NYCServes Quarterly In Progress Review (QIPR) #2€¦ · 2 Agenda 9:15 –9:30 Welcome and Introductions Jim McDonough 9:30 –9:45 Marketing and Communications Jim McDonough Brett

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NYCServes Quarterly In Progress Review

(QIPR) #2

June 22nd, 2015

Syracuse University – Lubin House, NYC

#NYCServes

@NYCServes

@UniteVets

@IVMFSyracuseU

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Agenda

9:15 – 9:30 Welcome and Introductions Jim McDonough

9:30 – 9:45 Marketing and Communications Jim McDonough

Brett Morash

9:45 – 9:50 Balanced Scorecard Approach Jim McDonough

9:50 – 10:15 NYCServes Operations Jim McDonough

Brett Morash

10:15 – 10:50 Measurement and Evaluation Jim McDonough

Maggie Pollard

10:50 – 11:30 Wrap up and Q&A Jim McDonough

Brett Morash

Dan Brillman

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Marketing and

Communications

Specific Outreach Targeted Towards:

• Network Providers

• Key Stakeholders

• Network Members

• Broader Stakeholders (e.g., potential

Network Members and future markets)

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Marketing and Communications

-For NYCServes Providers

-For Key Stakeholders

User-Level Network Provider Meetings: Hosting monthly (formerly biweekly) calls with Network

Provider Case/Program Managers to report on progress and share learnings

Clinical Discussion Groups: Starting in July, the Coordination Center Director will meet with small

groups of providers to discuss issues and challenges facing NYCServes, and explore potential solutions

Feedback Surveys: Finalizing the Network Providers’ feedback survey (semi-annually) to capture their

experience in the network

Newsletter: Disseminating a biweekly newsletter to all AmericaServes Networks and key stakeholders,

apprising them of each Networks progress and accomplishments

Badging: Requested Network Providers to add a membership badge to their website, increasing the

Network’s visibility and acknowledging providers’ commitment and support

Coordination Center Visits: The NYCServes Coordination Center is setting an example for other

AmericaServes markets, and has hosted visits from key Department of Defense leaders, national

nonprofits, and potential AmericaServes Coordination Centers to demonstrate their Network operations

‘Driving Community Impact’ Paper: IVMF published its whitepaper, based in research and practice

in Collective Impact, and spotlighted NYCServes as a practical example of a local collective impact model

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Marketing and Communications

-For Network Members

-For Broader Stakeholders

Website: Updated NYCServes.org website allows for easier user self-referrals and provides

comprehensive information on the Network and its Providers

Print Collateral: Designed business cards and informational pamphlets, disseminate to NYCServes

Coordination Center and Network Providers to share and educate potential Network clients

Outreach Events: NYCServes Coordination Center and IVMF support a number of Network

Providers in outreach events, provide marketing collateral, and present on NYCServes to potential

Network clients

Video: The AmericaServes Informational Video features the Case Manager’s voice and discusses the

Network’s value to Providers as well as the veteran and service members’ community

Feedback Survey: Launched the Network Members’ feedback survey (monthly; starting June 12th).

Once analyzed, qualitative Network Member feedback will be presented at next Quarterly IPR

‘Driving Community Impact’ Paper: IVMF published its whitepaper, based in research and practice

in Collective Impact, and spotlighting NYCServes as a practical example of a local collective impact

model. Also planning on visiting 8 communities around the US to discuss findings and opportunities for

implementing local collective impact initiatives

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Balanced Scorecard

Approach

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Balanced Scorecard Approach

Network Provider Integration

Utilize expertise to deliver a managed care system that

ensures appropriate access, utilization, and effectiveness

Status Responsibilities

Leverage each Network Provider’s strengths and

assets to promote teamwork and partnerships

among providers to improve the quality of care and

outcomes for veterans and their families.

Take findings from the needs-led intake/assessment

with each veteran or family member to determine

their needs and develop a customized plan to meet

needs

Takes information from provider’s

intake/assessment to identify and make real-time

referrals, real-time referrals based on the veteran’s

needs, location, criticality, eligibility criteria, and

existing provider partnerships

Ensure the fewest number of “handoffs” between

providers as possible, employ the minimal number

of service providers necessary to serve the range of

veteran’s needs, and balance the referrals throughout

the network to ensure equity

Veteran Consumer Affairs

Integrate assessment tools to solicit feedback from veterans and

military families. Use results to identify service gaps and

recommendations to integrate or modify services

Status Responsibilities

Systematically track each veteran or family member

through their service lifecycle

Capture balanced feedback from veteran and provider

Categorize and report on recommendations for

Coordinated Network improvement

In order to better understand the Network’s performance,

qualitative and quantitative metrics were mapped to the four

Network functional areas laid out in the RFP. The following

slides follow a balanced scorecard approach to highlight

various metrics in amber, red or green, indicating

performance against Network goals.

Meeting or exceeding target

Approaching target; monitoring for improvements

Under-performing; requires remedial action

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Balanced Scorecard Approach

Network Development

Implement and test process modifications and improvements.

Record and enforce onboarding criteria for Network

Providers. Increase awareness about Network in the

community

Status Responsibilities

Participate in outreach events, conduct one-on-ones

with providers, increase awareness and recognition

of NYCServes

Develop and maintain provider qualifications, track

and maintain current, in-depth understanding of

network capabilities and program eligibility criteria

Develop and deliver orientation program training

(on the principles of the Service Provider

Handbook) for service providers onboarding into

the network

Systematically integrate procedural enhancements

and improvements

Technical and Administrative

Facilitate process control, program management, and

communication to Network Providers

Status Responsibilities

Initiate and maintain communication with service

providers toward making accurate, timely referrals

and tracking the progress of service delivery

Enforce the network policy and procedures

Hold service providers accountable for driving

positive outcomes toward meeting each of the

veteran or family member’s identified needs

Modify existing processes as needed based on

veteran and provider feedback

Document and publish process modifications

Veteran Consumer Affairs

Network Provider Integration

Network Development

Technical and Administrative

Based on our analysis of our performance against the

requirements outlined in the RFP, we are on-target with

many of our goals, but we are monitoring many critical

areas that can be improved in subsequent quarters.

Overall Scorecard

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NYCServes Operations

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Network Providers:

• Growth:

Identified the need for additional Housing and Employment Providers and

onboarded additional Providers accordingly (Workforce1, Rebuilding Together NYC)

Onboarded all remaining Network Providers

Developed survey for Network Providers’ feedback

Secured approval for VA and Ft. Hamilton to join Network

• Adoption:

Coordination Center is meeting with providers to increase their adoption

Network Providers advising clients to self-refer into the Network

Bi-weekly workshops to discuss Network issues and propose solutions

Network Members:

• Ease of Access:

Updated NYCServes.org for easier Self-Referrals

• Standardization:

Consistent Coordination Center POCs

Developed and disseminated survey for Network Members’ feedback

The Coordination Center:

• Digitalization:

Digital directory of Network Providers

Working with providers to capture offerings and eligibility requirements

Building enhanced reporting features

• Standardization:

Coordination Center and Network Procedural Guide

Standard onboarding packet

Specialized Coordination Center staff member roles

NYCServes Operations

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Measurement and

Evaluation

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Measurement and Evaluation

UniqueMembers

VetFilesSuccessfulReferrals

Q1 215 246 115

Q2 497 734 320

215246

115

497

734

320

0

100

200

300

400

500

600

700

800Trends:

Unique Network Members: 712

(95% of Q2 goal of 750 total reached)

Number of VetFiles: 980

458 (47%) of VetFiles are closed

207 (45%) of closed VetFiles are due to

inability to contact client or client rejects

services

Of the VetFiles that were closed after

contacting the veteran/service member, 123

(49%) closed successfully

Referral Acceptance to Rejection: 435:43

43 (17%) of closed referrals were sent to

Out of Network Providers

Highlights Since Go-Live

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Measurement and Evaluation

52% 63%

19%23%

29%14%

Q1 Q2

Gender:

Unknown

Female

Male

99%

1%

Network Member Type:

ServiceMember orVeteran

FamilyMember

92%

8%

Source of Referral:

Self-Referral

ProviderReferral

When asked how they learned about

NYCServes, Network Members said *:

*(Optional fields on Intake Form; reported data is based on Members who chose to respond)

Social Media or Internet

44%

Providers32%

Word of

Mouth20%

Other4%

Trends:

NYCServes has improved data collection for

voluntary fields, e.g., gender and era served

Providers are recommending NYCServes to

their clients; however, they’re placing the

responsibility on the individual to self refer

versus creating the Vetfile

The Coordination Center has an opportunity to

market more heavily towards military families

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Branch of

ServiceArmy

Coast

GuardNavy Air Force Marines

Q2 54% <1% 21% 9% 16%

Measurement and Evaluation

Era of Service:

57% 8%

15%

16%

2%

Long

Island

1%

New Jersey

1%

Preferred Service Locations*:

Era

Served

Post 9/11(OIF OEF OND Combat/in

support of)

Gulf War(Desert Storm/Desert Shield)

Vietnam War(in/not in country)

KoreanWar Other

Q2 69% 13% 8% < 1% 10%

Q1 76% 17% 5% 1% < 1%

Service Requests*:

32%

26%10%

8%

6%

5%

4% 2%

6%1%

EmploymentHousingBenefitsLegal

Education

Financial Assistance

Healthcare

Disability

Mentoring/Engagement

Spouse Support

(Optional fields on Intake Form; reported data is based on veteran who chose to self identify)

(*The presented data is accumulated from Q1 and Q2)

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Measurement and EvaluationNetwork Efficiency

User reaches out to

NYCServes for assistance

VetFile is created for

each service request

Coordination Center submits

referral appropriate provider

Service is provided, and

referral is closed

Time to Generate a

Referral

Time to Referral

Acceptance

Time from Referral

Acceptance to Closure

Referral is rejected and reassigned, or

accepted by Assigned Provide

Highlights from Q2

o Trends:

Time to Generate a Referral

Time to Referral Acceptance

Time from Referral Acceptance to Closure

o This is likely due to:

• More robust intake process to ensure

sufficient information is captured and

accurate referral is made

• Accurate referrals result in lesser

rejection and shorter Referral Acceptance

time

o Services with Fastest Time to Closure:

1. Mentoring

2. Benefits

3. Disability

o Service with Slowest Time to Closure:

1. Spouse Support

2. Education

3. Legal

Time to Generate aReferral

Time to ReferralAcceptance

Time from ReferralAcceptance to Closure

Q1 2.24 3.52 17.19

Q2 8.37 4.79 28.36

0

5

10

15

20

25

30

Q1 Q2Days

Average Times:

(The presented data is accumulated from Q1 and Q2)

Based on a small

sample size of n=17

n=155; majority of

delivered services

are Employment,

Housing, Benefits

and Legal Services

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Measurement and EvaluationQualitative Feedback

Provider Adoption:

• Network Providers are guiding their clients to self-refer into the Network, which requires the

Coordination Center to follow up with them to complete their VetFiles.

Capturing Accurate Data:

• Network Providers/Coordination Center need to ensure that they capture accurate data and provide

sufficient qualitative information to VetFile notes. Given limited Coordinated Center resources, having

to follow up with Network Providers or Members reduces Network efficiency.

• A number of veterans and service members who approach the Network for services either refuse

receiving them or cannot be contacted.

Provider Restrictions and ‘Non-Urgent’ Service Needs:

• Housing remains the second most requested service, however, Housing Providers’ acceptance to denial

ratio remains low compared to other service categories, due to eligibility restrictions that might not be

clearly reflected in Providers’ documents.

• Many individuals approach the Network for non-urgent needs and do not meet the eligibility

requirements of existing Providers.

Reporting:

• Currently, the NYCServes platform provides very basic reporting features. The Network needs more

detailed information to develop a clear understanding of its progress.

Challenges

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Measurement and EvaluationQualitative Feedback

Provider Adoption:

• The Coordination Center has developed a plan to engage with Network providers, ensure that they are

comfortable with using the platform, and encouraging them to input referrals directly.

Capturing Accurate Data:

• The Coordination Center has specific staff roles to ensure a consistent point of contact with

Providers/Veterans, and conducts multiple follow up attempts to obtain required information.

• The Coordination Center and Network Providers can partner to identify solutions to capturing

necessary information, presenting the Network and its services, keeping the Network Member engaged,

and ensuring that they receive needed services.

Provider Restrictions and ‘Non-Urgent’ Service Needs:

• Continue to onboard Housing/Employment Providers to meet the demand on these service categories.

• Moving upstream with the addition of the VA and Ft. Hamilton to the Network, and the Network will

focus on prevention.

• The Coordination Center is working on identifying a broader spectrum of Providers who are able to

serve Network Members with different requirements and needs.

Reporting:

• Unite Us has been working closely with the Coordination Center and IVMF to identify key data to

report on and is currently working on releasing an enhanced and automated reporting page.

Opportunities

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Wrap-up and Q&A

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Need to engage Network Providers to fully utilize the Network effectively

by submitting more referrals and conducting better intake

Seek/develop headquarter-level relationship with national organizations to

obtain support and participation in Network

Captured data shows a need for more comprehensive housing services

With the VA and Ft. Hamilton formally joining the Network, we anticipate

supporting a wider range of veteran and service members’ needs

Working with Network Providers to address the critical needs of Network

Members, as well as other requests for resources and services

Wrap-up and Q&AQ2 Conclusions

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Fully deploy M&E strategy and tools, starting with Network Member

surveys, launched on June 15th

Reach an additional 30% (total 1350) veterans, transitioning service

members and military family members

Fully onboard the VA and Fort Hamilton

Release the AmericaServes informational video

Continue focusing on improving Provider adoption and increasing response

times

Analyze qualitative feedback and surveys

Position NYCServes as leader for other markets as they prepare to go live

Research sustainability options to continue funding NYCServes post pilot

(i.e., April ’16)

Wrap-up and Q&ANext Steps and Q3 Objectives

Q&A