Leadership and Business Modeling – Part 1: Building the Business Case for Enhanced Care Management

In this first of a three-part series, CalAIM Cohort leaders will explore building a business case for Enhanced Care Management (ECM) – go/no go; expand; or stabilize our current efforts. The Institute for High Quality Care and Capital Link will review factors to consider whether your organization is piloting ECM services; considering expanding the complex care management services; or still just defining a place for ECM in your strategic plan. This session will help you improve how your clinic plans for, implements, and/or sustains complex care management supports.

During this training, participants will:

• Assess factors and variables that health center leadership teams will need to analyze in order to build their organization’s business case for ECM.
• Review steps and considerations for building a business case for a new service line, and begin outlining their organization’s business case for ECM.
• Identify data points, patient demographics, and other variables that will need to be referenced and used in Part 2 of this training program where participants will explore revenue modeling for ECM.

Leadership and Business Modeling – Part 2: Revenue Modeling

In this second of a three-part series, faculty from the Institute for High Quality Care and Capital Link will review revenue modeling cases and scenarios specific to Enhanced Care Management (ECM). Building off of the frameworks and considerations explored in Part 1 (June 8), CalAIM cohort leaders will explore the revenue drivers and program conditions that would create a financially viable and sustainable complex care management program at their health center.

During this training, participants will:

• Apply the business case factors to outline the conditions and targets that should create a financially viable and sustainable complex care management program at your health center.
• Workshop different revenue modeling scenarios to explore how changes to reimbursement rates, patient volumes, and other factors impact your organization’s business case for ECM.
• Discuss the concerns, opportunities, and early lessons learned specific to ECM revenue modeling with other health center leaders across Los Angeles.

Leadership and Business Modeling – Part 3: Strengthening our Community Partnerships

In Part 3 of the three-part Leadership and Business Modeling series, faculty from the Institute for High Quality Care and panelists from health centers, community-based organizations, and payers will discuss frameworks, strategies, and lessons learned in building community partnerships that support Enhanced Care Management (ECM). The session will include time for participants to pose questions to the panelists as well as workshop common challenges to building and strengthening partnerships critical to the success of complex care management programs.

During this training, participants will:

• Learn about what it takes to develop, foster, and strengthen partnerships with community agencies in support of your most complex patient populations.
• Review cases and scenarios from Whole Person Care, Health Homes, and early ECM programs about sustaining these partnerships – both operationally and financially.
• Workshop common challenges to building and strengthening ECM partnerships with other health center leaders across Los Angeles.

Presented by Bridget Hogan Cole, MPH, Executive Director and Chris Hunt, MPH, LSSBB, Program Director from Institute for High Quality Care. 

Register Now!

Course registration is limited to health centers participating in CCALAC’s CalAIM Training Program for small to medium size facilities. Consult with Ahana Singh, Clinical Services Project Manager, at asingh@ccalac.org to determine if your site is eligible to participate.

Instructor Biographies:

Bridget Hogan Cole, MPH, Executive Director, Institute for High Quality Care

Bridget Hogan Cole, MPH is the founder and Executive Director of the Institute for High Quality Care. She has a unique combination of education and experience in healthcare technology and public health administration, with more than 25 years of program leadership, organizational development, project development, and technology planning/implementation experience. Bridget has held operations, consulting, and administrative positions with community health centers, hospital systems, Blue Cross of California, Kaiser Permanente Foundation Hospitals, healthcare engineering firms, and divisions of the Hospital Council of Southern California. She led the development and expansion of Blue Cross of California’s statewide Telemedicine Program – a collaborative of more than 60 rural provider locations and multiple specialty resources to improve access to care through the use of telemedicine. 

For more than ten years, Bridget has led regional and statewide quality improvement and specialty care access programs; facilitated numerous panels and conferences; supported the design of funder/foundation initiatives and has been called upon as an expert resource on the advancement of quality improvement, specialty care access, and efficiencies across the safety net. 

Bridget holds a Master’s in Public Health from the University of California, Los Angeles, and a B.S. in electrical engineering and biomedical engineering from the University of Vermont. 

Chris Hunt, MPH, LSSBB, Program Director, Institute for High Quality Care

Since joining the IHQC team in 2009, Chris has been supporting health centers, county health systems, and community-based organizations build their capacity to plan, implement, and sustain quality and performance improvement initiatives. Chris oversees IHQC’s portfolio of programs, collaborating with IHQC staff, sponsors, and other key stakeholders is tailoring programs to help our clients achieve their goals. Leveraging his background in quality improvement and public health, Chris often leads trainings and coaches teams on topics like problem assessment and root cause analysis, project design, quality improvement science and strategies, measuring and monitoring impact, implementing and standardizing change, project management skills, and building effective teams, among others. He has supported teams in the design and implementation of initiatives aimed at improving diabetes outcomes, reducing wait times, improving operational efficiencies, implementing planned/proactive care, improving patient and staff satisfaction, and redesigning organizational infrastructure and support systems to expand organizations’ QI capacity. 

Prior to joining IHQC, Chris worked at LA Health Action, a Los Angeles-based health policy and advocacy organization. Chris also worked at Amgen, a biotechnology company in California, as a research associate. Chris attended the University of California, Los Angeles where he received a Master’s in Public Health with a concentration in healthcare management and policy. Chris also holds a B.S. in psychobiology from UCLA, and is a certified Lean Six Sigma Black Belt.