to begin as early as November. Capacity building funds made available from NYS to designated providers While all were encouraged to apply, providers will want to determine which services they will provide and notify state & plans of any changes. Agencies may apply on an ongoing basis to provide services. Questions regarding HCBS application and designation can be sent to

43 Edye Schwartz, NYAPRS John Coppola, ASAP

44 Assisting New York State behavioral health providers with limited or no Medicaid and Managed Care experience to achieve readiness through more in-depth technical assistance for operating in a managed Medicaid healthcare environment.

45 Association of Substance Abuse Providers (ASAP) Coalition of Behavioral Health Agencies (The Coalition) New York Association of Psychiatric Rehabilitation Services (NYAPRS)

46 To assess, inform and educate targeted providers on the elements necessary for Medicaid Managed Care readiness, e.g. compliance, insurance, quality management, billing systems. To enhance awareness of, and guide targeted providers to available supports and resources in their geographic and virtual communities.

47 Encourage providers to participate in MCTAC Readiness Assessment and receive personalized results. Identify key concerns and expressed needs. Link providers with available non-mctac TA. Deliver personalized outreach to targeted providers. Organize and convene Learning Collaboratives. Encourage providers to collaborate/partner. Engage existing, naturally occurring, provider forums. Link people to MCTAC as regular users of their Listserv and web-based resources.

48 Staffing/Personnel Relationships Infrastructure Development Protecting Yourself and Your Agency Resources Market share /marketing to new and existing populations Quality management Outcomes/Results/Solution orientation

49 Staff oriented to their new role in the successful transition to managed care Staff oriented to the key roles of other staff team members Staff oriented to internal expectations and external environmental changes and expectations Staff fully understand all implementation steps Communication channels developed via meetings and one-on-one to assure maximum transparency and progress

50 Strong internal staff-staff relationshipsteam building Strong working relationships with all health plans and managed care companies Strong relationships with multiple state agencies (OMH, OASAS, DOH, DFS) Strong relationships with other service providers (across systems) that allow for mutual support and collaboration

51 Assure all staff have the knowledge and tools to successfully transition to managed care Billing tools EHR Utilization Review and Internal care management protocols Cash Management Training/Staff development

52 Insurance Risk management Corporate Compliance Fraud and Abuse policies/training Board policies Human Resource policies Accounting policies Training

53 MCTAC DOH/OMH/OASAS webinars etc. Trade association supports Technical assistance Consultants Grants

54 Discover your niche what you do best Learn how to present what you do- put your best foot forward Think of what you offer through services rather than programs Think of others who could benefit from those services

55 Maintain the integrity of your services while being managed care ready Concentrate on customer satisfaction Develop a quality assurance plan Maintain your mission value and vision Develop and maintain your value proposition Don t forget staff wellness and satisfaction

56 Demonstrate your worth with successful outcomes What? When? How? Why?

57 John Coppola, Executive Director, ASAP Edye Schwartz, Director of Systems Transformation, NYAPRS Yves Ades, Ades Integrated Health Strategies, NYAPRS Consultant,

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59 Lee Rivers & Boris Vilgorin

60 Economy of Scale Greater Efficiencies Value Proposition Improved Pricing Broad Portfolio Improved Pricing for Outside Vendors Information Technology Real state Other vendors Innovative Solutions

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62 Control Cost Specialty Oversight Long Term Viability

63 Separate Organization Provided Back Office/Administrative Support Provides efficiency and potential cost reduction in the following areas, Financial Education/Training Quality management Facilities Management Information Technology (IT) Compliance Purchasing Personnel/HR Data Management Utilization Management Equipment Management Marketing Credentialing Strategic planning assistance

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65 Utilized to increase market share and footprint Gain Economy of scale Create referrals Supplement set of services Exchange Best practices Depending on model may or may not require change in management or governance

66 Organization agree to collaborate on an initiative or provide specific services or array of services. May involve local, regional or national partners Separate legal organizations Separate management and governance Usually contains some profit/risk

67 Creates a new entity in addition to existing entities To target specific types of services Shared governance Usually contains some profit/risk Can be used as a first step towards a more comprehensive integration Can involve multiple organizations

68 Creates a new entity in addition to existing entities Integrated clinically and/or financially Shared governance Contains Profit and Risk May allow rate negotiation Does not provide direct services

69 Boris Vilgorin

70 Mutual decision for two or more organizations to combine into single entity Increase market share Acquire additional services Financial stability

71 An organization that owns/controls another organization. Parent companies can be either hands-on or hands-off with subsidiaries, depending on the amount of managerial control given to subsidiary managers.

72 A holding company is a company that owns other companies. The term usually refers to a company that does not provide services itself; rather, its purpose is to own other companies to form a corporate group. Holding companies allow the reduction of risk for the owners and can allow the ownership and control of a number of different companies.

73 Values and Culture Cost Synergies and Integration Workforce Risk vs. Benefits Ego and Control Antitrust Timeline Identity Horizontal vs vertical integration Governance/Board

74 Why Outcome Develop Plan Identify your key stakeholders and their needs Identify your organizational strengths and weaknesses Identify your top priorities Find your partners and allies Educate and Involve the Board Do the math Be realistic

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76 Select Network Contracting Requirements (via NYS DOH July Medicaid Update) Plans must contract with OMH or OASAS licensed or certified providers serving 5 or more members for a minimum of 24 months Plans must allow members to have a choice of each Behavioral Health specialty service and must meet Statedefined network requirements Plans must provide sufficient capacity for their populations

77 Managed Care Contracting Select Payment Requirements (via NYS DOH July Medicaid Update) Mainstream MCOs, HARPs, and HIV/SNPs are required to reimburse services delivered by OMH licensed or OASAS certified ambulatory providers at the Medicaid fee-for-service rate for the first 24 months from the effective date for implementation The State is implementing a Medical Loss Ratio (MLR), requiring plans to pay a portion of the capitation rate on medical care Plans must meet timely and accurate payment requirements. Plans must support web and paper based claiming. Plans must offer technical assistance to Behavioral Health network providers on billing, coding, data interface, document requirements, and utilization management requirements. Plans cannot include all products clauses in their contracts with OASAS and OMH providers.

78 General liability insurance -- protects your business from another person or business's claims of bodily injury, associated medical costs and damage to property and data. Professional liability insurance protects you in cases of faulty service (errors) or failure to provide a service altogether (omission). This type of insurance coverage pays the cost of your defense and any damages awarded (up to policy limits).

79 Providers will need to complete the following preemployment/background checks on all HCBS staff: The Staff Exclusion List (SEL) The Justice Center s Criminal Background Check System (which includes fingerprinting) The Statewide Central Register for Child Abuse and Maltreatment (SCR) Social Security Death Master File Medicaid Exclusion List

80 Andrew Cleek

81 Openness Support Communication Experimentation ( Learning Organization ) focused on quality 81

82 What does the changing health care landscape mean for your organization? Do you have resource/infrastructure/staff that can develop, implement and monitor? Do you have the necessary budget to support this? What are your options and have you explored them? How long does it take to implement?

83 Do you know which Managed Care plans are in your area? Do the Managed Care plans in your area know who you are and have you met with them? What is the payer mix of the clients you currently serve and how many of your clients will the transition effect (duals)? How many clients are HARP eligible? Are you planning to be an HCBS provider? Do you currently bill Medicaid? Have you discussed transition activities and capacity needs with your board of directors? Do you have a plan for how you will meet Peer and HCBS credentialing requirements? Do you have a team assembled for the managed care transition?

84 Steps leaders take to successfully implement change 8.Make the Changes Stick 7. Don t Let Up 6. Short Term Wins 5. Empower Action 4. Build the Right Team 3. Communicate for Buy In 2. Get the Vision Right 1. Build a Sense of Urgency Based on the work of J. Kotter (2002): The Heart of Change.

85 The Organization s Transition to Managed Care Implementation Team may include: Senior leadership to make decisions and address barriers on the spot Those with the experience and knowledge related to finances, billing and contracts. Those expected to carry out the change in day to day activities Those who can provide needed resources Those whose values, interests, beliefs and orientation aligns with the improvement effort (champions)

86 Knowledge about. Change management principles Basic knowledge and skills in quality improvement Information to educate the workforce A link to MCTAC.org!

87 Guiding every discussion and the decisions your organization makes should be an idea of where you see yourself in: 6 months? 2 years? 5 years? 10 years? and what will be needed to get there!

88 Makes recommendations to the Executive Steering Committee and Senior Management Team Gathers information on current IT infrastructure. Does a gap analysis Based on gap analysis and with input from all stakeholders, will develop an IT implementation plan Project Management and Measurement Tools

89 Beginning in September, 2014, MCTAC offered a tool targeting adult behavioral health providers to help them assess their own readiness for Managed Care and benchmark them with their fellow agencies around the state. Additional iterations of the survey tool were created and distributed specifically to OCFS agencies and children providers. Have you completed a readiness assessment? While analysis for the preliminary phase has concluded, you can still receive a benchmark report!

90 Domain Average Score (OMH/OASAS) Average Score (OCFS) Average Score (Children-Serving) 1. MCO Priorities Contracting Communication IT Level of Care Member Services Interface Quality Finance Access Evaluation Total Average Score *Domain score is below total average score

91 In new landscape, system transitioning from volume to value and outcome based payment Managed Care Organizations will be prioritizing providers who can demonstrate positive outcomes over time Do you have a one-page value proposition?

92 Collection ratio - a total collected to total billed reviewed by payer and payer class Aged accounts receivable - Dollar value of accounts receivables tracked by amount of time they have been outstanding Denial report percentage and amount of claims denied by reason, clinician, and payer Productivity Analysis No Show Report percentage of services/visits that are no show Average reimbursement rate (paid claims only) total paid amount over number of services Unit Cost average cost to provide a service

93 It is not unusual for an organization s leadership to believe that it is engaged in promoting strategic change and for its workforce to experience it as shock change. Woodward, H. and Woodward, M.B. (1994). Navigating Through Change. NY: McGraw Hill.

94 @CTACNY

95 Importance of Peer Roles in the Upcoming Health Care Landscape

96 96 Lee Rivers: Executive Director, Mental Health Association of Franklin County: DBA Community Connections Elizabeth Patience: Regional Advocacy Specialist, New York State Office of Mental Health

97 97 What do peers bring to the behavioral healthcare system? Dedication and commitment to work. Ability to create an immediate connection with the people they serve.. Ability to build bridges that engage other providers on the treatment team. Ability to guide people in accessing community resources and services. Ability to model healthy relationships that others can replicate in the community by being trustworthy and supportive in an intentional relationship. Ability to demonstrate to family members and other supporters that people like their loved one can recover.

98 Most importantly, peers. 98

99 99 Peer Agencies Are Evolving in NYS

100 100 This is an exciting time for Peer Agencies to be pioneers in the changing health care landscape for peer services in NYS. We have the ability to set the blue print for future peers agencies in NYS. Peer Services are being recognized at different state levels as being a collaborative partnership in the overall wellness of an individuals recovery.

101 101 Academy of Peer Services NYS Peer Certification DSRIP Contracting with Health Homes Applying to become a HCBS Waiver Agency Partner with OMH

102 102 Ability to apply for OMH Funds for start-up for Managed Care Building collaborative partnerships in our county Developing statistics to support our services Branding our services

103 103 For more assistance in developing peer resources: Central New York Field Office Phone: (315) Hudson River Field Office Phone: (845) Long Island Field Office Phone: (631) New York City Field Office Phone: (212) Western New York Field Office Phone: (716)

104 104 For more assistance in developing peer resources: NYS OASAS Upstate Field Operations 1111 Elmwood Avenue Rochester, New York (585) Downstate Field Operations 501 7th Ave. New York, NY (646)

105 The Peer Specialist Certification Process in New York State Tara Davis, Certification Coordinator Marshall Rosier, Director of Certification October 2015

106 History of the NY Peer Specialist Certification Process- How did we get here? In 2011 New York State opted to move all mental health services into Medicaid Managed Care. The NYS Office of Mental Health began to develop a Peer Specialist Certification in consultation with peer leaders from across NY State to ensure continued opportunities for peer services. The Academy of Peer Services, online courses which fulfill the training requirement of the certification, was created in collaboration with these peer leaders and Rutgers University (formerly UMDNJ).

107 The New York Peer Specialist Certification Board (NYPSCB)- Early Stages The Academy of Peer Services was officially launched in January OMH convened a group of peer leaders representing all regions of NY State, many of whom had been involved in creating the Academy, to develop the certification process and begin to form the certification board. At the same time, ASAP (Alcoholism and Substance Abuse Providers of NY State Association) is awarded a contract to administer the certification because of their expertise in certification.

108 The New York Peer Specialist Certification Board is Formed! NYPSCB Mission Statement To preserve the integrity of Peer Support through the development of standards of competency and practice

109 Certification- What is it? Certification: Identifies minimum standards for training and experience. Promotes a skilled workforce. Identifies professionals who are specialists in their field. Is a process that acknowledges skills acquired by peers that qualify them to assist another in their recovery journey.

110 In Addition... Certified professionals are recognized by professional affiliations, state, and national legislation. Certified professionals are provided with the opportunity for peer networking, in addition to involvement and impact through NYPSCB sponsored education opportunities and committee work. Certification increases professionalism in the field. Certification provides a strong basis for employment hiring and professional advancement.

111 Certification - what isn t it? Remember, it s important to stay in your lane. Certification is not a license. It does not allow a certified Peer Specialist to open a private practice or provide services on their own. Peer Specialist services must occur only when an individual is employed by an agency. To review the full NYPSCB Code of Ethical Conduct and Disciplinary Procedures visit our website at:

112 Who Benefits from Certification? Certification: Assures competent, professional services while continuously improving the quality of service being provided to the individual and family members. Promotes standards of training and competency that will meet standards required for licensing, accreditation, and third-party payers. Provides recognition of competency and a marketable credential that will enhance the role of the professional. Provides opportunity whereby the highest professional standards can be established, maintained, and updated. In other words, everyone! Both the public and the certified professional benefit from certification.

113 How do I become Certified??? To become certified as a New York Certified Peer Specialist (NYCPS) one must: Meet all standards for NYCPS Certification. Complete the NYCPS- Provisional Application and submit it and all required documentation to the NYPSCB. Read and agree to abide by the Code of Ethical Conduct and Disciplinary Procedures. For more information and to download the Application and Code of Ethical Conduct please visit us at:

114 NYCPS- Provisional Certification Standards Education A minimum of a high school diploma or equivalent Training and Education Complete all 12 Core Courses from the Academy of Peer Services: Successfully complete post-tests for all 12 Core Courses Professional References Submit three signed references from individuals able to speak to your ability as a peer specialist directly to the NYPSCB. These individuals cannot be family members. Supervised Work Experience There is currently no work experience requirement for the NYCPS Provisional Certification Supervised Internship There is currently no supervised internship requirement for the NYCPS Provisional Certification

115 Application Review Process Board Roles Staff Roles The NYPSCB sets the standards of the Peer Specialist Certification and the criteria by which applications are reviewed and certifications issued. Only the Board can approve applications. Staff provide administrative support to the board, review and prepare applications for the board s review, etc. The certification board sets standards - staff implement them.

116 Provisional and Standard Certification The NYPSCB made a decision to offer Provisional certification only initially in order to jump start the process and certify as many professionals as possible as quickly as possible. The NYPSCB is currently working on the requirements for the Standard or Full certification- the application will be available soon! Keep in mind- both the Provisional and Standard are professional certifications and will be Medicaid billable.

117 NYCPS Renewal Standards More Details Coming Soon! 10 hours of Peer Specialist specific training Must be completed per year to maintain credential

118 New York Peer Specialist Certification In Summary Accomplishments since the Launch of NY Peer Specialist Certification Developed and released NYCPS- Provisional Application and NYPSCB Code of Ethical Conduct and Disciplinary Procedures. Created, launched and updated the NY Peer Specialist website, More than 400 applications have been received. Most importantly, 215 professionals have been issued certifications as New York Certified Peer Specialists!

119 What s Next????? NYCPS Standard certification and application will be available soon! NYCPS applications will be available to complete online. NYCPS newsletter and other networking opportunities More information on renewal standards and additional training opportunities coming soon! One day Peer Specialist Conference/ Regional forums in the works for 2016.

120 Questions? Contact us at: Certification Board The New York Peer Specialist 11 North Pearl Street, Suite 801 Albany New York Phone: Tara Davis, Certification Coordinator