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Jeffrey Levi, PhD Tennessee Public Health Association

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1 Prevention and Health System Change: New Opportunities to Advance Public Health
Jeffrey Levi, PhD Tennessee Public Health Association September 10, 2014

2 Bottom line Changes in health financing driving the health system to think beyond their four walls—this requires new partnerships Public health can be the “chief health strategist,” catalyzing and negotiating this change using its strengths and adapting to a new role

3 It is all about the Triple Aim
“Better care for patients, better health for our communities, and lower costs” -- CMS Quadruple Aim: Add equity Achieving the Triple Aim requires new partnerships Community-clinical; public health-health care; health-non health (social determinants) Nature of partnerships will vary based on capacity of all parties Partnerships required regardless of your definition of population health

4 Drivers of change The health system is changing only in part because of the ACA Focus on outcomes Focus on cost containment Expectation of return on investment from both clinical and public health interventions Not whether, but timeframe and extent Who shares the savings and how are they used?

5 Status quo is not an option
NCD mortality rate (16/17) CD mortality rate (14/17) Last in life expectancy Youth least likely to survive to 50 Highest level of income inequality; poverty; child poverty Third lowest rate of pre-school education and secondary school completion

6 Bradley, et al. BMJ Qual Saf

7 It seems overwhelming…what matters is that we start
Different communities at different starting points Different motivators – from traditional disease management to social determinants or community economic competitiveness All paths lead to new partnerships and collaborations and to broader impact than imagined

8 We know how to fix this Addressing social determinants of health requires new partnerships Moving beyond health in all policies to a Culture of Health Examples abound of new partners across housing, education, community development National Prevention Council/National Prevention Strategy as a federal base

9 ACA envisions new partnerships -- National Prevention Council
Bureau of Indian Affairs Department of Labor Corporation for National and Community Service Department of Transportation Department of Agriculture Department of Veterans Affairs Department of Defense Environmental Protection Agency Department of Education Federal Trade Commission Department of Health and Human Services Office of Management and Budget Department of Homeland Security Office of National Drug Control Policy Department of Housing and Urban Development White House Domestic Policy Council Department of Justice Department of the Interior Office of Personnel Management General Services Administration

10 National Prevention Strategy: Goal ∙ Strategic Directions ∙ Priorities
A new era for public health: to achieve the goals of the NPS requires a partnership across all sectors.

11 NPS has catalyzed change within federal government
Partnership for Sustainable Communities HUD, DOT, EPA Metrics: active transportation use; access to healthy food choices; access to open space Increased use of Health Impact Assessments CDC/NNPHI, Health Impact Project Regional “prevention council” in Region 8

12 Moving NPS into communities
National Collaborative on Education and Health Integrating health-relevant metrics into school report cards As health system moves into communities, including schools as locus for creating health Braiding and blending funds to incentivize partnership in communities School Climate Grants Performance Partnership Pilots for Disconnected Youth

13 Levers in the ACA Accountable Care Organizations (and variants)
CMMI Innovation Awards (population health models that address social determinants) SIM grants and global budgets Medicaid essential health benefits rule Community benefit requirements for non-profit hospitals Prevention and Public Health Fund

14 Example: Hennepin Health – A Social ACO
Medicaid expansion, full risk by county Very high need population: continuum of care, behavioral health and social services EHR and social services linkages $1 million reinvested in first year from captured savings Dental clinic, sobering center, interim housing, behavioral health counselors, employment counselors

15 Example: Health Systems Learning Group (Stakeholder Health)
40 nonprofit health systems--“invest in community health with a true integrative strategy” Quadruple aim: add reduced health disparities Integrated care for socially complex people in socially complex neighborhoods: Social ROI Individuals and place; redesign care; community based prevention; partner on social determinants Financial metrics and accountability

16 CMMI Investments Health Care Innovation Awards State Innovation Models
New partnerships An integrator agency Coverage of non-clinical interventions Thinking beyond the patient population to the community’s health and well being

17 SIM: Minnesota Accountable Health Model
Expands patient-centered, team-based care through service delivery and payment models that support integration of medical care, behavioral health, long-term care and community prevention services… establishment of up to 15 Accountable Communities for Health to develop and test strategies for “creating healthy futures for patients and community members.”

18 DE: Nemours/ Alfred I. duPont Hospital for Children--Asthma
Enhance family-centered medical homes in their community by adding community-based services for children with asthma Reduce asthma-related ER use and hospitalization by 50% by 2015 Deployment of a “navigator” workforce that incorporates non-medical needs that promote respiratory health and address environmental asthma triggers

19 CA SIM: Accountable Care Community Pilots
“model how population health can be advanced through collaborative, multi-institutional efforts that promote a shared responsibility for the health of the community. Pilots will include a Wellness Trust, which will serve as a vehicle to pool and leverage funding from a variety of sources for long-term sustainability.”

20 MD: Community-Integrated Medical Home
“integrate patient-centered medical care with community-based resources while enhancing the capacity of local health entities to monitor and improve the health of individuals and their communities as a whole.” Developed in consultation with local health improvement coalitions (panels of local health departments, hospitals, physicians, community organizations, and other local entities).

21 Tapping resources beyond health
Community Reinvestment Act Low-Income Investment Fund Social Impact Calculator Innovative financing models Social impact bonds Solving the “wrong pocket” issue

22 What does this have to do with preventing the biggest drivers of health care cost?
Each model in different ways: Recognizes the relationship between what happens inside and outside the doctor’s office Broad-based partnerships within and beyond the health system ROI is a goal Primary vs. secondary prevention and ROI Each has an “integrator” Long-term financing issues remain

23 How does public health change?
New leadership role Convener/integrator/catalyst New skills within health departments Assurance vs. delivery of services/programs

24 Public Health as Chief Health Strategist for Communities
“State and local health departments will be more likely to design policies than provide direct services; more likely to convene coalitions than work alone; and be more likely to access and have real-time data than await the next annual survey. These new required skills and abilities characterize a new role for health departments as the “chief health strategist” for a community.” Public Health Leadership Forum

25 Programs/Activities Specific to an HD and/or Community Needs
Most of an HD’s Work is “Above the Line” Foundational Areas Chronic Disease & Injury Prevention Communicable Disease Control Maternal, Child, & Family Health Access to and Linkage w/Clinical Care Environmental Public Health Foundational Public Health Services Assessment (Surveillance, Epidemiology, and Laboratory Capacity) All Hazards Preparedness/Response Policy Development/Support Communications Community Partnership Development Organizational Competencies (Leadership/Governance; Health Equity, Accountability/Performance Management , QI; IT; HR; Financial Management; Legal) Foundational Capabilities

26 How does the workforce change?
Foundational capabilities Policy/systems/ community change “Health in all policies” Coalition building Health IT Integrated with EHRs Technical and analytic capacity Integrator role Individuals (CHWs) Systems – within health and outside health (convening/leadership) Direct services vs. quality assurance Health promotion beyond government public health

27 Implementation challenges
A system that is changing as we try to partner with it Constituency building just beginning beyond public health Scary fiscal times can result in circling the wagons Devil is in the details, to say the least

28 Can we do it? Four years ago we considered the following to be dreams or too much of a stretch Accreditation Health reform Embracing of population health National Prevention Council, Strategy Mandatory funding for public health Major new prevention programming Status quo is not an option

29 Questions? Jeff Levi
Thank you.

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