Ricardo Colon and Sebastian Branca of the Philadelphia AIDS Activities Coordinating Office presented on Client Services and Quality Management in Philadelphia at the March 2017 meeting of the Ryan White Planning Council.
3. 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
4. Key Point of Entry
Intake services to HIV positive
individuals requesting case
management services
6. 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
7. MCM Key Activities
Initial assessment of service needs
Development of a comprehensive, individualized
care plan
Timely and coordinated access to medically
appropriate levels of health and support services
Continuous client monitoring to assess the
efficacy of the plan
HIV treatment adherence counseling
Client-specific advocacy
Assessment of client needs is ongoing
Re-evaluation of the care plan at least every six
months
HIV/AIDS Bureau Policy 16-02
8. 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
9. MCM Services in the EMA
Approximately $8.45 million allocated to medical
case management in RW Part A/B and MAI funding
◦ AACO funded subrecipients provided MCM
services to 8,196 unduplicated clients in CY 2015
◦ 1,887 intakes completed through the Client
Services Unit in CY 2016
21 subrecipients funded throughout the EMA
◦ CBOs/ASOs
◦ Hospital outpatient infectious disease clinics,
including pediatric sites
◦ Stand alone HIV clinics
10. CSU Responsibilities
Information and referral services for all
other AACO funded programs
Process individuals’ requests for
subsidized housing
Feedback about funded providers
Local Case Management Coordination
Project
11. 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 & French
◦ Other languages available through PDPH
translation services
CSU Information
12. CSU Wait List
21people as of 3/7/17
Followed by CSU Intake Workers
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. 2016 Intake Demographics
27%
11%
40%
1%
4% 17%
Risk Factor/Mode of Transmission
MSM
IDU
Hetero
Blood
Perinatal
Not Identified
6%
11%
61%
0% 21%
0% 1%
Insurance Type Private
Medicare
Medicaid
VA or Other Military
No Insurance
Other
Unknown
16. Calendar Year 2016: Client Needs at Intake (N=1887)
All Clients Male Female
Afr. Amer.
MSM
Latino MSM
Number of
Intakes
1887 1226 623 407 79
Percent of Total
Intakes
100% 65.0% 33.0% 21.6% 4.2%
Service Category
Housing
Assistance
51.5% 52.1% 49.0% 58.0% 46.8%
Benefit
Assistance
46.0% 46.2% 44.9% 39.8% 49.4%
Food Bank/Home
Delivered Meals
26.8% 26.7% 26.8% 26.3% 35.4%
Mental Health
Treatment
25.5% 22.4% 31.1% 24.3% 25.3%
Transportation
Assistance
25.2% 23.8% 28.1% 20.9% 27.8%
Medical Care 23.9% 24.3% 23.4% 22.9% 32.9%
17. Calendar Year 2016: Client Needs at Intake (N=1887)
All Clients Male Female
Afr. Amer.
MSM
Latino
MSM
Number of
Intakes
1887 1226 623 407 79
Percent of Total
Intakes
100% 65.0% 33.0% 21.6% 4.2%
Service Category
Medications 22.7% 24.3% 19.9% 21.1% 35.4%
Medical Insurance 18.3% 21.5% 12.2% 19.4% 22.8%
HIV
Education/Risk
Reduction
13.4% 13.4% 13.0% 14.0% 22.8%
Rental Assistance 7.5% 7.4% 8.0% 9.8% 8.9%
Support Groups 6.9% 6.3% 7.9% 7.9% 11.4%
19. HSP Funding
The AACO Housing Services Program
(HSP) is 100% funded by the Philadelphia
Division of Housing & Community
Development (DHCD)
The HSP receives $0 from Ryan White
funds
◦ RW funding can not be used to provide
permanent housing
◦ Federal and State funding for housing continues
to decline
20. What is HSP
Centralized intake for applicants from
Philadelphia and Delaware Counties
seeking permanent rental assistance
(subsidized housing)
Bucks, Chester and Montgomery
Counties (Bensalem EMA)
The main referral source for housing
sponsors providing Housing
Opportunities for People With AIDS
(HOPWA) or HIV/AIDS Shelter Plus Care
(S+C) housing
21. What HSP Does
Process and evaluate individual
applications for housing
Maintain the waiting list
Provide ongoing TA and training to
service providers
All services at no cost
Do not provide emergency housing
23. Wait List
400 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
8 years or more
24. Feedback
All AACO funded
subrecipients must
have a grievance
process
Subrecipients must
share this process
with all clients
Clients have the
option of calling the
Health Information
Helpline
Helpline handles
DEFA appeals
26. 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
27. QM and the Continuum
In accordance with National Goals
(NHAS), initiatives are being directed at all
stages of the care continuum to promote
retention and viral suppression
AACO is updating its prevention QI
process to place greater focus on
systems-level interventions around
diagnosis and linkage
QIPs for MCM and O/AHS are targeting
Gap in Medical Visits and VL suppression
All RW service categories have outcomes
focusing on the continuum of care
28. 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
29. Outcome Monitoring in the
EMA
Performance Measures
System Measures
◦ Appointment Availability
Disparities in Care
30. Performance Measures
25 measures for medical (O/AHS)
services
7 MCM measures
3 oral health measures
Measures for all other services
collected through PDE
◦ VL Suppression
◦ Gap in Medical Visits
31. 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
32. Quality Improvement Projects
• Focuses on MCM and O/AHS
• Grantee provides feedback to providers on
all plans and requires revisions as needed
• In 2016, AACO reviewed 84 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
34. Retention and VL
Suppression in Philadelphia
EMA
85.3% 85.4%
75.0%
70%
72%
74%
76%
78%
80%
82%
84%
86%
88%
2011 2012 2013 2014 2015
Retention in Care
VL Suppression
Retention in Care: Percent with two or more OAMC visits > 90 days apart for patients with one or more
visits in 2015
VL Suppression: Percent with last VL test in year < 200 copies/mL
35. Philadelphia EMA
Philadelphia ranks 5th among all EMAs for
retention in care (85.4%)
◦ Among large EMAs, Philadelphia had the
2nd highest outcome on retention
Philadelphia ranks 6th among all EMAs for
VL suppression (85.4%)
◦ Among large EMAs, Philadelphia had the
highest outcome on viral suppression
Philadelphia was one of only two EMAs with
high performance on both outcome
measures
36. 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
AACO is currently developing a process to
enhance systems-level consumer participation