Safety Net Draft Legislative Language

Transcription

1 Safety Net Draft Legislative Language IOWA COLLABORATIVE SAFETY NET PROVIDER NETWORK APRIL 10, 2015 SN Legislative Language Background SN contract has grown larger and more complex IDPH approached us regarding streamlining From 10 line items to single line item? Leadership Group reviewed in January Consensus there should be a middle ground 1

2 SN Transition Plan Review Framework & Goals Access Increase the underserved population s access to health services Health System Integration Increase health system integration, care coordination, and collaboration across the continuum of care with a focus on safety net services Engagement (formerly Communication) Serve as a resource for credible, accurate information on healthcare related needs and services for vulnerable populations in Iowa Iowa Safety Net Network Draft Legislative Language The following amounts allocated under this paragraph shall be distributed to support the three identified Network goals of access, health system integration, and engagement. 2

3 Proposed Language (1) $1,025,485 Increase the underserved population s access to health services. Of the amount above, no less than shall be distributed to: Iowa Prescription Drug Corporation $413,415 Free Clinics and Free Clinics of Iowa $348,322 Iowa Coalition Against Sexual Assault (SART) $50,000 Polk County Medical Society (specialty health care) $213,748 Proposed Language (2) $1,672,199 Increase health system integration, care coordination, and collaboration across the continuum of care... shall include, but not limited to: Community Care Coordination (CCC) Integration of medical and behavioral health services Working in conjunction with DHS and IDPH to support Medicaid modernization efforts inclusive of SIM through continued development and implementation of CCC teams 3

4 Proposed Language (3) $185,285 Serve as a resource for credible, accurate information on health care related needs and services for vulnerable populations in Iowa including: Iowa Association of Rural Health Clinics Iowa Primary Care Association Working together IHIN Event Notification System Powered by ICA s Technology Delivering every patient ADT* Event in Iowa for better healthcare *Admit, Discharge, or Transfer 4

5 You don t know what you don t know How long does it take a care team to learn a high-risk patient was admitted for chest pain to another hospital in another city? Costs can go up the longer you are unaware that a member was admitted to another ER or Inpatient while traveling out of town. It would be helpful if Care Coordinators were notified of this right away for specific members. While possible today it is not being done across organization boundaries. Moving beyond basic connections to interoperability and intelligence Start with ADT events ADT comes from a mature part of the hospital information system and has been available for some time. ADT connections are common within organizations but not statewide Start simple build on it 5

6 ADT Trigger Events Possible if the data comes Admit/visit notification. Transfer a patient Discharge/end visit Register a patient Pre-admit a patient Change an inpatient to an outpatient Update patient information Cancel admit/visit notification Cancel discharge/ end visit Swap patients Merge patient information Add person information Update person information Merge patient information ID only Merge patient information account number only Merge visit visit number Who Patient What Admits and Discharges When Real Time Where Inpatient and ER, Why To inform immediately How to make this happen Build it: Connect all hospitals in Iowa to send ADT to the IHIN alert engine. IME will then provide the ACO patient lists for the system to use to route those ADT messages. Use it: Care Coordinators can then be set up to receive them to use it to improve outcomes. 6

7 IHIN Notifications - ADT Events 1 Updated Nightly Participating ACO/Payer Patient Eligibility File Alert Rules Engine Received Real Time Hospital Source Systems ADT Events ADT Events delivered using eligibility to participants Multiple Secure Delivery Options Care Team Responds within Workflow Eligible Subscribing Participant s system 2015 Initial Roll-out Three identified Use Cases: ED Discharge Inpatient Admission Inpatient Discharge Must have participation from hospitals in each ACO Limit alerts to direct feeds at the ACO level only Medicaid members with PCP assignments 7

8 Expansion Opportunities More Use Cases (pharmacy, urgent care, LTC, etc ) More payers (Medicaid MCOs, Private payers, etc..) Alerts to clinics and care teams using both direct feeds and direct messaging options SOME CHANGE REQUIRED... Move from old technology to interoperability. Solve real-world workflow challenges Its time! 8

9 Medicaid Modernization: Iowa High Quality Health Care Initiative March 18, 2015 Presentation Overview Overview of Current Medicaid Service Delivery Iowa s Opportunities for Change Nationwide Trends on Managed Care The Iowa High Quality Health Care Initiative Member Impact and Provider Impact Transition and Timelines 18 9

10 Medicaid Today Medicaid in Iowa currently provides health care assistance to about 560,000 people at a cost of approximately $4.2 billion dollars annually. A key budgetary challenge is the increasing costs to provide services and decreasing federal funds to do so. The cost of delivering this program has grown by 73 percent since And, Medicaid total expenditures are projected to grow by 21% in the next three years. 19 What is the current service delivery model? Iowa currently enrolls a portion of the Medicaid population in managed care plans. Excluding PACE, none of the managed care plans provide a comprehensive benefit plan. The vast majority of enrollees are served in feefor-service model. Managed Care MediPASS physician managed population Health Maintenance Organization (HMO) Iowa Health & Wellness Plan Dental Wellness Plan Iowa Plan Non-Emergency Medical Transportation (NEMT) Program for All Inclusive Care for the Elderly (PACE) Children s Health Insurance Program (CHIP) hawk-i Fee-for-Service (FFS) 20 10

11 What are the challenges with today s model? The current program doesn t fully incent quality and outcomes. Current Iowa Medicaid model No single entity responsible for overall management of enrollee s health care Many enrollees do not receive assistance in accessing or coordinating services Provider payment not linked to outcomes or customer service Provider payment is driven by volume of services versus outcomes There is a lack of financial incentive to prevent duplication of services Limits budget stability and predictability 21 What are the challenges with today s model? The current program doesn t fully incent quality and outcomes. Current HMO Model Current MediPASS Model Excludes services provided by separate entities - Lack of care coordination among providers - Limits financial incentives to actively manage a patient s health care Excludes Medicaid enrollees when they become eligible for HCBS waivers or long-term care No financial incentive to prevent institutionalization Service delivery generally not tied to quality measures or clinical outcomes Lacks incentives for integration and care coordination No overarching entity responsible for outcomes across the delivery system 22 11

12 What are the challenges with today s model? The current system does not adequately manage care for the most expensive members. This results in care that is expensive for Iowa s taxpayers. Iowa s top 5% of high-cost, high-risk members accounted for the following: 90% of hospital readmissions within 30 days 75% of total inpatient cost 50% of prescription drug cost Have an average of 4.2 conditions, 5 physicians and 5.6 prescribers 23 What do other states do to manage Medicaid? Nationally, over half of Medicaid beneficiaries are enrolled in comprehensive risk-based MCOs. Under comprehensive risk-based managed care, an MCO receives a fixed monthly fee per enrollee and assumes full financial risk for delivery of covered services. 39 states, and the District of Columbia, contract with MCOs to provide services to various populations

13 How does Medicaid managed care work? Medicaid agencies contract with managed care organizations (MCO) to provide and pay for health care services. MCOs establish an organized network of providers. MCOs establish utilization guidelines to assure appropriate services are provided at the right time, in the right way, and in the right setting. Shifts focus from volume to per member, per month capitated payments and patient outcomes. 25 What is Medicaid Modernization? Medicaid Modernization is: the movement to a comprehensive risk-based approach for the majority of current populations and services in the Medicaid program. The goals include: Improved quality and access Greater accountability for outcomes Create a more predictable and sustainable Medicaid budget 26 13

14 What is Iowa doing to Modernize Medicaid? Creating a single system of care that will: - Promote the delivery of efficient, coordinated and high quality health care. - Enable all members who could benefit from comprehensive care management to receive care through MCOs, including long term care members. - Changing from volume-based payment to value-based payment will allow incentives to enhance clinical outcomes or quality including reduced duplication of services and unnecessary hospitalizations. 27 What is the Iowa High Quality Health Care Initiative? DHS will contract for delivery of high quality health care services for the Iowa Medicaid, Iowa Health and Wellness Plan, and Healthy and Well Kids in Iowa (hawk-i) programs. - 2 to 4 MCOs who have capacity to coordinate care on a statewide basis and demonstrate how they will provide quality outcomes. - Estimated SFY16 savings = $51.3 M in first 6 months - Services set to begin January 1,

15 What are the initiative s goals? Improve the quality of care and health outcomes for enrollees Integrate care across the health care delivery system Emphasize member choice & increase access to care Increase program efficiencies and provide budget accountability Create a single system of care which delivers efficient, coordinated and high quality health care that promotes member choice and accountability in health care coordination. Hold contractor responsible for outcomes 29 How will this initiative achieve quality and outcomes? Holding contractors accountable for costs and outcomes creates incentives for: Increased care coordination and reduced duplication Investment in preventive services which lead to long-term savings Prevention of unnecessary hospitalizations Combining accountability for costs and outcomes enables: Savings will be achieved through appropriate utilization management MCO payments tied to outcomes Performance outcomes can be increased each contract year 30 15

16 How will this initiative achieve quality and outcomes? Contractors must develop strategies to integrate care across the system. This will include physical health, behavioral health and long-term care services. Design includes all Medicaid covered medical benefits Provides entities responsible for oversight and coordination of all medical services Provides incentives for coordinating care and avoid duplication Supports integration and efficiency Prevents fragmentation of services and misaligned financial incentives for shifting care to more costly setting 31 How will this initiative achieve quality and outcomes? Member Benefits All members may receive health screening and receive services tailored to their individual needs. Individuals with special health care needs will have comprehensive health risk assessment. Care coordination must be person-centered and address unique client needs through individualized care plans. Contractors can provide enhanced services not available through a fee-for-service model

17 Who is included in this initiative? Included Majority of Medicaid members hawk-i members Iowa Health and Wellness Plan Long Term Care HCBS Waivers Medically Needy Excluded PACE (member option) Programs where Medicaid already pays premiums: Health Insurance Premium Payment Program (HIPP), Eligible for Medicare Savings Program only Undocumented persons eligible for short-term emergency services only 33 What Services are Included? Traditional Medicaid services including medical care in inpatient and outpatient settings, behavioral health care, transportation, etc. Facility-based services such as Nursing Facilities, Intermediate Care for Persons with Intellectual Disabilities, Psychiatric Medical Institution for Children, Mental Health Institutes and State Resource Centers. Home and Community-Based Services (HCBS) waiver services like HIV/AIDs, Brain Injury, Children s Mental Health waiver, etc. What Services are Excluded? Dental services will be carved out

18 What does this mean for members? Will eligibility for Medicaid, Iowa Health and Wellness and hawk-i change? No. Will members get to pick their managed care entity? Yes. If they don t they will be auto enrolled. Will services/benefits change? No. Who will members contact with questions about services? The MCOs. Who will authorize services? The MCOs, based on state policy and administrative rule. 35 What does this mean for members? Will service providers be the same as today? Yes, for at least the first 6 months. Will they still pay premiums? Yes, per existing requirements. If members have a case manager can they keep the same case manager? Members will have the option of keeping their same case manager for at least 6 months. Will there be appeal rights? Yes, members will be able to appeal to the MCO and then will have state appeal rights like they do today

19 What does this mean for providers? Will MCOs honor existing service authorizations? Yes, for a minimum of at least 3 months. Will MCO retain the current providers network and pay the same rates? Yes, as follows: Health and behavioral care providers through the end of June At that time, the MCOs will negotiate their provider network and rates. Long term care providers including facilities and HCBS Wavier, and CMHCs providers through the end of December At that time, MCOs will negotiate their provider network and rates. Can providers be part of multiple provider networks? Yes. 37 What does this mean for providers? Who will pay the providers? The MCOs will pay claims within similar timeframes as Medicaid does today. Who will authorize services? The MCOs, based on state policy and administrative rule. Who will be responsible for utilization management? The MCOs as approved by the Department. Will there be appeal rights? Yes, providers will be able to appeal to the MCOs and then will have state appeal rights like they do today. When will providers contract with the MCOs? MCOs will build up their provider networks in the months prior to implementation

20 How does this initiative work with the State Innovation Model (SIM) The SIM grant is designed to help the state plan, design, test, and evaluate new payment and service delivery. There are two key features going forward with this initiative: Value Index Score (VIS): MCOs will be required to use the VIS, which will enable evaluation of outcomes Value-based Purchasing: MCO s will identify the % of value based contracts that will be in place by What is the Request for Proposal (RFP) Timeline? Major Activities Current Schedule Release RFP February 16, 2015 Series of Stakeholder Engagements Began February 19, 2015 Stakeholder/Public Comments Due March 20, 2015 Amended RFP Release March 26, 2015 RFP Responses Due May 8, 2015 RFP Awards Published July 31, 2015 Medicaid Modernization Effective January 1,

21 What is the 1115 Demonstration Waiver Timeline? With federal approval, Medicaid Modernization will be operational on January 1, 2016 Stakeholder engagement process is underway. DHS has also started working with CMS to obtain federal approval through an 1115 demonstration waiver. Formal public comment period for the waiver begins in June The Department will formally submit the waiver to the Centers for Medicare and Medicaid Services (CMS) by July 1, How can stakeholders and the public provide input and ask questions? Stakeholders can attend a series of public meetings see dates and times here: Questions and Comments may also be submitted to: MedicaidModernization@dhs.state.ia.us The Request for Proposal is available at:

22 How can bidders comment and ask questions? Comments and questions regarding the RFP from potential bidders should be addressed to the issuing officer in accordance with the RFP. The RFP can be found at: 43 DHS seeks greater stability and predictability in the Medicaid budget which will allow the state to continue offering quality, comprehensive care now and into the future. For more information visit:

23 Measuring Community Care Coordination So, we ve implemented How do we know it s working? Chi Martin, Director of Population Health Mercy Medical Center North Iowa Pursuing the Triple Aim 23

24 The Volume to Value Transition Healthcare is facing a classic Curve One / Curve Two shift in business models. Moving too early, or too late, has its own risks and rewards. Curve One: Fee for Service Payment is volume-driven Maximize unit price / volume Little reward for quality No incentives for coordination of care Regulatory disincentives to collaboration We are here! Curve Two: Population Health Payment is value driven Return to managed care Return of the narrow network Reward lower cost / higher quality Incentives to reduce utilization Coordination of care Lines blurred between payers and providers Capitation How do we accomplish this? We need to better manage our patient populations 7 Key Steps Necessary to be a successful ACO 1. Know and identify patients we are responsible for 2. Understand who our chronically ill and high-risk patients 3. Ensure patients are having routine wellness and chronic care visits 4. Ensure that we are using best-practice medicine/clinical care models 5. Use technology to support best-practice medicine 6. Analyze and report performance, trends, and opportunities by determining how we are doing, Plan Do Check Act 7. Community engagement 24

25 We know that focusing on clinical value alone is not enough What is MMC-NI s Approach? Population Health Structure Focus on care management and coordination Ensures that we all work together to improve the health and wellness of our patients Creates a system of checks and balances Community Engagement Work with Community Partners to ensure right care, right place, right time Standardized care Utilize EHRs, protocols, care guidelines, evidenced-based medicine MedVentive Registry Collection of claims, clinical, and lab data Helps us understand who is overdue for routine and chronic care such as mammograms, colonoscopies, chronic care visits and labs Helps us generate our own quality reports 25

26 Creating an Accountable Community Community Care Coordination Program o o o o o Use many different ways to identify patients (data and referrals) Focus on networking and coordinating with community partners Be patient centered (working a goal they define) Look at the whole person, not just their clinical information Align patients with the resources they need to be successful Creating an Accountable Community Community Care Coordination Program Sponsored by five core community partners But many more are engaged! 26

27 Community Care Coordination Program Goals Collaboration is intended to facilitate the community s ability to manage the following needs of the region s most vulnerable, high-risk populations: Creating an Accountable Community Insurance Assist participants in obtaining health care coverage Pharmaceutical Focus on use 340b programs/pricing, medication assistance programs Clinical Alignment with a primary care provider and health coach as needed Socio/Economical Connect with community resources Behavioral health Focus on what the patient wants to work on, and work to improve coordination with appropriate behavioral health resources So what are we measuring? Number of enrolled individuals Payor mix percentage Types of activities completed with enrolled and non-enrolled individuals Types of barriers identified and addressed Cost data Health outcome data 27

28 Enrolled members & Payor Mix: Total enrolled members to date: 160 Total enrolled members between 10/11/14 1/31/15: 70 individuals Current State Payor mix: Payer Type Number of individuals Percentage Medicaid % Medicare/Medicaid % None Listed % Iowa Wellness Plan % Private Insurance % Commercial % Other/Uninsured %* Medicare % Total % When the program started in approximately 25 % of the projected potential enrollees were uninsured Why did they come to us? (Out of 70 enrolled) Community Care Coordination Program Pathways

29 Who referred them to our team? (Out of 70 enrolled) What challenges did these individuals face? (Out of 70 enrolled) 29

30 Health Outcome Examples Community Care Coordination Program Member Example 1 Enrolled into Community Care Coordination Program in December Working with Cerro Gordo County Department of Public Health and Mercy North Iowa. HgA1c in December was 9.4. After working with patient for several months, HgA1c is currently 7.6. Community Care Coordination Program Member Example 2 Enrolled into Community Care Coordination Program in January Working with Cerro Gordo County Department of Public Health and Mercy North Iowa. HgA1c in January was 8.4. After working with patient for several months, HgA1c is currently 6.4. Cost Comparison 30

31 Just one story Learnings & Opportunities It does take a village Important to have outcome measurement strategies Strong community support does not necessarily mean rapid movement Continuous improvement is essential Progress not perfection Leadership support (and understanding) is essential Focus on internal & external marketing 31

32 Learnings & Opportunities Next Steps Continue growth Internal & external marketing of efforts Strategic planning Increased focus on integration of behavioral health Expansion into surrounding counties Expansion of other populations (payor, disease, etc ) Continued integration and alignment with Accountable Care initiatives Expansion of Information Technology Platform Electronic way to refer patients into the program Bi-directional access of system with case management, home care, mental health center, addiction treatment center Questions? Thank you! 32

33 IDPH s Role in SIM Iowa Collaborative Safety Net Provider Network Meeting April 10, 2015 SIM Round Two: Test On December 16, 2014 CMS announced o 11 Test states ($620m) includes Iowa! o 21 Design states ($43m) o Iowa received approval for $43.1m over 4yrs o Funds released 1 year at a time One pre-implementation year & three test years o Each year the state requests a non-competing extension to draw down more funds 66 33

34 Recently Announced SIM Awards 67 Model Testing Proposal Iowa must apply policy and regulatory levers to address three focus areas: 1. Transform health care delivery systems 2. Improve population health 3. Decrease per capita total health care spending 68 34

35 Improve Population Health Improve Population Health/ Healthiest State Initiatives Tobacco Use Engage Patients/Improve Health Literacy Diabetes Obesity/Childhood Obesity Build from Healthy Behavior Program Use HRA to measure Patient activation Collect Social Determinants of Health Hospital Acquired Infections Obstetrics Adverse Events Utilize Public Partnerships for education & outreach Measure Member Experience Choosing Wisely Campaign Impact Individual patient care Implement Community SDH Transformation grants Study potential risk adjustment on ACO payment model 69 IDPH s Role in Health Care Delivery Transformation Supporting the Delivery System Expand Community Care Teams Develop Admission Discharge Transfer (ADT) system (HIT/IHIN) Technical Assistance approach with IDPH 35

36 Learning Collaboratives in Communities Contract with Iowa Healthcare Collaborative to host a series of learning collaborative events in the communities Integration of community partners/stakeholders and the hospitals/providers Streamlined with the Community Care Teams Creating the table to bring partners together to focus on such health issues as: Tobacco Obesity Diabetes Hospital Acquired Conditions Medication Safety Obstetrics The umbrella focus on the following: Financial Sustainability Social Determinants of Health Community Care Coordination Patient and Family Engagement Will allow for local flexibility & innovation under a common framework of accountability Will build community-level capacity to create community-level solutions SIM Community Engagement 36

37 Content of a Finalized Plan to Improve Population Health As described in the CMS funding opportunity, the Plan to Improve Population Health should: Outline goals, objectives and strategies that align with the CMS population health metrics Include the evolving role of new models of health care delivery such as medical homes and ACOs to improve population health Include interventions that are evidence-based and focus on the general population and high-risk groups Include strategies that will be led by both governmental and non-governmental partners Content of a Finalized Plan to Improve Population Health (cont.) The finalized Plan to Improve Population Health should: Include goals, objectives and interventions that are specific, measurable, achievable in a specific time period, and realistic. Include a population health needs assessment based on surveillance and epidemiology reports from the state and local health departments, hospital community health needs assessments, and data provided to awardees by CDC. Describe interventions selected, why they were selected, and the evidence that supports their effectiveness. If a key need identified in the needs assessment is not selected, the Plan should explain why. 37

38 Questions? Contact Information: Angie Doyle Scar Abby Less Direct Care Workforce - An Access To Care Issue Iowa Collaborative Safety Net Provider Network April 10,

39 Direct Care Workforce Who They Serve Where They Serve Characteristics Size Demand Turnover Complexity of Issues Economic and Workforce Development Education Women s Issues Social Justice ACCESS = Public Safety Quality CARE GAP 39

40 Workforce Critical Infrastructure Medicaid Modernization Full Throttle Safety Net Provider Network Provider Concerns Health Workforce Center Action Gap Solutions Codification Nurse Shortage Task Force Workforce Summit Long Term Care Access Advisory Council 40

41 Center s Role Inclusive Data Collection and Analysis Supply and Demand Maintain and Expand Prepare to Care IT and Other Infrastructure/Care Book Specialties HF2539 Compensation Strategies (legislated in 2008 and Never Acted Upon) Retain Existing and Expand Recruitment and Retention Initiatives Identify and address other workforce gaps HF109/SSB1167/HF590 Status 41

42 For More Information Iowa CareGivers th Street #236 West Des Moines, Iowa information@iowacaregivers.org Iowa Collaborative Safety Net Provider Network Meeting April 10 th,

43 Who are Direct Care Professionals? Direct care professional is an umbrella name for the workforce. Direct care professionals (DCP) are defined as individuals who provide supportive services and care to people experiencing illnesses or disabilities and receive compensation for such services. Commonly Called: direct support professionals direct care workers supported community living workers home health aides certified nurse aides and many other job titles Where do DCPs work? 43

44 Background on the Initiative How We Got Here Advocacy and Private Activities 2006 Legislation Direct Care Worker Advisory Council Recommendations for standardized education and credentialing Curriculum called Prepare to Care developed and piloted Prepare to Care Curriculum Development Stakeholder-developed DCP Education Review Committee Pilot-tested and revised Outcomes of training during the pilot: The curriculum works 44

45 Who s Involved Iowa Department of Public Health Direct Care Worker Advisory Council Iowa CareGivers University of Iowa College of Nursing Employers Community Colleges Instructors Ambassadors Prepare to Care Curriculum 7-minute video on Prepare to Care curriculum: 45

46 Training Module Descriptions CORE Estimated course length: 6 hours Basic Foundational knowledge and introduction to profession Person centered approach Communication & interpersonal skills Infection control Documentation Mobility assistance & worker safety Home & Community Living Estimated course length: 13 hours Services to enhance or maintain independence, access community supports and services, and achieve personal goals. Home & community-based living principles & services Building & maintaining friendships & relationships Cultural competence Development & disabilities across the lifespan Behavioral support, crisis prevention & intervention Individualized support plans, outcome-based philosophy, documentation 46

47 Training Module Descriptions Instrumental Activities of Daily Living Estimated course length: 11 hours Services to assist an individual with daily living tasks to function independently in a home or a community setting. Infection control Laundry support Light housekeeping Home safety Nutritional support Financial management support Emergency preparedness Personal Support Estimated course length: 9 hours Services to support individuals as they perform personal activities of daily living. Person-centered support, maximizing independence Community integration, developing partners Communication Principles of teaching and learning Training Module Descriptions Personal Activities of Daily Living Estimated course length: 48 hours Services to assist an individual in meeting their basic needs. Professionalism, reporting & documentation, legal & regulatory guidelines Person-centered approach, cultural considerations, special populations Safety, infection control Personal hygiene support Functional support, safe patient handling, mobility assistance Vital signs Nutritional support Elimination support 47

48 Training Module Descriptions Health Monitoring & Management Estimated course length: 27 hours Services that support and maintain an individual s health and provide functional support for certain conditions. Aging process End of Life Support for persons with: Sensory, musculoskeletal, gastrointestinal, cardiovascular, respiratory, skin, urinary & reproductive conditions Diabetes-mellitus Neurologic & nervous disorders Mental illness & substance abuse disorders Pain Cancer intellectual & developmental disabilities Instructor Requirements Must be a direct care professional with a Prepare to Care advanced training certificate OR have a post-secondary degree (in any field) Must possess at least one year of experience related to the content of the training modules The experience must reflect knowledge of the role of the direct care professional in supporting persons served in relevant settings 48

49 Instructor Requirements Must be a registered nurse (hold a current registered nurse license in the state of Iowa) with a minimum of two years nursing experience Must possess at least one year of experience related to the content of the training modules The experience must reflect knowledge of the role of the direct care professional in supporting persons served in relevant settings Instructor Requirements Must meet criteria; submit application, resume and letter of recommendation Attend a 2-day training Utilize course completion database Lots of resources available Instructor site only for instructors 49

50 How to Access the Training Online Core: (FREE) Website: Direct Care Professional Directory: 50

51 Main Messages Why Use the Prepare to Care Curriculum? Building a quality and stable workforce Ensuring quality care and support Professional recognition and paths to advance and specialize Statewide standards and consistent training = cost savings Flexibility Portability Messages for DCPs Career options/pathways careers in community living, personal support, and health support Consistent training; portable across settings & employers Flexible Available statewide Lets you demonstrate knowledge and skills Professional recognition state certificate Recognized by many employers 51

52 Messages for Employers Comprehensive Consistent Across settings Flexible pathways Person-centered Proven quality, proven effective Trained instructors, inhouse or through partnerships Available statewide Available through community colleges Reduce costs of training and re-training With growing adoption of this training, you ll be able to hire DCPs who are already trained Economies of scale in training through partnerships Improved retention Reduced turnover Messages for Consumers & Families Professionally trained care/service providers Person-centered Training fits consumers needs; learn how to partner with the person-served in meeting their needs Ethics Consistent training, consistent knowledge and skills Proven quality State certificates, recognized by many employers Training available statewide Suggested/helpful for anyone who provides services/support Free online Core training family members can benefit from taking it too 52

53 Tools and Resources Website: Overview of Prepare to Care (one-pager) Diagrams: Career Pathways & Course Descriptions Materials for different audiences will be posted soon (DCPs, employers, consumers/families) Ways to access the training (you can refer people here) E-Update sign-up form Sample offering to share info How to find your legislators Questions? Contact Information: Angie Doyle Scar Abby Less