At the April 16th, 2016 meeting of the Philadelphia Ryan White Planning Council, Evelyn Torres and Sebastian Branca of the AIDS Activities Coordinating Office (AACO) presented their annual Client Services Unit (CSU) report.
4. HRSA
MCM Definition
The provision of a range of client-centered
activities focused on improving health outcomes in
support of the HIV care continuum
Activities may be prescribed by an interdisciplinary
team that includes other specialty care providers
Includes all types of encounters (e.g. face-to-face,
phone contact and any other forms of
communication)
HIV/AIDS Bureau Policy 16-02
5. HIV/AIDS Bureau Policy 16-02
MCM Key Activities
Initial assessment of service needs
Development of a comprehensive, individualized
care plan
Timely and coordination access to medically
appropriate levels of health and support services
and continuity of care
Continuous client monitoring to assess the
efficacy of the plan
Re-evaluation of the care plan at least every six
months
Ongoing assessment of client’s needs
HIV treatment adherence counseling
Client-specific advocacy
6. MCM vs. Non-MCM
“Medical Case Management services
have as their objective improving health
care outcomes whereas Non-Medical
Case Management Services have as
their objective providing guidance and
assistance in improving access to
needed services.”
HIV/AIDS Bureau Policy 16-02
7. MCM Services in the EMA
Approximately $8.6 million allocated to medical case
management in RW Part A/B and MAI funding
◦ 8, 856 unduplicated clients received MCM services
in CY 2014, includes all RW (Part A-D) for AACO
funded agencies
◦ 2015 intakes completed through the Client
Services Unit in CY 2015
21 providers funded throughout the EMA
◦ CBOs/ASOs
◦ Hospital outpatient infectious disease clinics,
including pediatric sites
◦ Stand alone HIV clinics
8. Slide Courtesy of Karen Robinson and David Heal, Washington State DOH
10. CSU Mission
Help HIV infected and at-risk individuals understand their
needs and make informed decisions about possible
solutions
Advocate on behalf of those who need special support
Reinforce clients’ capacity for self-reliance and self-
determination through
◦ education
◦ collaborative planning
◦ problem solving
11. CSU Responsibilities
Intake services to HIV positive
individuals requesting medical case
management services
Information and referral services for all
other AACO funded programs
Process individuals’ requests for
HOPWA and SPC housing subsidies
Feedback about funded providers
Local Case Management Coordination
Project
12. CSU Information
Health Information Helpline is open 8 a.m. to 5:30 p.m.
Monday through Friday
800/215-985-2437
Staffing:
◦ Manager
◦ SW Supervisor
◦ Housing Coordinator
◦ 4 City Social Workers
◦ Training Coordinator
Staff speak Spanish
◦ Other languages available through PDPH
translation services
13. CSU Wait List
33 people as of 4/12/16
Followed by CSU Intake Workers
◦ Emergency
◦ Urgent
Emergencies and other priority populations
are immediately referred to MCM providers
◦ SCI Clients
CSU workers facilitate HIV medical
appointments for all clients reporting no HIV
medical care in last six months
15. 2015 Intake Demographics
68%
30%
2%
Client Gender
Male
Female
Transgender
14%
14%
70%
1%
0%
0%
1%
Client Race Hispanic/Latino
White
Black
Asian
Hawaiian
Native
American
16. 2015 Intake Demographics
28%
12%
41%
2%
3% 14%
Risk Factor/Mode of Transmission
MSM
IDU
Hetero
Blood
Perinatal
Not Identified
5%
12%
55%
1%
25%
0% 2%
Insurance Type Private
Medicare
Medicaid
VA or other Military
No insurance
Other
Unknown
17. Calendar Year 2015: Client Needs at Intake (N=2015)
All Clients Male Female
Afr. Amer.
MSM
Latino MSM
Number of
Intakes
2015 1364 614 470 88
Percent of Total
Intakes
100% 67.7% 30.5% 23.3% 4.4%
Service Category
Benefit
Assistance
41.4% 41.9% 41.0% 35.5% 46.6%
Housing
Assistance
50.0% 48.6% 51.6% 53.6% 42.0%
Transportation
Assistance
25.3% 24.2% 27.5% 18.7% 18.2%
Mental Health
Treatment
29.7% 29.4% 29.3% 28.1% 26.1%
Medical
Insurance
22.0% 26.0% 14.3% 25.5% 33.0%
Medical Care 28.9% 29.5% 27.2% 28.7% 37.5%
18. Calendar Year 2015: Client Needs at Intake (N=2015)
All Clients Male Female
Afr. Amer.
MSM
Latino
MSM
Number of
Intakes
2015 1364 614 470 88
Percent of Total
Intakes
100% 67.7% 30.5% 23.3% 4.4%
Service Category
Medications 23.9% 25.6% 19.5% 23.6% 35.2%
Rental
Assistance
11.2% 10.6% 12.4% 15.7% 13.6%
Food
Bank/Home
Delivered Meals
26.9% 26.0% 28.8% 27.0% 28.4%
Support Groups 10.0% 9.2% 11.9% 9.1% 6.8%
Dental Care 7.0% 7.7% 5.5% 8.9% 9.1%
19. Calendar Year 2015: Client Needs at Intake (N=2015)
All Clients Male Female
Afr. Amer.
MSM
Latino
MSM
Number of
Intakes
2015 1364 614 470 88
Percent of Total
Intakes
100% 67.7% 30.5% 23.3% 4.4%
Service Category
Medications 23.9% 25.6% 19.5% 23.6% 35.2%
Rental
Assistance
11.2% 10.6% 12.4% 15.7% 13.6%
Food
Bank/Home
Delivered Meals
26.9% 26.0% 28.8% 27.0% 28.4%
Support Groups 10.0% 9.2% 11.9% 9.1% 6.8%
Dental Care 7.0% 7.7% 5.5% 8.9% 9.1%
21. HSP Funding
The AACO Housing Services Program
(HSP) is 100% funded by the Philadelphia
Office of Housing & Community
Development (OHCD)
The HSP receives $0 from Ryan White
funds
◦ RW funding can not be used to provide
permanent housing
◦ Federal funding for housing continues to decline
22. What is HSP
Centralized intake for applicants
seeking permanent rental assistance
(subsidized housing)
The main referral source for housing
sponsors providing Housing
Opportunities for People With AIDS
(HOPWA) or HIV/AIDS Shelter Plus
Care (S+C) housing
23. What HSP Does
Process and evaluate individual
applications for housing
Maintain the waiting list
Provide training to southeastern PA
service providers
Provide ongoing TA to providers
All services at no cost
Do not provide emergency housing
25. Wait List
376 applicants on
the wait list as of
4/12/16
◦ Wait time for
homeless
individuals is 18
months or more
◦ Wait time for all
other applicants is
7 years or more
26. Feedback
All AACO funded
agencies must have
a grievance process
MCM agencies must
share this process
with all clients
Clients have the
option of calling the
Health Information
Helpline
Helpline handles
DEFA appeals
28. What is Quality Management
The QM process includes:
◦ Quality assurance
◦ Outcomes monitoring and evaluation
◦ Continuous quality improvement
The goal is to use high quality data to
continually improve access to high quality
clinical HIV care
QM is about knowing if clients are clinically
better off today than yesterday, and making
improvements for the HIV care system to be
better tomorrow
29. QM and the Care Continuum
In accordance with NHAS, initiatives are
being directed at all stages of the care
continuum to promote retention and viral
suppression
CDC-funded prevention providers are
doing QIPs on diagnosis and linkage
QIPs for MCM and O/AMC target Gap in
Medical Visits and VL suppression
Performance measure portfolios for both
O/AMC and MCM were updated in 2014
to focus on the continuum of care
30. The AACO Quality
Improvement (QI) Process
Collect and monitor data to assess client
outcomes
◦ Local and HAB performance measures
◦ Other available data
Use data to improve client outcomes
◦ Ongoing feedback to providers
Benchmarking
Trends
◦ QIPs
◦ Regional QI Meetings
◦ Individual TA
31. Outcome Monitoring in the
EMA
Performance Measures
System Measures
◦ Appointment Availability
Disparities in Care
32. Performance Measures
23 measures for medical (O/AMC)
services
7 MCM measures
3 oral health measures
Measures for all other services
collected through PDE
◦ VL Suppression
◦ Gap in Medical Visits
33. Medical Case Management
(MCM) Measures
Linkage to HIV Medical Case
Management
Linkage to HIV Medical Care
Medication Assessment and Counseling
Prescription of Antiretroviral Therapy
HIV Medical Visit Frequency
Gap in HIV Medical Visits
Medical Case Management Care Plan
34. MCM Performance Measures
Performance Measure 2014 2015
Linkage to HIV MCM 79% 78%
Linkage to HIV Medical Care 94% 94%
Medication Assessment &
Counseling
84% 89%
Prescription of ART 92% 94%
HIV Medical Visits Frequency 58% 59%
Gap in Medical Visits 23% 20%
MCM Care Plan 50% 62%
35. Monitoring and Feedback
Strong emphasis on feedback
Quickly highlights trends, strengths and
needs
Data visualization is critical in getting
attention of program leadership
Benchmarking contextualizes data
Assists in prioritizing QIPs
36. MCM Performance Feedback Reports
Program A Performance Trend
Performance Measure December 2014 December 2015 Comparison
CSU01 Linkage to HIV Medical Case Management 80% 83% 3%
CSU02 Linkage to HIV Medical Care 100% 100% 0%
MCM01 Medication Assessment and Counseling 89% 93% 4%
MCM02 Prescription of Antiretroviral Therapy 96% 96% 0%
MCM03 HIV Medical Visit Frequency 59% 49% -10%
MCM04 Gap in HIV Medical Visits 43% 23% -20%
MCM05 Medical Case Management Care Plan 60% 75% 15%
Comparison of Regional Aggregate to Program A in Current Measurement Period
Performance Measure 2015 Region 2015 Program A Comparison
CSU01 Linkage to HIV Medical Case Management 78% 83% 5%
CSU02 Linkage to HIV Medical Care 94% 100% 6%
MCM01 Medication Assessment and Counseling 89% 93% 4%
MCM02 Prescription of Antiretroviral Therapy 94% 96% 2%
MCM03 HIV Medical Visit Frequency 59% 49% -10%
MCM04 Gap in HIV Medical Visits 20% 23% 3%
MCM05 Medical Case Management Care Plan 62% 75% 13%
Program A Regional Ranking by Measure
Performance Measure December 2014 December 2015
CSU01 Linkage to HIV Medical Case Management 10 8
CSU02 Linkage to HIV Medical Care 1 1
MCM01 Medication Assessment and Counseling 12 5
MCM02 Prescription of Antiretroviral Therapy 6 8
MCM03 HIV Medical Visit Frequency 15 19
MCM04 Gap in HIV Medical Visits 20 13
MCM05 Medical Case Management Care Plan 12 9
37. Quality Improvement Projects
• Expanded to Medical Case Management in
2012
• Grantee provides feedback to providers on
all plans and requires revisions as needed
• In 2015-16, AACO reviewed 73 QIPs
EMA has defined key measures and set
automatic thresholds for QIPs
Programs may still select other measures
for improvement in addition to any required
QIPs
38. Consumers and CQI
PDPH emphasizes consumers in the QI process
◦ Consumers on QI teams or committees
◦ Obtain input from Consumer Advisory Boards
during key stages of a QI process
◦ Consumer focus groups
◦ Client surveys to obtain client input relating to
causes for low performance or proposed action
steps
MCM programs have been particularly effective at
incorporating consumers into QI