This webinar, from the Center for Care Innovations, on the Hub and Spoke Model was presented by Dr. John Brooklyn, as part of Treating Addiction in the Primary Care Safety Net (TAPC) program on June 30, 2017.
This webinar provided an overview of the CDC’s 6|18 Initiative and explored successful state strategies for implementing interventions via Medicaid and public health partnerships. Participants heard from 6|18 representatives in South Carolina and Rhode Island about their experiences making the case for enhanced Medicaid prevention benefits related to tobacco cessation and asthma control.
Supported by a grant from Cedars-Sinai, the Safety Net Analytics Program, SNAP-LA, provides training, resources, and coaching to help health centers build the skills and tools to forge into useful information and turn knowledge into meaningful action. In this fourth SNAP-LA learning session, we moved into Module 3: Improving Data Quality and Leveraging Data Tools. This webinar focused on tools, worksheets, and checklists for improving data quality. First, we heard from each team: What are the data quality issues that you face in your health center and how are you tackling them? Next, Jerry Lassa, Data Matt3rs, and SA Kushinka, CCI, introduced the SNAP-LA Data Strategy Worksheet, and Jerry Osheroff, MD from TMIT Consulting introduced the Checklist for Analyzing Performance Measure Data from HRSA’s HITEQ Center.
Supported by a grant from Cedars-Sinai, the Safety Net Analytics Program, SNAP-LA, provides training, resources, and coaching to help health centers build the skills and tools to forge into useful information and turn knowledge into meaningful action. In this webinar, we continued our Module 2 exploration of “Managing Data as a Strategic Asset” by discussing the role of data stewards. We heard about two approaches – and the resulting benefit – to data stewardship from two presenters: Mike Hirst, Director of Data Services, from Southcentral Foundation and Amy Ham, Practice Transformation Consultant, and former Chief Data Officer at CommuniCare Health Center.
In this webinar, we reviewed the results of the Analytics Capability Assessment and heard from representatives from KHEIR and the LALGBT Center about their experience and insights from completing the assessment. We also introduced the concept of a Roadmap and Project Charter, both helpful tools for defining and monitoring the progress of your teams’ work in the SNAP-LA Program and specifically on the Analytics Field Project. And finally, CCI was joined by Leslie Falk, Vice President, RN, Health Catalyst and Bobbi Brown, Vice President of Financial Engagement, Health Catalyst, who provided pointers to help complete a cost-benefit analysis.
On December 14, 2016, The Center for Care Innovations held a kickoff webinar for the eight organizations participating in the Safety Net Analytics Program, Los Angeles (SNAP-LA). The webinar included a program overview, an introduction into ‘Module 1: Building a Roadmap for Healthcare Analytics’ including the Analytics Capability Assessment Tool and Process, and information about the SNAP-LA website and upcoming events.
In October 2014, with funding from the U.S. Department of Health and Human Services’ Office on Women’s Health, the Administration for Community Living worked to identify and promote vetted, low-cost, community-based oral health programs for older adults. This project aimed to develop an online, searchable database of such programs and create an accompanying comprehensive Community Guide to Adult Oral Health Program Implementation (Oral Health Guide) for communities (e.g., state and local governments, coalitions, advocacy groups, senior centers) interested in starting or enhancing their own program.
The Oral Health Guide takes a step-by-step approach, with everything you need to know; a “snapshot” of eight key steps shows you how.
Articles and Briefs
This brief, produced with support from the California Health Care Foundation, describes how innovative states and Medicaid managed care organizations (MCOs) are building on models developed for physical health services and incorporating VBP arrangements into behavioral health programs. It profiles innovative approaches in five states — Arizona, Maine, New York, Pennsylvania, and Tennessee — and focuses on key implementation challenges related to quality measurement, provider capacity, oversight considerations, and privacy and data-sharing constraints. Lastly, it highlights considerations to help states advance these models, including suggestions to support MCOs and providers with more effective program implementation.
This brief, made possible through support from the Blue Shield of California Foundation, describes the pilot development process and proposed payment methodology, and outlines early lessons. California’s experience may help inform other states exploring alternative payment models for FQHCs.
The Health Care Payment Learning and Action Network’s Maternity Multi–Stakeholder Action Collaborative Issue Brief.
This brief examines Medicaid payment reform strategies that states may wish to contemplate for their populations with complex care needs that are receiving Long-term Services and Support (LTSS). The brief identifies current payment models for LTSS, observes the role of quality in these models, and describes state levers to advance e orts in value-based purchasing for seniors and individuals with disabilities enrolled in managed care.
This protocol paper, published in Contemporary Clinical Trials Journal, describes the evaluation of an Alternative Payment Methodology (APM) implemented in a subset of Oregon community health centers (CHCs), using a prospective matched observational design.
AcademyHealth’s Payment Reform for Population Health (P4PH) initiative, funded by the Robert Wood Johnson Foundation, works to identify the challenges associated with linking the health care payment system to geographically-based population health.
This research article, posted by AcademyHealth, investigated if mental health cost-sharing has decreased following implementation of the Mental Health Parity and Addiction Equity Act (MHPAEA).
The Summit was convened by the Network for Regional Healthcare Improvement with assistance from the Center for Healthcare Quality and Payment Reform and with generous financial support from the Robert Wood Johnson Foundation. Together the group compiled the recommendations contained in this Summary Report. The group included physicians from 16 different specialties; executives of national and regional self-insured businesses; leaders of employer purchasing coalitions; representatives of hospital and medical associations; health plan executives; foundation leaders; directors of Regional Health Improvement Collaboratives; federal and state government officials; executives of healthcare Quality Improvement Organizations; consumers and representatives of labor organizations; and others with expertise and experience in efforts to design and implement better payment systems.
This paper from Bailit Health lays out a proposed framework for a pediatric value-based payment model.
The Health Care Transformation Task Force, a consortium of patients, payers, providers and purchasers working to transform the U.S. health care delivery system, has released this report that offers a comprehensive look at the seven predominant payment models currently used by accountable care organizations.
The Center for Healthcare Quality & Payment Reform created this report, which describes a ten-step process to develop a business case, and provides a detailed example of how to apply the process to an initiative to improve management of chronic disease patients. The report also describes the types of data that are needed to carry out all of the steps in a good business case analysis.
Ten Barriers to Healthcare Payment Reform and How to Overcome Them describes many of the biggest barriers that physicians, hospitals, health plans, employers, and policy-makers are facing in implementing payment reforms, along with strategies for solving them.
A Guide to Physician-Focused Payment Models describes seven different Alternative Payment Models (APMs) that can enable physicians in every specialty to redesign the way they deliver care in order to control spending and improve quality for their patients.
Created by the Center for Healthcare Quality and Payment Reform, The Payment Reform Glossary is designed to facilitate a better understanding of payment reform concepts and to create a foundation for a common language for developing and discussing payment reform concepts so they can be supported and implemented by all stakeholders — patients, providers, employers, health plans, and government agencies.
ACOs have become increasingly common in the United States. This brief provides an overview on ACOs and their development history. It also identifies current ACO trends and barriers and challenges to ACO formation.
Health care costs can be hard to identify and harder understand. Organizations who are aware of their own costs and resource use—particularly in contrast to their peers—can take steps for more appropriate resource use. This Regional Health Improvement Collaboratives-produced brief features advice and lessons learned from leading organizations that have valuable experience advancing toward greater cost and quality information.
Prepared by the Network for Regional Healthcare Improvement, The Building Blocks of Successful Payment Reform: Designing Payment Systems That Support Higher-Value Health Care, shows how alternative payment models can be designed in ways that benefit patients, payers, and providers.
This brief is the first of four in The Commonwealth Fund’s Medicare at 50 Years series that explore the key issues confronting the Medicare program and discuss potential policy options.
Bailit Health Purchasing-produced brief covering the valuable set of lessons learned from provider organizations that have experience in how actually make value-based compensation strategies work.
This articles aims to answer the question: How does who pays for emergency department services (public, private, self pay) affect the emergency department’s bottom line?