Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
Participant Direction 201:
Support Brokerage in
Participant Direction
Services
Suzanne Crisp, Director of Program Design and
Implementation
Merle Edwards-Orr, Director of Veteran Initiatives
May 29, 2015
Goals for Today
Examine the functions to support individuals self-directing Except Financial Management Service (FMS)
Classify the functions
Identify specific tasks for each functional area
Introduce conflict of interest
Examine the various models
Quality oversight – what does this look like?
Hear from Kansas and New Jersey
Open Q&A
2
Functions to Support
Participants
Why a Support System?
Required for all authorities: Information and Assistance (I&A)
Financial Management Services (FMS)
Studies have found this system is essential to a successful self-
directed program
When participants have questions, they must know where to
go
When supports are not available, how do you monitor and
measure the integrity of your program?
4
Supporting the Individual
Level I – Case Management
Through the person-centered planning process: Assesses functional, social, and behavioral needs
Develops service/recovery plan
Determines individual budget allocation
Monitors the provision of services
Links participant with community resources
Safeguards health and welfare
5
Supporting the Individual
Level 2
Distinct support system to self-direction
Provides information, assistance, and support through the
person-centered planning process
Tasks include: Providing orientation to self-direction
Explaining program permissibles
Making informed hiring and managing decisions
Identifying additional supports
Assisting with training staff
Developing a back-up plan for emergency situations
Assisting with FMS negotiations
6
Information and Assistance:
Definition
The service/function that assists the participant (or the participant’s family or representative, as appropriate) in arranging for, directing and managing services
The service is available to assist in identifying immediate and long-term needs, developing options to meet those needs and accessing identified supports and services
Offers practical skills training to enable families and participants to independently direct and manage waiver services. Examples of skills training include providing information on recruiting and hiring personal care workers, managing workers, and providing information on effective communication and problem-solving
Instructions and Technical Guidance for 1915(c) Home and Community Based Waivers,
Centers for Medicare & Medicaid Services
Information and Assistance:
Definition
The service/function includes providing information to ensure
that participants understand the responsibilities involved
with directing their services
The extent of the assistance furnished to the participant or
family is specified in the service plan
This service does not duplicate other waiver services,
including case management
Instructions and Technical Guidance for 1915(c) Home and Community Based Waivers,
Centers for Medicare & Medicaid Services
Information and Assistance:
Purpose and Functions
These supports are made available to participants to help them
manage their waiver services For example, assistance might be provided to help the participant
locate workers who furnish direct supports or in crafting the
service plan.
The type and extent of the supports that must be available to
participants depends on the nature of the participant direction
opportunities provided under the waiver.
Instructions and Technical Guidance for 1915(c) Home and Community Based Waivers,
Centers for Medicare & Medicaid Services
CMS Guidance to States
Information may be provided to participant about:
Person-centered planning and how it is applied;
Range and scope of individual choices and options;
Process for changing the plan of care and individual budget;
Grievance process;
Risks and responsibilities of self-direction;
Freedom of choice of providers;
Individual rights;
Reassessment and review schedules; and,
Such other subjects pertinent to the participant and/or family in managing and directing services.
Instructions and Technical Guidance for 1915(c) Home and Community Based Waivers,
Centers for Medicare & Medicaid Services
CMS Guidance to States
Assistance may be provided to the participant with:
Defining goals, needs and preferences, identifying and accessing services, supports and resources;
Practical skills training (e.g., hiring, managing and terminating workers, problem solving, conflict resolution)
Development of risk management agreements;
Development of an emergency back up plan;
Recognizing and reporting critical events;
Independent advocacy, to assist in filing grievances and complaints when necessary; and,
Other areas related to managing services and supports.
Instructions and Technical Guidance for 1915(c) Home and Community Based Waivers,
Centers for Medicare & Medicaid Services
Support Brokerage
Models
Model A
CM conducts orientation.
Provides information and assistance – ongoing basis
Findings: Cost neutral Adds to CM workload CM selects who she/he
might work with Disincentive for CM to
take on labor intensive individuals
Due to time limitations, I and A may not be realized
Weak program = weak results
13
I and A absorbed by the
existing case management
function
CM is trained on self-
direction
Offers the option during
assessments and
reassessments
If option selected by
individual, CM processes
enrollment
Model B
Findings: Frequently role confusion
Cost of the new function
may be an issue
What type of training is
involved?
Who monitors the new
function?
Quality oversight must be
embedded in the program
14
I and A provided by a new
functional area
Added as a support service
either as a service (FMAP
Available) or administrative
function (50% match rate)
Provider qualifications
manage who provides.
Often times, family
members may provide
Works in concert with the
case manager
Model C
Findings: Cost may be an issue
Role clarification critical
Communication path to
CM essential
What type of training?
Who monitors
performance?
Quality oversight must be
embedded in the system
If one vendor supplies all I
and A – must ensure a
back-up plan is in place
15
I and A contracted to a for-
profit or non-profit entity
Selected by a Request for
Proposal (RFP) method
Contract stipulates the day-
to-day operations of I and A
Model D
Findings: Communication between
the participant, financial
staff and I and A staff more
streamlined
Greater opportunity to
identify fraud, abuse, or
mis-use of funding
Monitoring may be more
challenging
Quality system must be
embedded in the program
16
Emerging trend to contract
with the FMS entity
Along with processing
payroll and managing the
individual budget absorbed
duties of I and A
Has a greater opportunity to
offer a complete picture of
the activities and actions of
those self-directing
Conflict of Interest &
Managing the Moving
Parts
Conflict of Interest Policy
Providers of HCBS for the individual, or those who have an
interest in or are employed by a provider of HCBS for the
individual must not provide case management or develop the
person-centered service plan.
Providers may be allowed if the State demonstrates that the
only willing and qualified entity to provide case management
and/or develop person- centered service plans in a geographic
area also provides HCBS.
In these cases, the State must devise conflict of interest
protections …which must be approved by CMS. Individuals
must be provided with a clear and accessible alternative
dispute resolution process.”
42 CFR §441.301
Managing all the Moving Parts
Define roles and responsibilities
Develop policies and procedures
Conduct training
Create communication paths
Everyone needs to be part of the person-centered planning
process
Include the FMS staff
Identify how the functions will be monitored and by whom
Apply measurable performance standards
Require each function to submit data on activity
19
Research Study & Findings
20
Research Study “Multi-State Survey of Support Brokers”
Purpose: learn how supports brokers are prepared for and
carry out their duties. Survey n=140
Findings:
Inconsistent understanding of role
Inconsistent or lack of training
Low comfort level in helping participants with SD
Recommendations:
Training – periodic and on-going request Assisting with employer related duties
Managing hired workers
Update on program policies, procedures & options
Role definition Difference between case management and supports brokerage
21
Findings from Managed Care
Studies
Frequently, I and A is subsumed by the case manager or
service coordinator.
Interviews with service coordinators reveal often times I and A
is lost and issues are referred to the FMS and often time never
resolved.
Service coordinators lack standardized training.
Confusion about their role with self-direction.
Service coordinators control level of time and enthusiasm
committed to self-direction.
22
Quality Oversight
23
Performance Indicator:
Person-Centered Practices
Desired State: 1) policy and procedures are in place that embed person-centered practices; 2) documentation reflects person-centeredness is practiced; and 3) training on person-centered practices is provided to all Support Brokers.
Performance Indicators Desk review of person-centeredness is in place in policy and procedures. Individual case review compares the number in the case review with the
number of case reviews where specific documentation lists the individual’s preferences, desires and personal outcomes.
During the reevaluation, individual case review compares the number in the case review with the number of cases where documentation lists if the individual’s preferences, desires and personal outcomes were achieved.
Reports are generated on the number of trainings conducted and staff attendance.
Participant Experience Surveys ask if support staff routinely discuss the individual’s preferences and personal goals.
Surveys ask if the planning process reflects individual preferences and desires.
24
Performance Indicator:
Support Brokerage
Desired State:1) create sufficient provider qualifications to ensure
Support Brokers are competent and qualified to perform required duties;
and 2) conduct initial and ongoing Support Broker training.
Performance Indicators Individual case review reflects minimum qualification of the support
brokers are met.
The number of initial trainings and on-going trainings are captured
along with the number in attendance.
Training attendees complete a pre- and post-survey to measure level of
learning.
Training attendees complete an evaluation of the training and 95% state
training was excellent or very good.
Survey of support brokers state they receive sufficient training.
25
Performance Indicators:
Duties of the Support Broker Desired State:1) policy and procedures specifically describe the roles
and responsibilities of the support broker; 2) prescribed contacts with participant are specified; 3) participant can contact the support broker; 4) support broker is helpful with questions or problems; and 5) support broker is helpful with acquiring additional resources/supports.
Performance Indicators Individual case review documentation by the support broker follows
accepted policy and procedures. Contacts with participant are documented and dates are within specified
timeframes. Participant experience survey reflects: a) participant knows how to
contact support brokers; b) participant is able to contact support broker successfully; c) support broker is helpful answering questions or managing programs; and d) support broker is helpful acquiring additional resources/supports.
26
Performance Indicators –
Collection of Data from Support
Brokers Key Quality Strategies: 1) identify meaningful data that will measure
the quality of program activity; 2) ensure data is collected accurately and timely; and 3) dedicate sufficient staff to review and analyze data collected.
Performance Indicators Number of self-directed participants in caseload. Number of self-directed participant disenrolling with reason. Number of individuals desiring to self-direct but screened-out. Number of home visits within prescribed time period. Number of contacts or home visits made outside the prescribed time
period and reason for the delay. Number of critical incident reports filed. Number of referral to APS reported. Number of trainings attended and results of evaluation of trainings.
27
Panel Discussion with
Kansas and New Jersey
28
Panel Members
Aquila Jordan
Director, HCBS Waiver Services, Kansas Department for Aging
and Disability Services
Renee Davidson
Program Manager, New Jersey Division of Disability Services
29
Panel Questions
1. Describe your model.
2. Why did you choose this model?
3. What are some of the challenges?
4. What recommendations would you make?
5. Is there anything you might want to do differently?
30
Q&A
31