Provider-Sponsored Networks

“Building Partnerships”

Presented by… Linda McKinnon, Chief Executive Officer, Central Florida Behavioral Health Network Bob Holm, Regional Substance Abuse Director, Suncoast Region DCF Richard Brown, Chief Operating Officer, The Agency for Community Treatment Services Nancy Hamilton, Chief Executive Officer, Operation PAR

CFBHN Mission

Central Florida Behavioral Health Network

is a not-for-profit organization of community providers incorporated to ensure and enhance an array of behavioral health and other human services needs for the citizens of our communities.

CFBHN History

Linda McKinnon Chief Executive Officer Central Florida Behavioral Health Network



CFBHN History

“Not an overnight sensation!”

1995

No collaboration among providers or between disciplines

1996

 Collaboration among mental health providers in Hillsborough and Manatee counties related to pre-paid Medicaid pilot

1997

 Collaboration between ADM and substance abuse providers in Hillsborough and Manatee counties to create CFBHN   No collaboration between mental health and substance abuse providers DCF contracts with CFBHN to manage funds targeted at SSD and SSI dis-enrolled and intervention services

CFBHN History

1998

   Hillsborough County mental health providers join collaboration as vendors DCF contracts with CFBHN for TANF funded services and children’s substance abuse services CFBHN assumes additional administrative responsibilities for outcomes and quality oversight for contracted services

1999

  CFBHN joins Florida Behavioral Health Hillsborough County Workforce Board contracts with CFBHN to implement a three-year grant for supportive employment services targeted to the most difficult to employ TANF recipients

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CFBHN History

2000

DCF regionalization pilot DCF expands contracts with CFBHN to include substance abuse services for heroin and cocaine abusers and family intervention services DCF contracts with CFBHN to provide services in collaboration with Hillsborough County children’s system of care development grant Sarasota County substance abuse provider and Hillsborough/ Manatee Public schools join collaborative as vendors

2001

  G. Pierce Wood Hospital closes Substance abuse and mental health providers in Hillsborough County collaborate to address needs of substance abusing persons with serious mental illness

CFBHN History

2002

     CFBHN Board membership expanded to include 19 substance abuse and mental health non-profit providers in 9 counties comprised of Suncoast Region and District 14 Family intervention services expanded to Pinellas, Pasco and Sarasota counties CFBHN contracts to operationalize COSIG Grant in Hillsborough County TANF-funded services expanded to Pasco County CFBHN contracts to provide substance abuse aftercare services in Suncoast Region

CFBHN History

2003

      CFBHN contracts for TANF-funded services throughout Suncoast Region and District 14 (Polk, Highlands and Hardee counties) DCF contracts with CFBHN to provide TANF oversight functions in Suncoast Region and District 14 Family intervention services expanded to District 14 SAMH Program Office contracts with CFBHN to provide services targeted to persons with co-occurring disorders and operationalize COSIG Grant in Hillsborough County CBC contracts with CFBHN to provide children’s mental health services in Hillsborough, Manatee and Sarasota counties CFBHN awarded ASO development pilot for District 8 (Charlotte, Lee, Collier, Hendry and Glades counties)

CFBHN History

2004

     DCF Suncoast Region contracts with CFBHN to provide substance abuse prevention for adults DCF District 14 contracts with CFBHN to develop service strategies for persons with co-occurring disorders CFBHN identified to operationalize Robert Wood Johnson Resources for Recovery Grant throughout Suncoast Region CFBHN operationalizes substance abuse elder care pilot CFBHN implements diversion services for CBC  District 8 DCF initiates start up contract for SB1258 ASO pilot

CFBHN History

Current FY2004-2005 Contract

 DCF Suncoast contracts with CFBHN to manage all substance abuse treatment services and funding  DCF initiates single contract with CFBHN for contract administration, management and oversight functions for substance abuse treatment throughout Suncoast Region

The Purchaser’s Role

Bob Holm Regional Substance Abuse Director Suncoast Region DCF

DCF’s Strategy

What the Purchaser Wants

      Evaluate, integrate and re-engineer system of care into a seamless and easily navigated system Ability to achieve uniform clinical policies and best practice throughout Network Uniform data collection used to drive quality improvement initiatives Resource maximization and cost effectiveness Increased access to care Simplification and non-duplication of contracting and oversight functions to allow for effective use of limited staff

The Purchaser’s Role

Moving the System Forward

 State and District SAMH plan development  Needs assessment  Defining population eligibility  Utilization standards  Service allocation projection  Financing strategies  ASO and service system design  Contract development  ASO contract performance and oversight  Regulation and licensing  Review and approval of quality and systems improvement initiatives and plans  Technical assistance to managing entity  Review and approval of contracts with network providers

Reengineering Substance Abuse Treatment

RWJ Resources for Recovery Grant

 Suncoast Region and CFBHN named as a pilot in Grant 

Medicaid Maximization:

Contract requires 10% increase in Medicaid revenues earned for substance abuse treatment throughout CFBHN providers 

Testing of Flexible Payment Methodologies:

prospective payment methodologies Grant funds moved to CFBHN to allow greater flexibility for services to more adequately meet consumer needs and to test strategies for case rates and other 

Increased Access to Care:

for residential services and increased access to detoxification services Contract requires reduction of wait lists

Contracting with Networks

Currently using a hybrid performance contracting mechanism designed to increase and move towards flexibility and accountability.

 Contract used to define ASO functions and Network requirements and is defined differently by local districts/region 

Administrative Services Organization:

“An independent operating entity organized for the purpose of managing and assessing a network of human service providers and provider agencies, to include but not limited to, quality improvement, clinical management, network management, data management, revenue maximization and integration of systems.” (As described in District 8 ASO contract)

Suncoast-Specific Terms



Managing Entity -

An entity that manages the delivery of behavioral health services 

Network Provider -

An entity that contracts with the Managing Entity to provide services to clients that are funded through the contract with the department (subcontractor) 

System of Care -

Behavioral health services developed into an integrated network to provide services to substance abuse and mental health clients

Contract Requirements

The ASO…

 Is responsible for the administration and provision of services  Must ensure that network providers will provide services as specified in the system of care plans identified for each county in the Network Operational Plan  Must ensure services described are provided throughout the contract period

Contract Requirements

The ASO…

 Must ensure that the number of persons served, as required by contract, are served with outcomes  Must establish a client grievance procedure that assures that all grievances not resolved at the provider level are referred to the managing entity

Contract Requirements

The ASO is responsible for…

 All mandated outcomes,electronic data submissions and performance improvement initiatives  Incident reporting  Assuring emergency preparedness of its providers  Provider financial and audit requirements  Billing and invoice validation

ASO Contract Responsibilities

Unique to Suncoast Region

The ASO is responsible for…

      Management of wait lists for all substance abuse services Reduction of wait list for residential treatment services Evaluation of Region’s detoxification system Increase of Medicaid billing and reimbursement for substance abuse treatment services by 10% Implementation of substance abuse services to the elder care pilot Implementation of co-occurring service capability throughout provider network

Lessons Learned from Purchaser

Communication is Key!!

       Need to clearly define what is being purchased Need to understand and articulate the role of the purchaser Requires partnership of all stakeholders Requires commitment of local SAMH Program Office and state SAMH Program Office Requires transfer of administrative responsibilities, dollars and staff Need to identify barriers and work toward resolving issues Requires ability to assess readiness of Network to assume responsibilities

Building the Network Governance Structure

Richard Brown Chief Operating Officer The Agency for Community Treatment Services acts

The Agency for Community Treatment Services

CFBHN

  Suncoast & District XIV    9 counties 19 members (providers) 4 Regional Councils District VIII  5 counties  8 members  5 providers  1 CBC  2 consumer representatives

Governance Structure

All corporate generated documents need to reflect succinctly

….

”who you are and what you are to do”

CFBHN Descriptors

 Not-for-profit  Provider sponsored network  Administrative Service Organization  Aspiring to become:  Single Managing Entity

Corporate Documents

 Articles of Incorporation  Bylaws  Business Plan  Board Policies  Member Agreements  Vendor Agreements  Etc.

Policy Content

 Reflect commitment to community driven, consumer centered care:  Increased accessibility  Continuous care approaches  Integration with other systems

Scope of Fund Administration

 Select substance abuse funds  All substance abuse funds  Select substance abuse & select mental health  All substance abuse & select mental health   All substance abuse & mental health Other (or) “Lines of Business”

Purchase Relationships

 ADM Substance Abuse  ADM Mental Health  AHCA  Community Care Provider(s)  Local / Governmental  Community Care Provider(s)

Membership

Most congruent structure for a Provider Sponsored Network would reflect major providers of the anticipated

“Lines of Business”

Substance Abuse Mental Health Insurance

Single Managing Entity

Eligibility

(Factors for Membership Decisions)

 Accreditation  Financial Buy-in to Membership   Current Contractor for Anticipated “Lines of Business” Medicaid Provider  Demonstrated ethics & conformance with requirements of Member / Vendor Agreements  In good standing with current funders

Governance Decisions

 Financing ASO Infrastructure  Earn & Build  Staffing Grants (OPS)  FCO Grants  Membership Fee(s)  Member / Vendor Dues

Governance Decisions

 Build & Buy  Claims Management  Human Resources / Personnel  Call Center  Information System & MIS Management  Auditing / Monitoring  Etc.

Governance Decisions

Targeted Reserve Fund Development A.

Capital Equipment B.

C.

Research & Development Financial Security D.

E.

F.

Risk Management Insurance Licensure Innovations

Governance Sticking Points

 Large vs. Small Agencies  Mental Health vs. Substance Abuse  Comprehensive Providers vs. Niche Providers  Local vs. Remote Headquarters  Inclusiveness: Members, Vendors, Purchasers, Stakeholders & Consumers  Right of First Refusal  Market Share Protections

Sticking Points – cont.

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Non-compete vs. Notification of Intentions

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ASO vs. Provider Status

TOOLS Towards Focus of Effort & the Attainment of Inclusiveness

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Business Planning

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System of Care Planning

Ah Right…It’s time for extreme makeover!!

“We will know that we have arrived when the ASO readily matches consumers benefit to provider payments & providers are free to focus on matching consumer needs to services consistent with their progress in recovery”

Building Administrative Capacity

Linda McKinnon Chief Executive Officer Central Florida Behavioral Health Network

Building Administrative Capacity

The Role of the ASO

          Provider network development and management Planning Customer service Quality management Utilization management Information management Financial management Training and education; best practice development Systems integration Resource development

Current Organizational Structure

Defined by Functional Roles

Tampa Office Linda McKinnon

Chief Executive Officer

Marcia Monroe Director

Provider Services Kay Doughty

Manager Specialty Services

TBH

Manager Adult Services

TBH

Manager Children’s Services (On Hold) Paula Pressler-Tash Director

Quality Management/ Utilization Management

Rebekah Bickling

Executive Assistant/ Admin Supervisor/ HR Liaison

Mary Herkert Director

Network Operations

Sue Webber Director

Finance Ibelice Rivera

Quality Specialist

TBH

Quality Specialist Laura Cronk

Quality Manager/ Data Operations Analyst Ioan Fernandez

Data Specialist

TBH

Quality Specialist

Yenny Hernandez

Data Specialist

Jimmie Adams

Admin Assistant/ Receptionist

Laura Gross

Administrative Assistant

Brandi Mason

Administrative Assistant

TBH

Admin Assistant (On Hold)

Jan Burton

Manager Contracts

Kathy Way

Manager Contracts TBH

Manager Information Systems (On Hold) TBH

IS Technician (On Hold)

Collaborating for Excellence in Behavioral Health Services TBH

Accountant Lisa Main

Fiscal Supervisor Lisa Thomas

Fiscal Assistant August 16, 2004

Current Organizational Structure

Defined by Functional Roles

District 8 Office Linda McKinnon

Chief Executive Officer

Nancy Rossback Receptionist/Admin Asst Brian Mogosky Director Rick Sanefski QI Manager Jennifer Formica Data Specialist Susan Lang Consumer Affairs Manager

Collaborating for Excellence in Behavioral Health Services

August 16, 2004

Building Administrative Capacity

Quality Management

      

Performance Improvement Program Evaluation

– Specialized reports, outcomes improvement, best practice identification, outlier review, customer satisfaction

Performance Compliance

- Corporate service validation, regulatory compliance and oversight, clinical pathway compliance

Utilization Management

oversight - Clinical UM development and

Outcome/Data Management

tracking and reporting - Data and outcome validation,

Technical Assistance and Training Accreditation

Building Administrative Capacity

Provider Services

          Credentialing and profiling Clinical systems development Best practice implementation Technical assistance Product development Service development Provider information and orientation Management of training resources Consumer, stakeholder, purchaser and provider satisfaction Complaints and grievance

Building Administrative Capacity

Financial Management Financial reporting and forecasting requires tracking, analysis and reporting of the following:

 Rate Setting and development methodologies  Provider allocations  Cost accounting system  Revenue maximization strategies/ internal resource management  Funding utilization and cash flow analysis  Agency reconciliation  Accounts payable and receivable  Budget development and management  Insurance  Board communication

Building Administrative Capacity

Administrative Services

 Information systems and data management  Information system development and technical assistance  Management reporting support  Contract development, negotiation on and compliance  Revenue maximization  Provider resource management  Medicaid maximization  Grant development  Risk mangment  Facility management

Building Administrative Capacity

IS Capabilities - Lessons Learned

Identify information system needs early on and be willing to invest in them!!

 Requires identification of software functional needs for: - Network management functions - Claims processing functions - GL linkage and financial functions - Member services functions - Care access functions - Care management and utilization management

Building Administrative Capacity

Executive Services

 Board development  Regional council development  Purchaser relations  Advocacy  Legal  Marketing  Human resources  Oversight of all Network and ASO operations

Building Administrative Capacity

Lessons Learned

        Identify potential conflicts of interest (an ASO is not a provider) Be prepared to perform once you have got what you asked for – greater flexibility has its own set of requirements Don’t over-commit Be prepared to act on opportunism quickly Understand the implications on providers Develop a strong relationship with the Board This is a partnership with all stakeholders and requires open communication and trust ASOs are not “one size fits all”

Nancy Hamilton Chief Executive Officer Operation PAR

PAR

Provider/Member’s View

Two-Hatters in Provider Sponsored Networks CFBHN

“We have met the enemy & he is us”

Pogo

Keep this in mind …..ALWAYS!!

Holy Cow…What will become of us…will we survive???

I’m so confused…what to do…get on the bus…or find my self hitchhiking later??

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Contracting thru The ASO

Opportunities Challenges Flexibility Sharing expertise Sustainability Giving up control to gain some control over the unpredictability of politics Respond to the needs of the community Improve quality of services

 

Our invoices will now be matched to the information in the data warehouse. The network is not going to hold up invoices for the first couple of months (good) but could be problematic in the future Investing in the network meant reduction in revenues – invest today for potential higher returns later staff – scary, hard to explain to Board &

   

Testimony – the CFO

Renegotiating contract – reduced tedious financial reports required in the past. At negotiation, all reimbursement rates were increased to the model rate, less the admin. rate, which resulted in increased rates for most of our services Contract was restructured to allow us more flexibility to spend dollars among cost centers.

Don’t have to go through contract amendments to move dollars around End of the year, the network was able to re allocate funds due to lapse dollars. Since PAR was over-producing units in some of the cost centers, we were able to share in this reallocation – Next year who knows

Testimony – VP of IS

  

ASO must have an excellent data system & provide “value added” or this is just an extra expense to providers/partners within the ASO. I don’t think I can emphasize this enough.

The data system MUST be easy to use & not place additional demands on the providers; one thing providers do NOT need is additional demands or requirements.

Offer an IS system for those smaller agencies & providers that do not have any IS system at all.

well like HR, etc.

This could be just client services & state reporting or it could be for other functions as

IS should be involved strategically (like at CFBHN) & involved in the process assuming there is the appropriate staff to do so.

This will produce better IS systems and processes & since ASOs move great amounts of data, it is so important that we have IS systems that minimize paper movement & increase

automation.

Re-engineering

(infrastructure, conceptually, & philosophically)  Budgeting  Data Management  Q.I.

 HR / Credentialing  Billing / Reporting  Business / Strategic Planning  System of Care Planning

ASO Expectation



Reflect commitment to community driven, consumer centered care:



Increased accessibility



Continuous care approaches



Integration with other systems

Clinical



Client Centered - Assessment & Treatment



Consumer Satisfaction



Matching & Prioritization



Waiting List Management

Sticking Points



Large vs. Small Agencies



Mental Health vs. Substance Abuse



Comprehensive Providers vs. Niche Providers



Local vs. Remote Headquarters



Inclusiveness: Members, Vendors, Purchasers, Stakeholders & Consumers



Right of First Refusal



Market Share Protections

Eligibility

(Factors for Membership Decisions)



Accreditation



Financial Buy-in to Membership

 

Current Contractor for Anticipated “Lines of Business” Medicaid Provider



Demonstrated ethics & conformance with requirements of Member / Vendor Agreements



In good standing with current funders

One Big Happy Family???

•

Young & Old – Big & Small

•

Naive & Jaded

•

Quiet & Noisy

•

Unique Personalities

•

Conflict / Resolutions

•

In it for the long haul / Recommitment

•

Agree to Disagree

•

Safety in numbers / One for all – all for one Sometimes the needs of the many outweigh the needs of the few or the one…other times?

Mr. Spock

For more information… Contact:

Richard Brown The Agency for Community Treatment Services 4612 North 56 th Street Tampa, FL 33610 813-246-4899 phone <> 813-621-6899 fax [email protected]

Nancy Hamilton Operation PAR 6655 66 th Street North Pinellas Park, FL 33782 727-545-7564 phone <> 727-545-7584 fax [email protected]

Bob Holm Department of Children and Families SAMH Program Office 11351 Ulmerton Road, Suite 329 Largo, FL 33778 727-518-3271 phone <> 727-588-3618 fax [email protected]

Linda McKinnon 719 US Highway 301 South Tampa, FL 33619 813-740-4811 phone <> 813-740-4824 fax <> 813-389-8179 cell [email protected]

Thank you for your attendance and participation!!