Medicaid Redesign Team Final Recommendations Meeting November 1, 2011 New York Academy of Medicine Opening Remarks: Co-Chair Michael Dowling Co-Chair Dennis Rivera Meeting Agenda: o
Program Streamlining and State/Local Responsibilities Work Group o Behavioral Health Reform Work Group o Lunch Break o Managed Long Term Care Implementation and Waiver Redesign Work Group o
Health Disparities Work Group Note: Each Work Group will be given one hour to discuss its final recommendations (presentation, discussion, and vote). MRT Phase II Work Group Process: Recap Jason Helgerson, Executive Director MRT Phase II Work Group Process: Recap During Phase II of the MRT, nine work groups were formed with the direction to: o Create a work group including representative stakeholders;
o Narrow focus of work group while not all issues could be considered, determine what recommendations could be developed in the time frame allowed; and o Meet at least three times to review work group charge, discuss potential proposals, consult with state staff and outside experts, prepare final recommendations for the MRT. * A tenth work group, Health Systems Redesign: Brooklyn will report directly to Commissioner Shah. MRT Work Group Process o
Each work group is chaired by two MRT members who set the agenda for the work group. o All meetings are open to the public. Limited seating is available so conference call numbers were established for members of the public to dial in and listen to meeting proceedings. o Each work group has a dedicated web site that offers meeting dates, membership list, meeting materials, and meeting audio and minutes. o
Each work group has an established e-mail address to take comments and suggestions from the public. MRT Work Groups: Summary of Work o 33 work group meetings have been held; 4 more scheduled for the next two weeks. o Currently there are 32 members of the Medicaid Redesign Team (MRT). The work group membership extends participation in the MRT process to an additional 175 individuals.
o The work groups have spent many hours and a great deal of effort developing the packages of recommendations we will see today. Role of MRT Member in Work Groups o MRT members have been invited to join and/or attend any work group meetings to participate in development of recommendations as a voting member. o Work
group final recommendations circulated to MRT members for review and comment prior to todays meeting. MRT Work Groups: Summary of Work o This process is a huge undertaking and is successful due to the dedication of MRT members, work group members and staff involved in the process. o More information on the work groups is available on the MRT Website at:
http://www.health.ny.gov/health_care/medicaid/redesign/ o Thank you work group members! Overview of MRT Work Group Recommendations Voting Process Co-Chair: Michael Dowling The Process o Presentation Work
o Group co-chairs will present work group recommendations. Discussion Questions and comments from MRT members to work group co- chairs. o Voting Chair will entertain a motion to accept work group recommendations for final MRT report.
Motion will require a second to be considered. Package of recommendations will be voted on as a whole. No amendments will be allowed. Vote will be taken by a show of hands. Majority vote of those present determines result. Questions on Process? MRT Work Group Program Streamlining and State/Local Responsibilities Final Recommendations CO-CHAIR: Steven Acquario CO-CHAIR: Ann Monroe November 1, 2011 Work Group Charge
o Identify the administrative impediments that prevent New York residents from accessing the health care coverage they need. o Explore ways to make enrollment easier by reducing paperwork and other administrative requirements that do not add value or improve program integrity, while ensuring these streamlining activities are in concert with implementation of federal health care reform and operation of the health benefits exchange. o
Consider consolidating programs to reduce confusion and administrative costs, with a priority focus on streamlining and centralizing long-term care administration and services. Priority Areas of Focus o Reducing reliance on local taxes to fund the non-federal costs of the Medicaid program. o The state and local roles for eligibility and enrollment after the implementation of the Affordable Care Act.
o Streamlining enrollment. long-term care eligibility and Work Group Members o o o o o Co-chair: Steve Acquario,
Executive Director, New York State Association of Counties Co-chair: Ann Monroe, President, Community Health Foundation of Western & Central New York Joe Baker, President, Medicare Rights Center Kate Breslin, President & CEO, Schuyler Center for Analysis and Advocacy Maggie Brooks, Monroe County Executive o o
o o o Wendy Darwell, Vice President & COO, Nassau-Suffolk Hospital Council Trilby de Jung, Senior Staff Attorney, Empire Justice Center, Rochester Robert Doar, Commissioner, New York City Human Resources Administration Melinda Dutton, Partner, Manatt Health Solutions
Denise Figueroa, Executive Director, Independent Living Center of the Hudson Valley Work Group Members o David Jolly, Commissioner, Orange County Department of Social Services o Hon. William J. Ryan, President, New York State Association of Counties
o Deborah Mabry, Executive Vice President & Chief Operating Officer, Morris Heights Health Center o Thomas Santulli, Chemung County Executive o Robert H. Thompson, Vice President, Safety Net Programs, Excellus BlueCross
BlueShield o Francine Turner, Political Action Director, CSEA o Michelle Mazzacco, Vice President/Director, Eddy Visiting Nurse Association o Loren Ranaletta, President & CEO, Episcopal Church Home
o Martha Robertson, Chair, Tompkins County Legislature Meeting Dates/Locations o July 7, New York City o August 11, Troy o September
8, Rochester o September 27, Troy Final Recommendations Exchange Recommendation o New York should establish its own Exchange to best meet the needs of its residents and small businesses. o We urge the State to enact authorizing legislation establishing a New
York Health Benefits Exchange to allow the State to be deemed operationally ready by January 1, 2013. o Failure to enact Exchange legislation in a timely manner jeopardizes significant federal funding for the establishment of New Yorks Exchange, increases the likelihood of a federally run Exchange in New York, impedes Medicaid modernization, and enhances the potential for adverse impacts on the state insurance market. Financing Recommendation o In most of the 50 states, Medicaid is financed almost exclusively with state and federal tax dollars. In New York State, approximately 30% of the non-federal cost of
Medicaid is paid through local taxes. o The fiscal structure is unsustainable for several reasons: Reliance on local property taxes to fund Medicaid has contributed to making New Yorks local tax burden the highest in the nation. Use of a narrowly defined and regressive tax for such a large State program contributes to both negative perceptions of the program and inconsistent eligibility policies across counties. -continued- Financing Recommendation The new property tax cap imposes annual growth limits on revenue that are far below the expected growth rate in Medicaid costs. This fiscal structure creates challenges as the State implements the requirements of the Affordable Care Act. It will be difficult to
accomplish the goals of the ACA to move the culture of Medicaid away from a welfare program toward health insurance if the funding continues to be derived from local property taxes. o The State should develop and implement a plan for more sustainable Medicaid financing that phases out reliance on local taxes (e.g., property taxes) and includes the examination of financing structures in other states. As the plan is developed, it should consider the impact of any financing options on eligibility, benefits, and providers as well as the impact of those factors on financing options. Eligibility System Recommendation o New York must have one eligibility determination and
enrollment system for its Medicaid program and all Medicaid-eligible sub-populations (i.e., over 65, nonMAGI, under 65, MAGI, those who need health care services, those who need long term care services). While the State may implement this system incrementally for these populations, there must be a plan that sets certain implementation dates for each Medicaid sub-population. These dates should fall within the period during which the federal government will fund the development and implementation of this system at 90% FMAP. Guiding Principles for Implementing Exchange Coverage Goals o Recognize that implementation of the ACA and Medicaid is a state responsibility
o Maximize gains in coverage and reduce the number of uninsured. o Demand robust performance accountability for customer service. o Maximize automation so more time can be spent with vulnerable populations. Guiding Principles for Implementing
Exchange Coverage Goals o Create a cost-effective administrative approach that improves the consumer experience. o Promote uniformity and consistency in eligibility and enrollment. o Ensure program integrity o
Involve stakeholders. o Develop a plan for phased implementation that includes timely education for consumers and local district staff and that minimizes disruptions during the transition. State/County Roles & Functions: 2014 Recommendations o Centralize eligibility determinations for MAGI applications, wherever initiated. o
Provide local in-person assistance (i.e., government, community organizations) to help consumers apply for all Insurance Affordability programs with eligibility determinations centralized through a common eligibility system. Provide local specialized hands on help for non-MAGI individuals and centralized supports for assistors tailored to local needs. State/County Roles & Functions: 2014 Recommendations o De-link Medicaid MAGI eligibility determinations from human service program determinations by requiring MAGI Medicaid applications to be entered into the central eligibility system while the eligibility determination for the other human service program is being determined. Individuals found eligible for another human service
program will be automatically enrolled in Medicaid to the extent permitted by state law. o The state, working in collaboration with counties, should develop an appropriate transition plan for state/local administration of non-MAGI Medicaid populations within a reasonable time after 2014, taking into account the ongoing development and phasing of the statewide, automated eligibility and enrollment system. Long-Term Care Guiding Principle o Medicaid recipients who need long term care should share in all the eligibility and enrollment simplification, streamlining and automation, to the
extent allowed by federal law, that will be developed and implemented for Medicaid recipients who need health care services. Long-Term Care Recommendations o Centralize and automate eligibility and enrollment processes for the Medicare Savings Programs by January 2014. o The State should invest in an Asset Verification System (AVS) to permit the electronic verification of assets (including assets in the 5 year look back period) for determining eligibility for aged, blind, and
disabled Medicaid applicants and recipients. Long-Term Care Recommendations o Automate spend down by linking eMedNY to WMS and using provider billing to track spend down similarly to an insurance deductible. o Disabled and elderly New Yorkers in need of long term care services should have the same access to enrollment and eligibility assistance as other applicants for Medicaid. New Yorks plan for meeting consumer assistance needs must include a focus on this vulnerable population, whether it is through the use of
Navigators, Consumer Assistance Programs, Facilitated Enrollers or some other funded initiative. Long-Term Care Recommendations Create a Work Group of consumer representatives (including who benefit from specific programs, like the consumer-directed program), providers, workers and local and state officials to assist the state in: o evaluating eligibility and enrolment processes for long term care and identifying further reforms and tracking implementation of those agreed upon; o evaluating the implementation of managed long term care and
identifying further reforms and tracking implementation of those agreed upon; o ensuring appropriate training and support of long term care stakeholders, including consumers, providers, workers and local officials as new systems and new programs are implemented. Questions/Open Discussion MRT Work Group Behavioral Health Final Recommendations CO-CHAIR: Michael Hogan CO-CHAIR: Linda Gibbs November 1, 2011
Work Group Charge Establish parameters for the implementation of specialty managed care for behavioral health and: Consider the integration of substance abuse and mental health services, as well as the integration of these services with physical health care services, through the various payment and delivery models. Examine opportunities for the co-location of services and also explore peer and managed addiction treatment services and their potential integration with Behavioral Health Organizations (BHO). Provide guidance about health homes and propose other innovations that lead to improved coordination of care between physical and mental health services. Work Group Members
o o o o o CO-CHAIR, Michael F. Hogan, Ph.D. Commissioner, New York State Office of Mental Health CO-CHAIR, Linda I. Gibbs, New York City Deputy Mayor for Health and Human Services Wendy Brennan, Executive Director, National Alliance on
Mental Illness NYC Metro Pamela Brier, President & CEO, Maimonides Medical Center Alison Burke, Vice President, Regulatory & Professional Affairs, Greater New York Hospital Association o o o o o
Lauri Cole, Executive Director, NYS Council for Community Behavioral Healthcare Donna Colonna, Executive Director, Services for the Underserved John Coppola, Executive Director, New York State Association of Alcoholism and Substance Abuse Providers Betty Currier, Board Member, Friends of Recovery New York Philip Endress, Commissioner, Erie County Department of Mental Health Work Group Members
o o o o o Arlene Gonzalez-Sanchez, Commissioner, NYS Office of Alcoholism and Substance Abuse Services Kelly Hansen, Executive Director, New York State Conference of Local Mental Hygiene Directors Ellen Healion, Executive Director, Hands Across Long Island
Tino Hernandez, President & CEO, Samaritan Village Cindy Levernois, Senior Director, Behavioral Health and Workforce, HANYS o o o o o Ilene Margolin, Senior Vice President, Public Affairs &
Communications, Emblem Health & Health Plan Association Gail Nayowith, Executive Director, SCO Family of Services Kathy Riddle, President and CEO, Outreach Development Corp. Harvey Rosenthal, Executive Director, New York Association of Psychiatric Rehabilitation Services, Inc. Paul Samuels, Director & President, The Legal Action Center Work Group Members o
Phillip Saperia, Executive Director, The Coalition of Behavioral Health Agencies, Inc. o Sanjiv Shah, M.D., Chief Medical Officer, Fidelis Care NY o Richard Sheola, Executive Vice President, Value Options o
Ann Sullivan, M.D., Network Senior Vice President, Queens Hospital Network; NYCHHC Meeting Dates o June o July 30, 2011 12, 2011 o August 1, 2011 o August
23, 2011 o September 12, 2011 Work Group Process o Diverse membership of stakeholders and experts in the field. o Work Group convened on five occasions.
o Established a core set of principles to guide recommendations. o Established Subgroups (children, uninsured) and reviewed recommendation of Peer Services task force. Consequences of System Fragmentation o In NYS, the majority of preventable Medicaid fee-forservice hospital admissions are for people with behavioral heath conditions, yet the majority of these expenditures are for physical health conditions.
o Individuals with SMI die 15-25 years earlier on average than the rest of the population. o Collaborative care is not widely implemented in NY though it is recognized as a best practice. Consequences of System Fragmentation o Over-reliance on State Psychiatric Centers, adult and nursing homes is partly due to the systems inability to develop sufficient integrated community care.
o Overuse of detoxification services by individuals results from lack of connection to outpatient care and other supports. o Emergency rooms serve as access point for care for substance use. Final Recommendations Goals of Recommendations o Help
achieve the MRT goal of ensuring that all Medicaid enrollees are enrolled in care management within three years. o Recognize variation in health care infrastructure and population with behavioral health needs across all of New Yorks regions. o Promote the integration of mental health, substance, and physical health treatment and care management. o Reinvest resources to strengthen the community-based safety net, increase affordable housing, enhance peer supports and improve early
intervention for children. o Use expertise and experience of specialty agencies to build strong specialty managed care program. Specialty Managed Care: Two Phases o In Phase I, Behavioral Health Organizations (BHOs) provide monitoring functions. o In Phase II (2013), specialty managed care will be risk-bearing and
delivered under one of 3 regional options: Special Needs Plans (SNPs) which manage both behavioral and physical health services for enrolled beneficiaries Integrated Delivery Systems (IDS), i.e., provider-run institutions or systems, which manage both behavioral and physical health services for enrolled beneficiaries BHOs which will manage behavioral health services only o In NYC, full-benefit SNPs or IDSs will be used o Limit the number of behavioral health managed care entities in a region in order to ensure accountability and access. Workgroup Recommendations:
Governance o Contracting responsibility for specialty managed care must rest with OMH/OASAS, coordinated with NYS DOH, in consultation with the counties/City. o In NYC, specialty managed care should be overseen jointly by the State and NYC behavioral health agencies with close NYS DOH collaboration. o Specialty managed care should reflect local behavioral health planning.
Workgroup Recommendations: Payment o Base initial specialty managed care payments on prior service/population spending: Do not target year 1 savings o Establish formal mechanisms for reinvestment of Medicaid savings into priority areas, e.g. housing, peer and family support, health information technology. o
Assure smooth transition of Health Home services and funding into specialty managed care. o If agreement with CMS is possible, integrate Medicare and Medicaid for dual eligibles in specialty managed care. Workgroup Recommendations: Contracting o All specialty managed care should offer comprehensive behavioral health benefits and SNPs/IDSs should also offer comprehensive physical health and pharmacy benefits.
o Care coordination, care management, and other Health Home services should be fully integrated. o Non-clinical services, including peer services, are included in the behavioral health service package. o Contract requirements should place special attention on points of transition. Workgroup Recommendations: Contracting
o Managed care entities must have networks of providers that are appropriate to enrollee needs and existing provider relationships, and that foster plan/provider partnerships focused on highest quality and performance. o Managed care entities should be required to use standardized assessment and level of care protocols. o Managed care contracts must promote the use of best practices in behavioral health managed care and in
management of electronic health information. Workgroup Recommendations: Eligibility o Eligibility: SSI status should not be the determining factor regarding eligibility of Medicaid recipients with behavioral health needs for specialty managed care. Even if benefits cannot be fully integrated, consideration should be given to enrolling clinically eligible dual eligibles in Medicaid specialty managed care. Workgroup Recommendations: HIT o
Heath Information Technology: Specialty managed care should require and support reporting, promote EHR, RHIO participation. Specialty managed care should make claims data available to providers to ensure appropriate care and care coordination. Standardized consents should be developed by State and used by managed care entities. Workgroup Recommendations: Performance Monitoring o Specialty managed care plans should be accountable for outcomes and for coordination of care.
o Plan payment should include incentives for achievement of outcome measures. o Performance reporting should be transparent and public Workgroup Recommendations: Uninsured o A mechanism for funding an appropriate level of services and care coordination to the uninsured and underinsured must be maintained. o The uninsured should have access to care coordination to avoid inappropriate use of emergency room care. o Insurance exchanges should include benefit design
which will offer appropriate coverage for SMI and SED. Workgroup Recommendations: Peer Services o Facilitate ways to accommodate Medicaid funding for peer services o Advance and improve the peer workforce through funding for training and education, certification, and leadership development o
Establish an accreditation process for peer-run agencies which would professionalize the unique, whole health/wellness approach that peers provide. Workgroup Recommendations: Primary Care o Mainstream Medicaid managed care plans should be evaluated on a more robust set of behavioral health measures. o Depression screening and SBIRT and collaborative care should be required in primary care settings.
o OMH, OASAS, and DOH should review and revise clinic licensing requirements to allow for co-licensure, reduction of duplicative or contradictory requirements, and incentives to increase co-located behavioral health/physical health services. Workgroup Recommendations: Children o The childrens behavioral health system lacks capacity to best serve the needs of the States children and youth; community-based care should be targeted for planned investments and reinvestments. This need for investment must be taken into account when savings
targets are being considered. Workgroup Recommendations: Children o General Behavioral Health Benefits for Children in Medicaid Managed Care, Child Health Plus, Family Health Plus or Commercial Insurance should include and promote: Routine screening for behavioral health; Crisis services available on a 24/7 basis; Accountability for access Greater transparency on medical necessity. Workgroup Recommendations: Children
o Specialty managed care for children should include a comprehensive benefit of treatment, family support, care management and wrap around. o Eligibility for specialty behavioral managed care should be based on a combination of clinical/functional factors. Children with an individualized educational plan (IEP) or who are served in the child welfare or juvenile justice systems should have streamlined and facilitated enrollment (presumptive eligibility) Workgroup Recommendations: Children
o A small number of behavioral health outcomes specifically for children should be tracked, reported and incentivized to anchor quality in both mainstream and specialty care. o Establish clear processes to measure and use outcomes to appraise performance and improve quality across 9 recommended areas. Workgroup Recommendations: Health Homes o
Ensure smooth transition of people, services, and funding into specialty managed care. o Health Homes should coordinate with non-health service providers and have explicit relationships with local governments that often coordinate these services. o Screening and Brief Intervention for Referral to Treatment (SBIRT) and standard depression screening should be a mandatory element of every Health Home assessment. Questions/Open Discussion
Managed Long Term Care Implementation and Waiver Redesign Work Group Final Recommendations CO-CHAIR: Eli Feldman CO-CHAIR: Carol Raphael Work Group Charge o Advise DOH on the development of care coordination models (which may include Long Term Home Health Care Programs) to be used in the mandatory enrollment of persons in need of community-based long term care services. o Review
processes to ensure that sufficient patient protections exist. Promulgate guidelines for network development and arrangements which are sufficient to ensure the availability, accessibility and continuity of services. o Discuss ways to promote access to services and supports in homes and communities, so individuals may avoid nursing home placement and hospital stays. Work Group Members o o
o o o CO-CHAIR: Eli Feldman, President & CEO, Metropolitan Jewish Health System and Chairman, Continuing Care Leadership Coalition CO-CHAIR: Carol Raphael, President & CEO, Visiting Nurse Service of New York Michael Birnbaum, Vice President, United Hospital Fund Courtney Burke, Commissioner, Office of People with
Developmental Disabilities Jo-Ann A. Costantino, Chief Executive Officer, The Eddy o o o o o Doug Goggin-Callahan, NYS Policy Director, Medicare Rights Center George Gresham, President,
1199-SEIU Mary Harper, Executive Deputy Commissioner, Medical Insurance & Community Services Administration, New York City Human Resources Administration Joseph M. Healy, Jr. PhD, Chief Executive Officer, Comprehensive Care Management Corp. Tom Holt, President & CEO, Lutheran Social Services Work Group Members o o
o o o Mark Lane, President & CEO, New York State Catholic Health Plan, Inc., Fidelis Care New York David McNally, New York Manager of Government Relations and Advocacy, AARP Alan R. Morse, JD, PhD, President & CEO, The Jewish Guild for the Blind, GuildNet, Inc. Betty Mullin-DiProsa, President & CEO, St. Ann's Community Carol Rodat, New York Policy
Director, PHI o o o o M. Kate Rolf, President and CEO, VNA of Syracuse Marilyn Saviola, Director of Advocacy, Independence Care System Melanie Shaw, JD, Executive Director, New York Association on Independent Living (NYAIL)
Kathleen Shure, Senior Vice President, Managed Care & Insurance Expansion, Greater New York Hospital Association Work Group Process Meetings: o July 8 o August 16 o September 28 o October 27 Work Group Process Additional Activities: o Public Hearing: September 19 o Established Subcommittees: Quality Metrics: September 13 and October 20
Fair Hearing: August 31 o Reviewed and concurred with Program, Streamlining State/Local Responsibilities Workgroup Long Term Care recommendations. Recommendation #1: Preamble and Principles for Care Coordination Models Preamble These principles will inform guidelines for the development of Care Coordination Models (CCM). The resulting guidelines will allow for flexibility in model design while protecting the consumer. In addition a reasonable phase-in period for providers and consumers is necessary during implementation of the major changes advanced by the Medicaid Redesign Team.
Individuals who need long term care should have access to Medicaid enrollment and eligibility assistance. To assure consistency with other MRT activities, the Work Group supports the Program Streamlining and State/Local Responsibilities Work Group Recommendations related to Long Term Care and Enrollment. Principle #1 A CCM must provide or contract for all Medicaid long term care services in the benefit package. CCM will be at risk for the services in the benefit package and rates will be risk adjusted to reflect the population served. The CCM benefit package includes both community-based and institutional Medicaid covered long term care services and makes consumer directed personal assistance services available for eligible individuals. The CCM is responsible for assessing the need for, arranging and paying for all Medicaid long term care services.
The CCM must meet financial solvency standards to assure protection of the members, such standards shall include a phase-in period. (continued) Principle #1 The CCM will receive a periodic payment to cover the services in the benefit package to promote the appropriate, efficient and effective use of services for which it is responsible. Payment to the CCM will be based on the functional impairment level and acuity of its members. Risk factors could include functional status, cognitive status, diagnoses, demographics or other measures found to be correlated to increased cost of services. CCM rates shall be actuarially sound and sufficient to support provision of covered long term care services and care coordination and efficient administration. Payments shall
incentivize community-based services. Principle #2 A CCM must include a person-centered care management function that is targeted to the needs of the enrolled population. Every enrolled CCM member must have a care manager or care management team that is responsible for person-centered assessment and reassessment, care plan development and implementation, care plan monitoring, service adjustment, safe discharge and transition planning, and problem solving. The CCM must use Health Information Technology, as feasible, to document, execute and update the plan of care and share information among appropriate staff and providers. The care management function shall address the varying needs of the population. The needs and preferences of the member will guide the intensity and frequency of the care management, encompassing both high-touch and low-touch care management.
Principle #3 A CCM must be involved in care coordination of other services for which it is not at risk. Transition to fully integrated models of care which include all Medicare and Medicaid services is the goal of NYS over the next three to five years. As an interim approach, the CCM will coordinate care with primary and acute care services and other services not in the CCM service package to promote continuity of care and improve outcomes. Principle #4 The member and his/her informal supports must drive the development and execution of the care plan. Eliciting the goals and preferences of members and their informal supports must be a critical component of personcentered care plan development and is essential to promoting quality of life. All members and, where appropriate, a member's representative, shall be given the opportunity to participate in
decisions about the type and quantity of service to be provided. Principle #5 Care coordination is a core CCM function. For benefit package services, CCM members will have a choice of providers. A CCM must ensure that individualized care coordination is provided to all members, and have adequate capacity to do so. Within the CCM, members will be able to select among a choice of at least two providers (where available) of each benefit package service. CCMs shall have a network that takes into account the cultural and linguistic needs of the population to be enrolled. There are geographic differences in the availability of service providers and CCMs should not be prevented from operating when market forces (lack of availability or unwillingness to contract) preclude a CCM network from offering choice or, perhaps in some instances, a particular service. However, CCMs must have the ability to authorize services from an out-of-network provider if no provider is available in-network that can adequately meet the needs of the member.
Principle #6 A CCM will use a standardized assessment tool to drive care plan development. CCMs shall use the same standardized assessment tool as other long term care entities (the UAS-NY when available) to be used for initial assessments, scheduled reassessments and other reassessments resulting from a change in condition. The standardized assessment tool must be used to engage the member, the members physician and informal supports to assure a complete review of member needs. Principle #7 A CCM will provide services in the most integrated setting appropriate to the needs of qualified members with disabilities. Consistent with the federal Olmstead decision, CCM care planning shall provide benefit package services in the most
integrated setting appropriate to the needs of members with disabilities, include the members in decision-making, address quality of life, and actively support member preferences and decisions in order to improve member satisfaction. Principle #8 A CCM will be evaluated to determine the extent to which it has achieved anticipated goals and outcomes and to drive quality improvement and payment. CCMs will submit data to the State, which will be made available publicly, to compare and evaluate entities on an ongoing basis, determine the success of individual CCMs, and create transparency about CCM service delivery. Data will include, but will not be limited to: financial cost reports, provider networks, consumer satisfaction, grievances and appeals, assessment data, care outcomes and encounter data, and disenrollment data (both voluntary and involuntary). The CCM will use its own data and information to develop and conduct quality improvement projects. The Department will track experience of
CCMs in relation to quality and costs, and will publish this data annually in a consumer-friendly format on the Departments website. Principle #9 Existing member rights and protections will be preserved. Members are entitled to the same rights and protections under CCM as they are under current law and practice, including the Federal and State Law or regulations governing MCOs. CCMs must follow clear criteria established by the Department for involuntary disenrollment and members must be informed about them and the attendant appeals and grievance rights. Principle #10 A CCM with demonstrated expertise will be able to serve specified population(s). Some populations have unique needs that can be best addressed by an entity that is skilled in the assessment, care plan
development, service networks and monitoring of that group or to address specific medical conditions or illnesses. A CCM shall develop and implement a model of care appropriate to the specific population and use its expertise to serve those members. Principle #11 Mandatory enrollment into CCMs in any county will not begin until and unless there is adequate capacity and choice for consumers and opportunity for appropriate transition of the existing service system in the county. The Department of Health shall review existing long term care programs and seek to remove barriers that may prevent contracting with a CCM. Principle #12 Members shall have continuity of care as they
transition from other programs. Consumers already receiving long term care services through another Medicaid program have the right to continue to receive the same type and amount of services until the CCM conducts a new assessment, authorizes a new plan of care and provides notice to the member including appeal rights. Principle #13 Prospective members will receive sufficient objective information and counseling about their choices before enrolling. Prospective members shall be provided with appropriate materials educating them about their choices and shall have the opportunity to have questions answered before enrollment. Information about options shall be posted on a website that is accessible to prospective members and the
public. This information shall also be included in a printed brochure listing all CCMs in their geographic service area, which shall be sent by the enrollment broker to all prospective members. Recommendation #2: Quality Measures 1. The goal should be to achieve improvement over time and to enable consumers and purchasers to compare CCM performance. This necessitates that the quality measures be transparent and publicly reported. 2.
The criteria for determining measures should include that they be measurable, actionable, riskadjusted, consistent across sectors, parsimonious, and have an impact on care. 3. The quality measurement system should cover the following domains: Reduce inappropriate utilization associated with nursing home admissions, emergency and urgent care and inpatient admissions. Improve quality of life, emotional and behavioral status and preventive care and patient safety Improve care management Improve or stabilize functional status Ensure continuity of worker and care to fullest extent possible 4.The
MRT Managed Long Term Care Quality Subcommittee should continue to convene to review progress made by SDOH in developing and implementing quality measurement system based on recommendations. Wherever possible, alignment with recommendations of MRT Payment Reform and other workgroups should be achieved. Recommendation #3: Fair Hearing 1. Consider the possibility of a targeted increase in resources to handle the move to mandatory enrollment in managed long term care or other care coordination models.
2. Providers should receive notice of fair hearings requested by their clients. 3. Ongoing training for ALJs pertaining to state law, rules, and regulations should be evaluated. Consumers and plans should have input and access to the training. 4. The target timeframe for fair hearing resolution should be within 60 days of the request for the hearing.
5. Regulations should be amended to require documented receipt of written notice of fair hearings to CCM administrators of record or legal counsel. Recommendation # 4: Consumer Direction o Establish a Work group to advise the Department on the integration of self directed program models, including the consumer directed personal assistance program (CDPAP), into CCMs and Managed Long Term Care
Questions/Open Discussion MRT Work Group Health Disparities Final Recommendations CO-CHAIR: Arlene Gonzalez-Sanchez CO-CHAIR: Elizabeth Swain November 1, 2011 Work Group Charge o The Work Group will advise the Department of Health (DOH) on initiatives, including establishment of reimbursement rates, to support providers' efforts to offer culturally competent care and undertake measures to address health disparities based on race, ethnicity,
gender, age, disability, sexual orientation and gender expression. o The Work Group will also advise DOH about incorporating interpretation and translation services to patients with limited English proficiency and who are hearing impaired. o This Work Group will advise DOH about data collection efforts related to health disparities including advice to ensure consistency with Federal Requirements as defined under section 4302 of the Affordable Care Act. Work Group Charge o
This Work Group will advise DOH about use of a Disparities Impact Assessment to evaluate all MRT recommendations. o The Work Group will also address health disparities among people with disabilities, including people with psychiatric disabilities and substance use disorders, and their need for equal access to primary and preventive health care services. o The Work Group will explore issues related to charity care and the uninsured.
Work Group Charge o Work Group membership will include individuals from a range of racial and ethnic groups and community-based organizations with experience serving them; the New York City Health and Hospitals Corporation; other safety net providers; community-based immigrant groups; and legal services representatives. o This work is related to MRT recommendation # 990, Explore the Establishment of Reimbursement Rates to Support Efforts to Address Health Disparities.
Work Group Members o o o o CO-CHAIR: Arlene GonzalezSanchez, Commissioner, NYS Office of Alcoholism and Substance Abuse Services CO-CHAIR: Elizabeth Swain, Chief Executive Officer, Community Health Care Association of NYS Noilyn Abesamis-Mendoza,
MPH, Manager, Health Policy, Coalition for Asian American Children & Families Nisha Agarwal, Director, Health Justice, New York Lawyers for the Public Interest o o o LaRay Brown, Sr. Vice President, Corporate Planning, Community Health and Intergovernmental Relations,
NYC Health and Hospitals Corp. Jo Ivey Boufford, MD, President, New York Academy of Medicine Carla Boutin-Foster, MD, MS, Associate Professor of Medicine, Weill Cornell Medical College Work Group Members o Neil Calman, MD, President and CEO, Institute for Urban Family Health o
J. Emilio Carrillo, MD, VP for Community Health, NYPresbyterian Hospital o Susan Dooha, Executive Director, Center for Independence of the Disabled in NY o Rosa M. Gil, DSW, President and CEO, Comunilife o
Charles King, President and CEO, Housing Works o Jonathan Lang, Director of Governmental Projects & Community Development, Empire State Pride Agenda o Glenn Liebman, CEO, Mental Health Association of NYS o
Pamela Mattel, LCSW, CASAC, Chief Operating Officer, Promesa Systems, Inc. Work Group Members o Dennis Mitchell, Associate Dean for Diversity & Multicultural Affairs, Columbia University College of Dental Medicine o
Ngozi Moses, Executive Director, Brooklyn Perinatal Network, Inc. o Theo Oshiro, Director of Health Advocacy & Support Services, Make the Road New York o Gregson H. Pigott, MD, MPH, Director, Office of Minority Health Suffolk
o Chau Trinh-Shevrin, Director, NYU Center for the Study of Asian American Health o Jackie Vimo, Director of Advocacy, NY Immigration Coalition Meeting Dates/Locations o Tuesday, August o Friday,
9, 2011 September 16, 2011 o Monday, October 3, 2011 o Wednesday, October 12, 2011 Final Recommendations Data Collection/Metrics To Measure Disparities Recommendation: o
The Work Group recommends that NYSDOH implement and expand on data collection standards required by Section 4302 of the Affordable Care Act by including detailed reporting on race and ethnicity, gender identity, the six disability questions used in the 2011 American Community Survey (ACS), and housing status. o The Work Group also recommends that funding be provided to support data analyses and research to facilitate SDOH work with internal and external partners to promote programs and policies that address health disparities, improve quality and promote appropriate and effective utilization of services including the integration and analysis of data to better identify, understand and address health disparities.
Improve Language Access to Address Disparities Payment for Interpretation and Communications Services: The Work Group recommends that Medicaid payments to hospital inpatient and outpatient departments, hospital emergency departments, diagnostic & treatment centers, and federally-qualified health centers include reimbursement for interpretation services for patients with limited English Proficiency (LEP) and communication services for people who are deaf and hard of hearing. Promote Language Accessible Prescriptions. Actions to require chain pharmacies to provide translation and interpretation services for limited English proficient (LEP) patients, to require standardized prescription labels and modifications to prescriptions pads (to allow prescribers to indicate if a patient is LEP, and if so, to note their preferred language) are recommended by the Workgroup. Promote Population Health through Medicaid
Coverage of Primary and Secondary Community-Based Chronic Disease Preventive Services: o The Work Group recommends that Medicaid be expanded to include coverage of pre-diabetes group and individual counseling services (fee-for-service and managed care); lead and asthma home visits and automated home blood pressure monitors for patients with uncontrolled hypertension. Streamline and Improve Access to Emergency Medicaid: o The Work Group recommends that the State take
actions to increase awareness about emergency Medicaid among consumers, providers, and local Social Services districts and streamline the application process through prequalification and extend certification periods for certain medical conditions. These enhancements will enable providers to receive reimbursement from federal funds and reduce hospital and institutional reliance on state charity care dollars. Address Disparities in Treatment at Teaching Facilities: o The Work Group recommends that actions be taken to ensure that existing standards of care are enforced to assure that the health care delivered by academic medical teaching facilities to persons who are uninsured,
to people covered by Medicaid and to people who are privately insured is comparable and meets the same standards of care. Address Disparities through Targeted Training for NYS Health Care Workforce: o Mandated cultural competency training is recommended to promote care and reduce disparities for all individuals including but not limited to people with disabilities, Lesbian, Gay, Bisexual and Transgender persons, persons with mental illness and substance use disorders and persons at risk of suicide. Enhance Services to Promote Maternal
and Child Health: The Work Group recommends the following Medicaid enhancements and expansions to promote maternal and child health: Expanded access to contraception and other family planning services including inter-conceptional care following an adverse pregnancy; Breastfeeding education and lactation counseling during pregnancy and in the postpartum period; and Initiatives to demonstrate effective and efficient use of HIT technology between hospitals/health care systems and communitybased health organizations to improve care delivery. Enhanced Services for Youth in Transition with Psychiatric Disabilities: o The workgroup recommends that comprehensive
programs to serve youth in transition to adulthood (16-24 years) with psychiatric disabilities be developed across all systems of care including foster care, school populations that have youth with serious emotional diagnoses (SED) and the juvenile justice population to ensure that youth with psychiatric disabilities who are aging out of these programs do not end up homeless or in the criminal justice system. Promote Effective Use of Charity Care Funds: o The Work Group recommends that the charity care reimbursement system be revised to ensure that charity care funding is transparent, is used to pay for the care of the uninsured and that there is greater accountability for
use of these funds. Promote Hepatitis C Care and Treatment Through Service Integration: o The Work Group recommends that efforts be taken to promote the integration of hepatitis care, treatment and supportive services into primary care settings including community health centers, HIV primary care clinics and substance use treatment programs. Promote Full Access to Medicaid Mental Health Medications: o The Work Group recommends that actions be taken to
ensure that all Medicaid recipients who are in managed care plans where the pharmacy benefit is no longer carved out continue to have full access to mental health medications. Medicaid Coverage of Water Fluoridation: o To address disparities in access to dental services the Work Group recommends that Medicaid funding be made available to support costs of fluoridation equipment, supplies and staff time for public water systems in population centers (population over 50,000) where the majority of Medicaid eligible children reside. Medicaid Coverage of Syringe Access
and Harm Reduction Activities: o The Work Group recommends that actions be taken to promote and address health care needs of persons with Substance Use Disorders including allowing medical providers to prescribe syringes to prevent disease transmission; allowing harm reduction therapy as an appropriate and reimbursable treatment modality in OASAS facilities and by authorizing NYS DOH AIDS Institute Syringe Exchange providers to be reimbursed by Medicaid for harm reduction/syringe exchange program services provided to Medicaid eligible individuals. Questions/Open Discussion
Medicaid Redesign Team Next Meeting: Tuesday, December 13, 10 AM - 4 PM Meeting Rooms 2-4 Empire State Plaza, Albany Medicaid Redesign Team Website: http://www.health.ny.gov/health_care/medicaid/redesign/