www.openminds.com 163 York Street, Gettysburg, Pennsylvania 17325 Phone: 717-334-1329 - Email: [email protected]MCTAC OPEN MINDS Partnership Event November 13, 2017 | 9:30am – 3:30pm ET Joseph P. Naughton-Travers, Senior Associate, OPEN MINDS Navigating Partnership Options in New York State: Strategies & Best Practices
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Navigating Partnership Options in New York State: Strategies & … · 2017-11-15 · C. The Range Of Strategic Partnership Options: From Virtual Service Partnerships To Mergers II.
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I. Why Partnerships & What Type Of Partnerships? A. Key Reasons For Partnership In Today's Healthcare MarketB. Partnership Decisions In The Context Of Strategic PlanningC. The Range Of Strategic Partnership Options: From Virtual Service Partnerships
To Mergers
II. Case Studies & Key Steps In Selecting A PartnerA. Case Studies In PartnershipsB. Two Typical Approaches To Partnership – Planned & OrganicC. More About Mergers & Acquisitions: Key Issues, Best Practice Steps, & Due
DiligenceD. Three Key Takeaways
Agenda
I. Why Partnerships & What Type Of Partnerships?
A. Key Reasons For Partnership In Today's Healthcare Market
Market Drivers For Provider Partnership & ConsolidationWhat’s driving the push for provider partnerships and consolidation in today’s marketplace?
– Preference for service delivery models that focus on the integration of primary care and behavioral healthcare and coordination of services for complex consumers
– Reimbursement models focused on value-based payment methodologies
– Increased use of competitive bidding and selective contracting by payers
– Consolidation among health plans and health care systems creates new competitive pressures in the rest of the health and human services market
– Providers looking for economies of scale and greater financial strength to support investments in infrastructure, staff, and development
Economies of Scale: The phenomenon that production becomes more efficient as the number of goods being produced increases.– Larger organizations have the ability to lower their cost per unit – thanks to
the ability to spread their overhead expenses over a larger number of units.
– However, organizational size doesn’t matter without strategy – there are many models that can achieve economies of scale, but your path to partnership and collaboration needs to be part of an overall long-term sustainability strategy.
“There is nothing so useless as doing efficiently that which should not be done at all.”
– Peter Drucker
B. Partnership Decisions In The Context Of Strategic Planning
Strategy is the plan for achieving a goal, usually over a long period of time, through creation of a unique and valuable market position– Conceptual and directional
– Developed to achieve mission, vision, and objectives
– “Nimble” or “sudden” strategy
– A corporate treatment plan!
Tactics are the action items in the strategy implementation process
• What do we want to do for consumers? • How do we want to be viewed from an internal and external perspective?• What are we currently doing that is not being conveyed?
Mission
• Where do we fit in the service system?• Where do we fit in the reimbursement system?• What does the long-term (future) look like?
Service Delivery
• How do we address competition?• Is our proposed price attractive compared to the competition?• Do we have superior ‘performance’ – for consumers and payers?• Is our marketing model attractive – in terms of convenience, rate structure,
service features, etc.?• Do we have an attractive brand?• Will consumers choose us?
Doing more of a service that is losing money won’t necessarily make it profitable. • Being bigger in this
instance is only useful if it’s part of a strategy to reduce service cost or gain market clout to raise pricing. If the size doesn’t come with enough economies of scale to reduce the effective cost of service, the strategy won’t work.
Adding services and programs unrelated to your mission could result in more problems for marketing and management. • Being bigger can’t only be
about a number. Some organizations in the field are big but not sustainable because they are diversifying without a strategic plan.
Increasing size may negatively impact the ability to innovate or adapt. • Being bigger has a
disadvantage – big is rarely nimble. Larger organizations can be slow to change course, and in a market filled with policy changes, technology innovations, and shifting payment and service delivery models – the ability to adapt is a necessity.
Size Alone Is Not A SolutionLarger organizations can spread the “overhead costs” for technology, financing expenses, compliance, marketing, legal counsel, and other core competencies over a larger revenue base – which in many cases gives them a lower unit cost.
However, not all of the “large” organizations that are a result of these mergers and acquisitions are doing well – either from a service delivery perspective or a financial perspective.
A virtual service partnership can be created between organizations to offer a specific service in the market or respond to a specific request for proposal (RFP). The organization providing the service to the payer is in essence "virtual." It may include a trade name that operates in the market by organizations that are joined by the partnership agreement.
This is essentially two or more providers bidding on a contract together and having no other level of integration.
When organizations want to mutually benefit in the purchasing of services they can create a purchasing cooperative focused on a single objective of reducing costs through "volume" purchasing discounts.
This is a partnership that is limited to reducing expenses for some purchases.
A joint operating agreement is a management agreement between two organizations.
The agreement typically allows organizations to share management services and some facilities while retaining separate identities and boards of directors.
Like a purchasing cooperative, it is another attempt to reduce costs for specific services or expenses.
Shared Services Organization (SSO) Or An Administrative Services Organization (ASO) Two other partnering models include creating a shared services organization
(SSO) or an administrative services organization (ASO).
These models are similar in intent to the joint operating agreement, but with the creation of a separate organization to provide management services.
Typically, shared services may include the following administrative functions:– Finance, accounting, and billing
An independent practice association (or IPA) is an association of individual providers and/or provider organizations formed in order to contract with key payers or managed care organizations (MCOs) to deliver services.
It is essentially a “strength in numbers and service array” approach do ensuring the individual providers and organizations can receive payments from the payers or MCOs.
Another method organizations will consider is a consolidation. This is where all participating organizations lose their identities and emerge as a new organization.
This may be an actual legal change to a company that acquires the individual organizations or a virtual consolidation where there is one surviving organization, but a new name is adopted to reflect the new merged entity.
This is where two or more organizations merge into one organization.
For not-for-profit organizations, it is essentially an asset acquisition where one organization disappears entirely (but no dollars are exchanged). In the case of for-profit acquisitions, there is typically a actual agreed upon cost for the purchase.
Whether the term merger or acquisition is used is simply linguistics. One organization does fully acquire the other.
Mission-driven: To increase community acceptance and improve the quality of life for adults with serious mental illness by facilitating meaningful work, education, housing, and social opportunities.
IDD and Mental Health with broad spectrum service in North Carolina
Mission-centered:– Monarch is committed to supporting, educating, and
empowering people with developmental and intellectual disabilities, mental illness, and substance abuse issues to choose and achieve what is important to them.
After successful implementation of an open access intake model, the organization’s annual revenue, clients served, and employees increased by more than 50%.
In spite of growth, they were not at an optimal size to attract managed care contracting opportunities and found themselves missing out on funding opportunities with a broad, state-wide focus.
While they had lofty goals, they struggled with having resources needed to achieve these goals, especially in the following areas: IT, EHR, data analytics, finance and cost accounting, contracting.
They acquired the state contracts of a community behavioral health center located just north of them when they closed their doors.
Initial strategy was to discuss possibility of joining forces with organizations who shared their mission and values, were geographically close to them and were smaller; they were looking to lead and acquire.
They were looking to grow annual revenue by 150% within a five year period though mergers and ongoing service line growth.
After some discussions with smaller organizations in the area they came to the following conclusions:– They were struggling to find partners who
shared there vision and had the revenue size to help achieve their 5-year goal
– As smaller organizations, they were all struggling with similar pain points and joining together might exacerbate those weaknesses rather than make them stronger
– They needed to change their thinking and approach, and look for stronger, more complimentary partnership opportunities if they were going to achieve the 5-year goals
They had been approached by a few larger organizations and also identified a few organizations they thought might be a good fit
They completed preliminary research and engaged in conversations One organization quickly stood out…
– Similar mission, vision, and values– Reputation for quality services, and considered a leader in our industry – Commitment to local community and local representation on board– Organization had recently expanded into our state– National presence and brand will improve competitiveness– National policy development expertise and presence– Significant managed care contracting expertise
Boards of each company voted to authorize their chief executive officer to enter into a letter of intent.
Final due diligence and regulatory approval was conducted within 60 days. Centerstone’s attorney prepared draft definitive documents in consultation with
the attorneys representing WellSpring Resources. Upon satisfactory completion of due diligence and regulatory approvals, the
boards of WellSpring Resources, Centerstone of Illinois and Centerstone of America authorized their respective chief executive officers to execute the final documents to make the affiliation effective.
The executed documents were then filed with the Illinois Secretary of State in accordance with Illinois law.
A two phase affiliation took place beginning July 1, 2015:– Phase 1 – July 1 to December 31, 2015: 2 companies via a single board
– Phase 2 – Beginning January 1, 2016: 1 company via one board
Key Partnership Activities The five providers formed a new independent practice association
(IPA) along with some primary care providers in the local region. The IPA is poised to contract with
payers and MCOs as the state’s system of care evolves.
The providers have also purchased the same electronic health record system (EHR) and are jointly implementing the system with the capability to share data and coordinate care for consumers.
The providers are also looking at merging various administrative operations.
Case Study #5: Forming An Purchasing Cooperative Purchasing Partners of America A national group purchasing
organization founded in 1999 by five Colorado not-for-profit organizations The primary service offered is group purchasing:
– Negotiated contracts for food, office supplies, technology, advertising costs, and a host of other goods and services
Purchasing Partners of America is operated within United Social Enterprise, Inc., a Colorado Corporation founded in 2009 by Howard Shiffman, former CEO for Griffith Centers for Children.
Case Study #6: Assessing The Strategic Partnership Opportunity For Two Ohio Providers Situation:
– Ohio Counties making fewer referrals for all out-of home placements– Residential referrals only for the most difficult youth and children– Shorter lengths of stays for residential treatment– Increased emphasis on community-based treatment– Increasing demand for intensive foster care services as an alternative to
residential care– Continued growth of compliance and regulatory requirements – Increasingly strict regulations around restraint and seclusion – Growing demands for accountability measures by payers– Few, if any, rate increases– Ongoing pressure on public sector budgets
157-year history of serving children Diversity of programming
– Residential programs– Foster care– Adoption– School-based mental health programs– Family health– Family preservation– Outpatient mental health – Early childhood center– ACT program for transitional youth– Intensive Home-Based Treatment
Process:– Lengthy due diligence for reviewing all areas of
finance and operations for the agency to be acquired.
– Weekly calls with the executives to address several key issues: proposed organizational chart for a merged organization and board leadership and composition.
– Developing three year pro forma financials for the merged organization to determine financial feasibility.
– Plan is to review all the due diligence findings and financial projections within the next two months and present to boards of directors to determine whether or not to proceed.
– Messy discussions about leadership, structure, and board composition!
Case Study #9 : Integration Post-Merger Planning $70 million, for-profit provider on the east coast Using venture capital funding, they are planning to acquire 3-5 providers
each year to reach $150 - $200 in annual revenues within three years. Two current acquisitions being completed Are developing formal integration plans for all acquisitions:
– 90-day, 180-day, and 365 day targets for all key steps of integration– Detailed steps for all administrative departments (IT, finance, HR,
Quality/Compliance)– Clinical program transition plans to corporate, best-practice models for service
delivery and operations– Shift to corporate EHR within 180 days.– Using some outside resources for the integration process, turning over operations
to staff once the integration steps are completed.
B. Two Typical Approaches To Partnership – Planned & Organic
There is a formal process of defining the criteria for the partner and then seeking out providers that fit that criteria. Typically, this may include:– For-profit versus not-for-profit organizations
– Size in terms of revenues
– Geographic location(s)
– Service lines
– Clinical specialties and expertise
– Key contracts, provider numbers, licenses, etc.
It is a very active process of seeking potential partners, vetting them, and proceeding with the partnership process.
This are opportunities that present themselves, not the result of a formal search process. For example:– Other providers actually seeking to be acquired contacting your organization.
– “Failing” providers who may not be able to continue to operate services.
– CEO retirements leading the board of directors to consider mergers.
– Geographic factors pointing to likely partners in the market
While the opportunity may be organic, rather than a formal search process, the strategic, vetting, and due diligence process should be the same.
C. More About Mergers & Acquisitions: Key Issues, Best Practice Steps, & Due Diligence
• Making time for system integration (billing, human resources, etc.)• Merging of salary plans, pensions, etc.• Agreeing to mutually beneficial terms and conditions• Fully understanding financial challenges of the organization being acquired• Adequacy of the due diligence process
Step #3: Signing The Letter Of Intent To Merge(“Engagement Phase”)
At this point, the executives and board of directors have agreed to a merger pending the due diligence process.
The Letter of Intent usually includes key areas of agreement and a specific time frame to complete the due diligence and make a final decision to execute the merger.
Step #4: Conducting Due Diligence(”Investigation Phase) This is the phase where a thorough due
diligence is conducted and documented.
There are two key goals here:– Ascertain that there are no problem areas that
would make the merger/acquisition a bad idea.
– Determine financial feasibility of the merger/acquisition.
• Typically, this due diligence process can be completed in 60-90 days.
• The complete findings of the due diligence process should be presented to the executives and boards of directors so a final decision can be made about where to proceed with the merger/acquisition.
Step #5: Develop & Execute The M&A Agreement (“Pre-Nuptial Phase”)
At this point, the executives and board of directors have agreed to a merger pending the due diligence process.
The Letter of Intent usually includes key areas of agreement and a specific time frame to complete the due diligence and make a final decision to execute the merger.
6) Review and investigate any pending, threatened, or completed litigation that has occurred in the past five years.
7) Review any consent decrees, judgments, other decrees or orders, settlement agreements and other agreements to which the organization is bound.
8) Review all payer contracts.
9) Review a listing of all officers, directors, or other key employees and related resumes and employment history with company, including any key employees who have left the company in the past two years.
10) Review the details for any intellectual property, including any patents, trademarks, copyrights, etc.
11) Review a list of insurance coverages in force (e.g., business interruption, directors and officers, fire or casualty, extended coverage, general liability, motor vehicle, professional liability, unemployment compensation, etc.), including names of carriers, brokers, description of coverage, amounts of coverage, amounts of premiums, expiration dates and significant conditions and benefits. Review details of any major claims or losses in past five years.
12) Review all information and correspondence regarding compliance with federal, state, or local environmental laws and regulations (including permits, permit applications, notices of violation, etc.)
13) Review any business, operational, or strategic plans.
7) Review any pending or previous tax issues that have occurred in the past five years (such as audits, extensions, penalties, etc.).
8) Review summary aged trial balance of the accounts receivables.
9) Review or calculate cash flow budget for the next 12 months.
10) Review inventory of all equipment and other assets.11) Review current accounts payable listing.12) Review process for accruing liabilities, including process for
calculating bad debt reserve for the accounts receivable.
13) Review a listing of all capital expenditures made in the past two years.
14) Review all outstanding debts and terms.
15) Review documents of title for any property owned.
16) Recast financial statements for the past two years, if needed, to adjust for any corrections or other changes to more accurately reflect profit/loss, based upon due diligence findings or other issues.
5) Review accounts payable vendor listing, including total amounts paid to all vendors over the past two years. This should include a review of total payments in the past two years to any independent contractors.
6) Review payroll listing, including total amounts paid to all employees for the past two years.
7) Review information about any tax advisors or accountants and any related professional services agreements.
8) Review reports from any independent audits conducted in the past five years.
10) Review any confidentiality or non-compete agreements.
11) Review any loan agreement with employees.
12) Review benefits packages, including detailed review of insurance plans and contracts, retirement plans and contracts, profit sharing or stock option contracts, etc.
The New York State public behavioral health system is underdoing rapid and monumental changes in the coming years.
Your organization must have a current strategic plan that carefully evaluates internal and external factors and then results in high-level objectives and an action plan.
This should include a clear picture of your market-positioning – where your organization will fit into the New York healthcare landscape in 2-5 years.
#3 Be Thorough About Due Diligence & Execution Formal and thorough due diligence is during
the partnering decision-making and planning process. This is particularly critical for the mergers/acquisition end of the partnership models continuum.
Once a decision to partner (in whatever form) has been made, execution of the partnership arrangement must be carefully planned and monitored to ensure success.
Questions & Discussion
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into business advantage
Merging with a Hospital:Lessons from the Field
November 13, 2017MCTAC – Albany, NY
Fern Aaron Zagor, LCSW, ACSWPresident and CEOStaten Island Mental Health Society
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Staten Island Mental Health SocietyA Vital Provider of Services to Staten Island Children and Families
SIMHS is a 501(c)(3) not for profit organization that has provided services to Staten Island children and families for over 122 years. It is the recognized “go-to” agency for behavioral health and related needs for Staten Island children and families. SIMHS is the only children’s agency on SI licensed by 3 NYS Offices: Mental Health, Substance Abuse and Developmental Disabilities. SIMHS is the 3rd largest Medicaid provider in the borough.
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SIMHS – Services25 Programs; 21 locations; 6000 served
8 –OMH Licensed Clinics including several school-based mental health clinics
2 –OMH licensed Children’s Psychiatric Day Treatment programs
2 –OASAS licensed Substance Abuse Clinics
5 –OPWDD licensed Developmental Disabilities Diagnostic and
Treatment clinics and satellites
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SIMHS Services (cont.)
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• 4 Head Start/Early Learn/UPK educational programs• State Education Department Integrated classes for children
3-5 year olds with handicapping conditions• Specialized services:
• Court involved youth• Cure Violence• High-risk youth transitioning to adulthood (SafeTY.net)• Trauma Treatment for Children• Early Childhood MH
The Problem
By 2014, NYS Office of Mental Health (OMH) eliminated all deficit funding (COPS).Complicated by:
High Salaries1199Large Commercial Insurance PopulationCOPS Recoupment
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NYS OMH – 201451% of Children’s Clinics in Fiscal Jeopardy
26%
18%
5%
51%
Clinic Providers Serving Children Only (n=39)
Healthy
Concerned
Very Concerned
Distress
IMPACT ON SIMHSMEDICAID REVENUE LOSS - $11 MILLION
Confidential Document – Client Privilege
* FY 2015 Forecasted
Options Reduce expenses and increase revenuesRe-engineered at all levels. Reduced projected deficit from $2.2 million to
actual of $795,000 in FY15. Necessary but not sufficient. Current projected deficit for FY18 =
$520,000
BankruptcyConsidered, but not a good optionVery expensiveLoss of vital services to the community from a trusted provider
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Merger/Acquisition
Best Option – Acquiring partner must:Recognize our valueDeal with our UnionsHave deep pockets to help with deficits
Options (cont.)
The Agreement
Richmond University Medical Center and Staten Island Mental Health Society have been working towards a full acquisition merger of SIMHS into RUMC. RUMC is adjacent to SIMHS – separated by a “broken” fenceA Merger Agreement was signed on April 5, 2016. A Management Services Agreement was signed 3/31/16 to begin transfer of licenses prior to close of merger
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Benefits
What SIMHS brings - We are Very Desirable3rd largest Medicaid Provider in BoroughLicensed by all 3 “O” agenciesLargest provider of children’s servicesDesignated Vital Access Provider (VAP) $16 million in Property
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What hospital brings:Recognizes SIMHS value – SIMHS will maintain our name; programs and staff SIMHS, a Division of RUMCWill absorb liabilitiesWill support and help grow all programs and services – already happeningHigher hospital rates of reimbursement for most servicesInterest in expanding community-based and integrated health care services
Benefits
Process: Merging a complex CBO into a community based hospital has challenges.
A Management Services Agreement allows transfer of licenses prior to close of merger. SIMHS immediately benefitted from higher hospital rates for Article 31 clinic services.As Vital Access Provider, together with hospital, receiving over $9.9 million OMH funding to help with merger costs and fiscal stabilization.Requires consent from all licensing, regulatory, and funding sources for merger and agreement to transfer contracts to hospital.
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More Process
Weekly calls with all key stakeholdersA special thanks to OMH for providing the leadership and guidance Need for Strategic Planning and Project Director
Anticipated merger close: January 1, 2018
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LessonsLearned
Mergers are complicated You are not aloneThere are experts with more experience and expertise. Use them!!!Find an attorney specializing in merger and acquisitionsHire consultants as needed to help guide process and evaluate impact of merger and its processAdministration and operationsFiscalStaffProgram
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Identify Stakeholders ASAP•Board of Directors•Staff•Consumers•Community Residents and leaders•Media •Local, city, and state agencies and legislators•Funders – both private and public•Fundraising groups and individuals
• Provide accurate information•Get ahead of the rumor mill
• People will fill info gaps with their own alternative facts•Craft your message and be clear
• Make sure hospital and you have same perception and message•Remember: All stakeholders are potential spokespeople
• They need accurate information
•Do not be defensive - no one to blame!• This is a good plan to save vital services – a true win-win
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Mergers can be expensive –Help is available
Look for sources of funding to helpPro bono attorney/firmGrants to support mergers costs, strategic planning, consultants, operationsState and local help
Remember your stakeholders. They want this to be successful.
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Identify Opportunities for GrowthMerger is mutually beneficial – You are stronger together!New opportunities can be identified prior to close of merger
Look for and take advantage of integrated health possibilities
Look for opportunities to increase joint healthcare footprint in community, especially those that need both entitiesSIMHS Examples: SAMHSA Child Trauma Treatment Clinic Grant, NYS Substance Abuse Medication Assisted Treatment for Adolescents, NYC Early Childhood Mental Health Clinics.
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The Devil’s in the DetailsThere’s a lot to do between Merger Agreement (contract) and Merger ClosingReach out to all licensing, regulatory, and funding sourcesDevelop a plan to transfer assignment of contracts and licensesDraft a letter of consent for funders acknowledging they are aware of
merger and agree to transfer funding in support of mergerStart working on integrating operations ASAPPolicies and ProceduresEHR ITStaffingPrograms CULTURE SHIFT!!!!!
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Most Important
Take Care of Your Staff!!!!!!!!!You can’t do this without themThis is hard and demandingIts’ easy to burn out Leadership will be pulled from regular responsibilitiesMake sure they know they are valuedProvide support Hire additional staff as needed to alleviate burden
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Thank You!Feel free to contact me:
Fern Zagor, President/CEOStaten Island Mental Health [email protected], x321
For those working on sustainability in a VBP landscape the first step is to create a VISION.
To do so, one must ask a few self-effacing questions:
• What is our philosophy around serving others? • What are we building?• Who might share this vision with us?• What is our end goal?
North Country Behavioral Healthcare Network
Once you have a VISION, step 2 is to determine your VALUE PROPOSITION.
Questions to consider:
• What does our region need? Where are the gaps?• What do we have to offer? • Who would be interested in purchasing our services?• How do we objectively demonstrate our value?
Step 2VALUE
North Country Behavioral Healthcare Network
After creating your VALUE PROPOSITION, it is helpful to consider who you want to partner with.
Questions to consider:
• What services do we provide?• What services do we lack? • Which providers do we have existing relationships with?• How do we engage our competitors? • What resources will we need? Attorneys? Consultants?
Step 3VARIETY
North Country Behavioral Healthcare Network
Once you develop a VISION, you know your VALUE PROPOSITION and have found a VARIETY of partners, it is
important to determine how your process will remain VIABLE.
Questions to consider:
• How will we sustain our efforts?• How do we calculate cost?• Who can we sell our services to? • Which organizations will look for cover, which will provide cover?
Step 4VIABLE
North Country Behavioral Healthcare Network
KEY TAKE AWAYS – PARTING THOUGHTS• Do not let traditional thinking prevent you from envisioning something innovative• Operate with transparency and work within a shared decision-making model• Frequent Communication with stakeholders is key to your success• Be wary of language barriers and mindful of different organizational cultures• ‘Steady As She Goes’ – Be careful, deliberate and focus on execution• Rural Considerations – Leverage relationships; everyone at the table!
Preparing Your Organization for the Transition to Value Based Payments
Finger Lakes Area Counseling & Recovery Agency
November 13, 2017
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RecoveryNet
• Substance Use Providers• Common Electronic Health Record• Open Access Collaboration• Grants and More…
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Finger Lakes IPA
• FQHC’s• Behavioral Health
Providers• Highlights and
more…
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• Finger Lakes and Southern Tier BHCC
• Highlights and more…
Anticipated BehavioralHealth Care Collaborative
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Region II Consortium of Alcohol and
Substance Abuse Services
DSRIP-Finger Lakes Performing Provider
System (FLPPS)
• Highlights and more…
• Behavioral Health Workgroup
• CBO Advisory Council-VBP Pilot Project
• Innovations
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Connections across RecoveryNet, FLIPA, Finger Lakes & Southern Tier BHCC, Region II
How to Become aPerformance Driven Organization A YEAR LONG EDUCATIONAL SERIES OFFERED BY MCTAC
Purpose of the Training SeriesProvides information to prepare agencies for Value Based Payment, including:‣ Supporting strategic use of limited resources ‣ Encouraging informed decision making‣ Emphasizing accountability to make a difference/impact‣ Encouraging an organization to take on meaningful
challenges‣ Preparing an organization for greater accountability as new
payers (MCOs, ACOs) emerge‣ Providing a framework for doing the right thing
Performance Driven Organization (PDO): Core Series
‣ Educational Series offered over the course of 2 semesters (each 6 months in length). Participants would be asked to register by a semester’s worth of work
‣ Offer 6 webinars in each semester (total of 12 over a year) that cover different elements of a Performance Driven Organization. ◦ Tools to support implementation offered and examples of “good work” being done by
agencies will be included‣ Hold 2 in-person sessions each semester (total of 4 over the year), each one
following the delivery of 3 webinars and each held in 4 different locations across the State. Experts on the topics presented in the preceding 3 webinars would be present to facilitate discussion, to discuss tools distributed and support Team Based work on those topics
‣ Overarching topics for each in-person session:◦ Culture and Collaboration◦ Effective Measurement Practices◦ Fiscal Management Practices ◦ Leadership Team Practices
‣ Continuous case study used ‣ Videos provided to support challenging topics‣ Team Based Learning deployed‣ Ongoing evaluation to support continuous improvement
September Four In-Person Sessions held across NYS to work together on topics in recent webinars with focus on Fiscal Management Practices
Office Hours Webinar to answer questions in follow up to in-person session
October Webinar 4: Theme: Leadership Team Practices: Topic: Planning Webinar 5: Theme: Leadership Team Practices: Topic: Monitoring Population Characteristics
November Webinar 6: Theme: Leadership Team Practices: Topic: Marketing and Communication
December Four In-Person Sessions held across NYS to work together on topics in recent webinars with focus on Leadership Team Practices
Office Hours Webinar to answer questions in follow up to in-person