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Welcome to the Mount Sinai PPS Town Hall

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Presentation on theme: "Welcome to the Mount Sinai PPS Town Hall"— Presentation transcript:

1 Welcome to the Mount Sinai PPS Town Hall
March 19, 2015 9:00 a.m. to 12:00 p.m.

2 Centralized IT Services
Kash Patel, Senior Director, Analytics & Innovation March 19, 2015

3 Mount Sinai PPS IT Strategy Vision
Implement a set of capabilities that will enhance seamless care coordination among all partners through the creation of an Integrated Delivery System, focusing on managing population health and achieving the Triple Aim

4 Our IT Objectives Support transitions of care and clinical/ social care planning Comprehensive population and patient level analytics Enhance data sharing at the point of care Capture and manage DSRIP project goals and partner performance Increase patient and caregiver activation

5 Why this Strategy is Important
DSRIP is a means to an end of achieving population health and delivery transformation Meeting the DSRIP requirements without transformation will not lead to long-term success DSRIP funds will not offset investments and costs 1:1 DSRIP funds and capital are intended to provide a small incentive to go where the market (consumers and payers want us to go) Partners must transform how they organize and delivery care to be competitive in the future (ability to deliver value, quality and outcomes) The long-term value is to have the infrastructure and capabilities to engage in value-based reimbursement models (e.g. capitation or shared-savings) $200 – 300* million over five years for 200 DSRIP partners vs. being able to generate savings on $4-5 billion in total Medicaid spending per year *Depending on final award and the dollars the PPS is able to draw down based on performance

6 Connecting our Partners and Delivering Centralized Services

7 High-level Strategy (Draft) (Draft) (Draft) Key Definitions:
TIER 1 – State Investments SHIN-NY State-wide MPI MAPP – Analytics tool (claims based data) Alerts (through RHIO) Secure Messaging (through RHIO) TIER 2 – PPS (Centralized) Investments* Data Warehouse & Analytics RHIO & HIE Connectivity PPS Governance & Management Provider & Patient Engagement TIER 3 – Partner Investments Software investments such as Electronic Medical Records (EMR) or other electronic platforms Hardware investments such as PCs, laptops, network, security, and other such devices Operational Costs such as training and staff High-level Strategy (Draft) (Draft) (Draft) Key Definitions: State MPI = Master Patient Index (the logic that will match the same patient with multiple Medical Record Numbers or other unique identifiers across the state RHIO = Regional Health Information Organization HIE = Health Information Exchange *All services subject to availability of capital and operating budget

8 Centralized IT Services*
Learning Management Care Mgmt./ Coordination Tele-health Provider-level dashboards DSRIP reporting Provider performance management & evaluation PPS Partner Management (CRM) Enterprise Master Patient Index (eMPI) Bidirectional data sharing Interoperability Alerts & Messaging Longitudinal records Patient stratification by risk Predictive analytics and Utilization Management Data Warehouse & Analytics Regional Health Information Organization and Health Info. Exchange Connectivity Provider & Patient Engagement PPS Governance & Management *All services subject to availability of capital and operating budget

9 Partner-level IT Investments (Varies by Clinical vs
Partner-level IT Investments (Varies by Clinical vs. non-Clinical Provider) Partner infrastructure (potential areas of focus): Software: Electronic Medical Records (upgrades, expansion, or first time acquisition) or other appropriate electronic platform, health information security software/upgrades, telemedicine, ePrescribing and other electronic ordering systems, clinical quality measures (CQM) or other quality data reporting systems Hardware: PC’s, laptops, tablets, printers, servers, routers, network switches, back-up devices, mobile devices, security devices intended to protect against information breaches, remote monitoring equipment Operational costs (personnel & maintenance): Training, implementation staff, vendor costs

10 High-level Timeline Project data collection & reporting design
HIPAA & security for LLC Partner database (CRM) Project specific requirements Detailed partner assessment and education Short-term (3-6 months) Support for PCMH & MU certification achievement RHIO/SHIN-NY adoption Build/purchase for Centralized Services Mid-term (6-18 months) Care Coordination/management platform connectivity Partners connect to centralized & State-level services Implementation of analytics & HIE Long-term (18+ months) Mid-term: PCMH – perhaps state IT will support achievement of PMCH level III and Meaningful Use (MU) certification

11 Key Takeaways & Next Steps
Diverse IT capabilities of our partners Plan for IT adoption will vary by provider type & role Partners will need to make some IT investments in order to connect into the State, RHIO & Centralized Services Connecting into centralized services will be crucial to success of projects and achievement of Population Health goals NEXT STEPS: IT Committee to work with Clinical & Workforce Committees to define project-specific requirements IT Committee to develop detailed assessment for partners Finance Committee to define funds flow to support Centralized Services

12 Questions? Please contact us for any questions:
Kumar Chatani (Co-Chair) Barbara Hood (Co-Chair) Kash Patel Evan King Ragini Sarma

13 IT Update Evan King March 19, 2015

14 Implementation Plan: Key Requirements
Current State Analysis Milestone Target Completion Date Summary Requirements 1) Conduct data collection for assessment DY1, Q2 Detailed IT current state assessment. Relevant QEs (RHIOs/HIEs) should be involved in performing this assessment. Comprehensive analysis of partners across continuum to inform current state capabilities. Needs to assess partner data collection, management and ability to engage in reporting and data sharing.

15 Implementation Plan: Key Requirements
Data Sharing Milestone Target Completion Date Summary Requirements 1) Develop roadmap to achieving clinical data sharing and interoperable systems across PPS network DY2, Q1 A governance framework with overarching rules of the road for interoperability and clinical data sharing; A training plan to support the successful implementation of new platforms and processes; and Detailed plans for establishing data exchange agreements between all providers within the PPS, including care management records (completed subcontractor DEAAs with all Medicaid providers within the PPS; contracts with all relevant CBOs including a BAA documenting the level of PHI to be shared and the purpose of this sharing).

16 Implementation Plan: Major Risks & Mitigation Strategies
Risk 1: PPS partners not fully comprehending the IT requirements Mitigation Strategy: Engage in comprehensive community-based partner education through workshops, web-based learning tools and 1:1 interaction at partner sites; development of education materials by provider type to clearly state expectations and requirements. Risk 4: Consent process may inhibit ability to access and share pertinent patient data Mitigation Strategy: Continue to coordinate with GNYHA, other PPSs, RHIOs and stakeholders to drive policy change and consent education for patients through providers to continually improve level of consent and mitigate policy barriers. Risk 6: State proposed solutions and services do not meet PPS needs or adhere to proposed timelines and standards Mitigation Strategy: Continue to closely engage with State, KPMG, RHIOs and directly with Salient to understand performance risks and detailed plans to continually re-evaluate top risks; continue to drive “Plan B” strategy until demonstrable/tangible performance of State solutions is evident and consistent

17 APPENDIX for IT

18 Connecting Partners

19 Our Assumptions and Knowledge Gaps
What we need to Understand or Clarify IT strategy is designed around the Integrated Delivery System (2.a.i) project, which all partners must participate in Input from partner committees, project leads and PPS partners to inform detailed project requirements and current gaps Estimated 200 partner (parent) organizations Distribution of partners by provider type; number of sites per parent organization and providers per site Partner organizations span a broad continuum (e.g. coordinated health systems to paper-based, stand-alone community organizations) Current IT capabilities by provider type for 2.a.i and per project; management of patient consent (particularly for HIV, Behavioral Health, Substance Abuse, Family Planning/Minors) Need to have an incremental and tiered strategy based on partners’ level of IT adoption Additional necessary centralized services and/or technical support (how much of what, and when) Achieve our IT functional goals and capabilities by end of 2017 Incremental IT adoption expectations by provider type for the next 3 years There are many unknowns (e.g. role, capabilities and timing of State-driven solutions) How best to integrate and align with State solutions while timelines and details are still in development – we’re ultimately accountable

20 Health IT Capabilities – Partners & PPS
*All services subject to availability of capital and operating budget

21 Statewide Health Information Network of New York (SHIN-NY)
Move to appendix *All services subject to availability of capital and operating budget

22 *All services subject to availability of capital and operating budget
Move to appendix *All services subject to availability of capital and operating budget


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