Integration of Care Services...Integrated Care Model 294 Admissions 114 ADC Brandywine 9.6% National...
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#NICForum18 Integration of Care Services: Partnering With Places People Call Home Thursday, March 8, 2018 11:15 AM – 12:30 PM Dallas Ballroom E
Transcript of Integration of Care Services...Integrated Care Model 294 Admissions 114 ADC Brandywine 9.6% National...
#NICForum18
Integration of Care Services:Partnering With Places
People Call Home
Thursday, March 8, 201811:15 AM – 12:30 PM
Dallas Ballroom E
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Anthony D’AlonzoBAYADA Home Health Care
Daniel FaganNational Church Residences
Hilary FormanHealthPRO Heritage
David McHargInspirit Senior Living
Maria NadelstumphBrandywine Living
Rich TinsleyStoneridge Partners
Panelists
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Audience Poll Question #1 Please Identify Your Professional Category:
1.SH Operator/Provider
2.SNF Operator/Provider
3.Both SH and SNF Operator/Provider
4.Non-Real Estate-Based Care or Service Provider
5.Health System or Insurer
6.Equity Investor or Debt Provider
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Maria NadelstumphBrandywine Living
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Anthony D’AlonzoBAYADA Home Health Care
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• 9 Specialty Service Lines• 330 offices in 22 States• Over 25,000 Home Health Care
professionals (field and office)• Over 31,000 clients served per week• Over 4,000 clients reside in senior
living settings across 13 states
About BAYADA Home Health Care
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Integrated Care in Action: Brandywine Living
Six Locations withIntegrated Care Model
294 Admissions114 ADC
Brandywine9.6%
National Rate*12.5%
*Strategic Healthcare Programs, 30-Day Readmission, 2017; shpdata.com
30-Day
Health System Savings$157,500
**Avalere Health, Readmission Market Average, 2017; avalere.com
Avg. Readmission Cost**$17,500
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What Does Integrated Care Look Like?
“Integrated Care” Provider
“Transactional” Provider
Coordinated Services Transactional Care Delivery
Dedicated Team Staff on Demand
Innovative Care Design Routine Service
Custom Analytics and Reporting Unknown Effectiveness
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Poll Question #2Please Choose One of The Following:
1) My Company is Beginning to Think about the Partnering Process
2) My Company is Currently Pursuing a Formal Business Relationship with a Non-Real Estate-Based Provider of Care
3) My Company is Currently Pursuing a Formal Business Relationship with a Real Estate-Based Provider of Care
4) My Company is Currently Engaged In a Formal Business Relationship with a Non-Real Estate-Based Provider of Care And Beginning to Collect Outcomes Data
5) My Company is Currently Engaged In a Formal Business Relationship with a Real Estate-Based Provider of Care and Beginning to Collect Outcomes Data
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Daniel FaganNational Church Residences
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• 309 Senior Apartment Communities / 20,129 units• 4 Assisted Living Conversion Program (ALCP) Communities/ 168 units• 15 Family Housing Communities / 1,757 units• 10 Permanent Supportive Housing Communities / 785 units• 9 Residential Health Care communities • 23 Home and Community Services Agencies / serving 2,844 clients• 3 Adult Day Centers / 200 clients
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with a Health System
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$5,808,713.00
$4,933,938.26
$-
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
$7,000,000.00
Total Spend 2015 Total Spend 2016
Total Spend 2015 vs. 2016n= 100 COPD Participants
Overall Spend for care was reduced by 15% leading to a reduction of $874,775.00
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*The readmission rate was decreased by 57.5%
33.6%
14.3%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
2015 Readmission Rate 2016 Readmission Rate
Readmission Rate 2015 vs. 2016n= 95 COPD Co-pilot Participants
17.6% Readmission Rate Goal
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232 Preferred Providers Agreements in Place
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Hilary FormanHealthPRO Heritage
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The Power of Therapy Services Across the Continuum
Track Outcomes
Prevent Re-Hospitalization
Progress Quality Measures
HOME HEALTH
Subcontracting options
Needs of higher acuity patients
Transition planning
OUTPATIENTDirect admits or patients from home health
Preventative or high acuity services to
address QMs
WELLNESSPreventative &
maintenance therapy for risk areas
Annual assessments to prevent decline Group & individual
services
HOSPICE
Quality-of-life-based services
Education & training for family members
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Preserve Census
Timely & Safe Transitions
Accountable to Resident Care
Hold "Preferred Partners"
Accountable
Developing a “Virtual Care Continuum”Case Study: Stand Alone SL Community Brightview of Paramus (New Jersey)
7580859095
100
Census Trend 98.3
February 2017 January 2018
StrategyFortify partnerships with
vetted upstream & downstream providers
Therapy Services as the “Glue”
Same therapists at all levels = dedicated team to:
• Advocate consistency • Optimal care delivery
Care Innovation Option for SNF stay (lieu of
rehospitalization)
Temporary discharge from SNF to Brightview
before return to home
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Implementing a Partnership ApproachCase Study: FP System (Large Portfolio of CCRCs) Sunrise Senior Living
Collaboration
OutcomesCare
Innovation
$483/day
Home Health $285/day
Assisted Living +
Home Health ServicesAssisted Living
+Out-Patient Services
Care Innovation + Fiscal StrategySNF Versus Assisted Living Cost Comparison
Average Total Cost$3,561
Average Total Cost$5,628
Average Total Cost$6,762
B a s e d o n 1 4 D a y L O S
SNF
Room & Board$117/day
Therapy Services as the “Glue”Care InnovationRight to a “seat at the table” based on proven successQuality service delivery at all levels & manage performance metrics
Out-Patient $138/day
Room & Board$117/day
…To fortify ongoing alliances & ensure network
inclusion.
With network partners…
Regional Hospitals, Conveners & Referral
Sources
Leverage outcomes…
ALOS, RehospitalizationFunctional Metrics,
Episodic Costs
Care Innovation Outcomes
Get a Seat at the Table!
Collaboration
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David McHargInspirit Senior Living
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Audience Questions
Please Take a Few Minutes to Complete Today’s Session
Evaluation
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Integration of Care Services: Partnering with Places People Call Home
Anthony D’AlonzoBAYADA Home Health Care
Daniel FaganNational Church Residences
David McHargInspirit Senior Living
Maria NadelstumphBrandywine Living
Hilary FormanHealthPRO Heritage
Rich TinsleyStoneridge Partners
