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Making it Work Today: Provider Perspectives on
Financing Integration
Moderator: Judith Steinberg, MD, MPH
Deputy Chief Medical Officer, Commonwealth Medicine
University of Massachusetts Medical School
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The Challenge
We Are Ahead of our TimeWe recognize the value of integrating behavioral and physical
health care
But…
Incentives are not aligned.
There are major systemic barriers.
How do we make it work?
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Objectives
• Understand how providers of different types haveimplemented and are financing integrated care models
• Key questions to be addressed:• Design of the integration program
• How integrated clinicians are credentialed
• What services are provided and how these services are reimbursed
• Overall financial performance and sustainability of the program
• How challenges related to reimbursement are being approached
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Panelists• Glenn Focht, MD
• Chief Medical Officer, Pediatric Physicians’ Organization at Children’s
• Mark Alexakos, MD• Chief Behavioral Health Officer, Lynn Community Health Center
• Scott Early, MD• Chief Medical Officer, Lynn Community Health Center
• Katherine Moss, PhD• Director of Healthcare and Community Integration, Behavioral Health
Network
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Patient Centered Medical Home Joint Principles: Then and Now
• http://www.acponline.org/running_practice/delivery_and_payment_models/pcmh/demonstrations/jointprinc_05_17.pdf• Ann Fam Med 2014; 183-185; Joint Principles from AAFP, ABFM, STFM• Slide adapted from Sandy Blount
2007Original
2014Integrating Behavioral Health
Personal physician Home of the team
Whole person orientation Requires BH service as part of care
Care coordinated Shared problem and medication lists
Quality and safety Requires BH on team
Enhanced access Includes BH for patient, family and provider
Appropriate payment Funding pooled and flexible
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Models of Integrated Care: A Continuum
Coordinated Co-located Integrated
Blount, A. (2003). Integrated primary care: Organizing the evidence. Families, Sytems & Health: 21, 121-134.
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Continuum of Payment Methods: Moving to Value-Based Payments
Fee for Service (FFS)
FFS and care management fee
Bundled payments
Global Payments
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Incentivizing Value
•Pay for Performance• Clinical quality• Efficiency• Patient Experience
•Shared Savings• With quality gates and/or
quality performance modifiers
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Discussion
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Bringing Integrated Behavioral Health to the Pediatric Patient Centered Medical Home: A Review of the PPOC/Boston Children’s Hospital
Behavioral Health Initiative and Its Fiscal Sustainability
May 12, 2015
Glenn Focht, MD, Chief Medical Officer, PPOCJonas Bromberg, PsyD, Program Manager, Behavioral Health, PPOC
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Agenda
1. Overview of Clinical Model of Integration
2. Fiscal Strategies and Tensions Inherent in Behavioral Health Integration
3. Summary/Wrap Up/Questions
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Who is the PPOC?
• 280+ providers• 80+ unique
private practices• Affiliated with
Boston Children’s Hospital
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Overview: Clinical Work of BHI
The BHI Program implementation is:• An innovative model of BH• Creates sustainable capacity to deliver integrated, evidence-
based behavioral health services in the pediatric medical home to children with needs for
• Prevention/resilience building• Treatment of low to moderate intensity behavioral
health illnesses in pediatric primary care settings • Care coordination for all with a focus on those with
identified behavioral health needs• Leverages Patient-Centered Medical Home
functions/Medical Home Care Coordination
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Overview: Clinical Work of BHI
The BHI program addresses four foundational clinical issues that create and support a more capable medical home team
• Delivering education and skills training to improve PCP competence in behavioral health care
• Integrating expert, co-located BH providers into the medical home team
• Providing just-in-time, case-focused, longitudinal support of a pediatric psychiatrist
• Working to form behavioral health neighborhoods
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Integrated Care Model - Depression
Key: PCP = Primary Care Physician BHC = Behavioral Health Clinician * denotes junctions for potential care coordination
ScreenWell Child & Critical Junctures
(PCP)
Patient Screens Positive
Rapid Interview(PCP +/- BHC)
*Danger (BHC)Distress/
Impairment
Guided Self-Help (PCP)
Emergency Psychiatric Assessment
Focused Assessment (BHC)
*Danger (BHC)
*Brief Intervention (BHC)
*Refer to Specialty Behavioral Health Services (BHC)Effective
*Wait-List
Post Emergency Psychiatric Assessment
No
Yes
Rating
Level 1: PCPScreen- Verbal- Broad rating scale - Total score - Subscale score - Individual items
Rapid Interview- Potential medical/substance etiology- Distress- Impairment- Danger Guided Self-Help- Pamphlets- Books- Websites
Level 2: BHCFocused Assessment- MFQ, PHQ-9- Distress- Impairment- Prior treatment- Family history- Contextual risk factors - Home - School - Peers- Danger- Severity rating
Level 3: BHCBrief Intervention- Engagement- Psychoeducation- Contextual intervention- Skills training - Thoughts/Feelings/Behaviors
Level 4: Specialty Behavioral Health
BHC:- Obtain bi-directional release of information- Communicate history to specialist- Request report- Review report with PCP
PCP:- Review report with BHC- Plan next steps-Confer with specialists as indicated
Yes
No
Yes
Yes
YesNo
Yes
Specialty Behavioral Health Setting (Inpatient/Partial/Outpatient/Community/Residential)
(or PCP + CAP and BHC + Senior Therapist)
Diagnostic EvaluationEvidence-Based Psychotherapy
Evidence-Based PharmacotherapyReport to PCP
No
No
Moderate
MildModerate
No
Effective
Yes
No
Severe
Level 1 Goals: • Increase detection of BH issues• Increase PCPs ability to provide guided self-help and
support• Increase prevention and resilience building
opportunities
Level 2 Goal:• Improve access to rapid diagnostic and evaluation
services, and patient engagement
Level 3 Goals:• Improve access to BH treatment services• Increase integration with primary medical care
Level 4 Goals:• Improve access to community-based BH services• Improve coordination of care; especially following a
psychiatric hospitalization
Use of Evidence-Based Stepped Care Protocols
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Revenue Cycle Realities
1. Training is essential• Clinicians, billing, referral management
2. Contracts are not standard and vary significantly in allowable/paid CPT codes
3. Managing no show rates is important• Open/unfilled appointments can be avoided
and mitigated with some work
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Revenue Cycle Realities
4. Use of behavior and wellness codes is a path to disappointment
5. Capture available structured screening fees and care coordination
6. Learn and share learning from each denial 7. Call out and manage the tension between billable
and non-billable high value work8. Offload clerical activities to others in practice9. Leverage your medical home core functions
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Funding and Sustainability
Long term sustainability• FFS across CHICO-contracted payors, and MBHP• Potential PMPM in MassHealth new payment reform• Cost avoidance in risk contracts (TME)• Other funding sources are being pursued
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Summary/Wrap Up/Questions
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APPENDIX 1: Operations Support Facilitating Behavioral Health Integration
BHI Operations Support
Space
Practice-specific needs
Practice Orientation
Revenue Cycle Management
EHR integration and privacy
Clinician Hiring
Credentialing and
Contracting
EHR Documentation
BH Neighbors
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1. Hiring the right Behavioral Health Provider
2. Internal marketing plan
3. Orientation for your practice
4. Orientation to the BHI Program
5. Care coordination plan
6. Plan for clinical supervision and quality
7. Integrated EHR/data management plan
8. Patient and family engagement
9. Confidentiality and privacy10. Space plan
11. Billing and revenue cycle
12. Plan for telemedicine and remote learning
13. Integrating community and local behavioral health resources
Thirteen Buckets of Work
APPENDIX 2: Operational Support
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Primary Care and Behavioral Health Integration at the Lynn Community
Health Center
Mark Alexakos MD, MPP
Chief Behavioral Health Officer
Scott Early, MD
Chief Medical Officer
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Lynn Community Health Center
We are an FQHC that serves a diverse population in Lynn. We have over 45,000 patients who receive primary care and behavioral health services. The health center has over 500 employees and almost an equal number of primary care and behavioral health providers.
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Strategic Plan
• Developmental Process
• Integration Incorporated
• Senior Management Training
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Team Development
• Champions/Leaders Identified
• Team-Based Meeting Times
• Team-Based Champions Meeting
• Cross-Team Learning Environment
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What Teams are Working On
• Co-Location
• Warm Hand Offs
• Universal Care Plans
• Universal Screening
• Population Management
• Co-Management of Disease
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Collaborative Care
Co-Location
Unified Care
Disease Management
Team-Based Care
System of Care
Mo
re
In
te
gr
at
ed
90%
99%
25%
75%
20%
Integration at LCHC
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Financial Nuts and BoltsIs Integration Really Different?
• Primarily FFS model (90% FFS/10% Grant)
• Bill Warm Handoffs
• Second Visit is an Intake/Bill for Psychotherapy
• Productivity Expectations Standard
• Schedule and Referral Management
• Authorization Management
• Denial Management
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How Model Impacts Finances
3 FTE Therapists per Primary Care Team
Means:
More Patients Seen Long Term On Team
Fewer Unbilled Consults per Therapist
More Availability for PCPs and Patients
Integrated Therapist Performance 2015:
-4 exceeding, 2 meeting, 4 below
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Ways to Lose Money
• Health Behavior Codes Not Universally Covered (99150-99155) (G codes)
• Problems with Primary Diagnosis:
– Tobacco Cessation
– Primary Insomnia
– Obesity
– V codes
• Lack of Administrative Infrastructure
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Behavioral Health Network
Implementing Behavioral Health in
Primary Care - Perspectives from a
Community Behavioral Health Agency
Katherine M. Moss, Ph.D.
Director- Healthcare and Community Integration
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BHN at a Glance
• Private, non-profit community-based agency
• Full spectrum of MH, SUD, and ID/DD services
• Serving all 4 Western Mass. counties
• 1400 employees
• Annual revenue of approximately $65M
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Integration Model and Staffing
• Partnership with Primary Care Practices
(FQHCs, Hospital-owned community health centers, large
group practices, small group practices)
• Integrated behavioral health staff hired and
credentialed by BHN.
• BHN provides behavioral health supervision
and direct connection to comprehensive
community BH services.
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Funding
• Grant/contract funding or third party
behavioral health billing
• Standard BH insurance billing
• Care management not financially
supported. (utilize insurance plan care managers, CSP)
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A. Third party B. 3rd pty, Minimalsubsidy
C. Partner Subsidy, 3rdpty
D. Grant, PartnerSubsidy, 3rd pty
Funding type
Degree of Integration
Min. consult
Warm hand-off
Full Integration
Co-located
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Program - By the NumbersSite- type Site-
#Funding type
FTE of IBH
Warm hand-off per month
Scheduled visits per month
Show rates for scheduled visit
FQHC 1 D 2.5 99 106 62%
Hospital community health center
4 B-C 2.5 118 190 46%
Large group practice
2 A 1.5 10 16 51%
Small group practice
3 A 1 10 16 58%
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Successful Implementation Requirements-Financial implications
• Highly trained clinicians: Requires higher salary than standard grade
• Low show rates: Requires lower productivity = lower revenue
• Close partnerships: Requires more administrative time to build and maintain partnerships
• New models: Requires more administrative time to build, modify and gather data.
• Financial implications: decreased revenue, increased expense. Not sustainable without contract/ grants or funding restructuring.
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Challenges
• Limited tool box of service options with third party billing (outpatient therapy-individual and family therapy, case consult)
• Care management a key component and not an integrated system (plan-based, no provider-based)
• Identified patients are disproportionally at lower stage of motivation for behavioral health engagement. Leads to lower show rates.
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Strategies:
• Low show rates
– Marketing material
– Provider training on introducing services
– Emphasizing one touch interventions
– IBH training on motivational interviewing, etc.
– Management tool: reports of show rates by
site, by clinician, by day. Next phase: by
diagnosis, by treatment type; and patient
satisfaction.
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Financial Summary
• Within a fee for service model, increased costs and
high no-show rates render integrated BH health
financially unsustainable without some form of subsidy.
• Some health centers have chosen to hire their own staff
– subsidizing BH. This provides some on-site services
but potentially has fewer connections to care in the
community BH system.
• Fully functional integrated BH support has been
successful with financial support from grants, or when
health centers have used their financial resources to
support integrating our BH system into their practices.