Medicaid Managed Care - U.S. Senate Special Committee on Aging
Medicaid Managed Care - U.S. Senate Special Committee on Aging Medicaid Managed Care - U.S. Senate Special Committee on Aging
706 People living with HIV must be active In setting priorities for the design of managed health care systems. | CONSENSUS FOR ACrION In order for any managed care program to provide high quality HIV care it must have in place structures that enable it to articulate what should be happening in the delivery of health cart assess what is really happening, and fix any problems. Putting in place strong access standards and dinka] guldelines are important ways to tell the managed care organization what it should be doing with regard to HIV care. Access standards should cover issues such as normal waiting times for an appointment, the maximum distance a beneficiary must travel to seek care, standards for the number of in-network specialists b-ver a broad range of medical disciplines that a plan must keep as a proportion of the enrolled population, and time limitations within which a plan must resolve any outstanding consumer grievances. The standard for high quality HIV care is changing rapidly. New treatments and treatment protocols are becoming available every few months, and each new day brings an increased understanding of how to use drugs and other therapeutic tools to maintain health. Access standards define what kind of care a plan must deliver. These standards must be seen as an evolving floor, or a minimum level of care that a managed care organization is expected to providet People living with HIV, and their advocates, should always work to raise both the ceiling of what level of HIV care is optimally possible and the floor of what minimum level of care is expected for everyone. NATIONAL ASSOCIATION OF PEOPLE WITH AIDS I l
707 Clinical guidelines are specific recommendations that a plan makes to a provider regarding what consti- tutes high quality HrV care They indude recommendations for assessing when it is necessary to refer an individual to a specialist when a provider should recommend prophylaxis for opportunistic insfections, when to offer antiretroviral therapy, when to switch regimens, and when to provide diagsostic services such as viral load testing. In order to know what is actually happening within a managed care organization, sophisticated manage. mert Infurmzation systras are necessary. Management information systems involve setting up record keeping systems that enable a managed care organization to track the composition of iu beneiciaries, the seavices they are receiving. which services are costing the most money, and assess the ultimate impact on the health of the beneficiaries of various treatment options. Once a monitoring system has been developed, and expectations have been established for what a managed care organization should be doing. proceas and outcome measures help to track what is happening. Process measures look at issues such as how often a beneficiary is offered a specific A MODEL MANAGED CARE PROGRAM The Comumsanty MedicalA~ilance, Butn,M4A Since 1989. the Cormmunity Medical Alliance (CMA4 rian operated a rmnaged care program for people w+ht secuen phsiai) disabllties. in iS9, this program was esipanded to cover people with A WhereaS most masaged Wre; program seek to avotd peaple Ifving with Wd's nd other high cosc benelicaHnies, CMA has actively recruitd people withAlDS- - CMAs nmod Of care In based on using tams fnoe practitioners and physicians to coordimvts and provide prilmarrand acute care services.CKA receives dsree (p0leted rates from Iassachusetr Medicid.Oe re tomes people In theatvnced-atage AIDS program and in the ^ighest PVysset.The nextirace covers peopii In cthesevere plsystcal disabilty program, which primarily covers People with qradripiegia. he third payment re is for- any Medialdt reclpleac with a disabilIty weho does isot qualify for One of the oisr two rate, ncluding sme people lvn wIth Hk MAKING MEDICAID MANAGED CARE WORK | An Aatiae Plan In P-epo - trq wIth HIV
- Page 658 and 659: 656 To what extent does the definit
- Page 660 and 661: 658 II. FAMILY PARTICIPATION IN MAN
- Page 662 and 663: 660 Description This is an integrat
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- Page 666 and 667: 664 knowledge of a child's conditio
- Page 668 and 669: 666 though only the NACHRI approach
- Page 670 and 671: 668 Sources Ash A, Porell F, Gruenb
- Page 672 and 673: C. Recommended Adivities 670 With t
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- Page 676 and 677: 674 The Practice Parameters Project
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- Page 680 and 681: 678 Description This guide provides
- Page 682 and 683: 680 APPENDIX 1: PARTICIPANT LIST MA
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- Page 686 and 687: 684 APPENDIX H: BIBLIOGRAPHY MANAGE
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- Page 690 and 691: 688 MAKING MEDICAID MANAGED CARE PR
- Page 692 and 693: 690 On Saturday, July 13, 1996 and
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- Page 706 and 707: NATIONAL ASSOCIATION OF PEOPLE WITH
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707<br />
Clinical guidelines are specific recommendati<strong>on</strong>s that a plan makes to a provider regarding what c<strong>on</strong>sti-<br />
tutes high quality HrV care They indude recommendati<strong>on</strong>s for assessing when it is necessary to refer an<br />
individual to a specialist when a provider should recommend prophylaxis for opportunistic insfecti<strong>on</strong>s,<br />
when to offer antiretroviral therapy, when to switch regimens, and when to provide diagsostic services<br />
such as viral load testing.<br />
In order to know what is actually happening within a managed care organizati<strong>on</strong>, sophisticated manage.<br />
mert Infurmzati<strong>on</strong> systras are necessary. Management informati<strong>on</strong> systems involve setting up record<br />
keeping systems that enable a managed care organizati<strong>on</strong> to track the compositi<strong>on</strong> of iu beneiciaries,<br />
the seavices they are receiving. which services are costing the most m<strong>on</strong>ey, and assess the ultimate impact<br />
<strong>on</strong> the health of the beneficiaries of various treatment opti<strong>on</strong>s.<br />
Once a m<strong>on</strong>itoring system has been developed, and expectati<strong>on</strong>s have been established for what a<br />
managed care organizati<strong>on</strong> should be doing. proceas and outcome measures help to track what is<br />
happening. Process measures look at issues such as how often a beneficiary is offered a specific<br />
A MODEL MANAGED CARE PROGRAM<br />
The Comumsanty MedicalA~ilance, Butn,M4A<br />
Since 1989. the Cormmunity Medical Alliance (CMA4 rian<br />
operated a rmnaged care program for people w+ht secuen<br />
phsiai) disabllties. in iS9, this program was esipanded<br />
to cover people with A WhereaS most masaged Wre;<br />
program seek to avotd peaple Ifving with Wd's nd other<br />
high cosc benelicaHnies, CMA has actively recruitd people<br />
withAlDS- -<br />
CMAs nmod Of care In based <strong>on</strong> using tams fnoe<br />
practiti<strong>on</strong>ers and physicians to coordimvts and provide prilmarrand<br />
acute care services.CKA receives dsree (p0leted<br />
rates from Iassachusetr Medicid.Oe re tomes people<br />
In theatvnced-atage AIDS program and in the ^ighest<br />
PVysset.The nextirace covers peopii In cthesevere plsystcal<br />
disabilty program, which primarily covers People with<br />
qradripiegia. he third payment re is for- any Medialdt<br />
reclpleac with a disabilIty weho does isot qualify for One of<br />
the oisr two rate, ncluding sme people lvn wIth Hk<br />
MAKING MEDICAID MANAGED CARE WORK | An Aatiae Plan In P-epo - trq wIth HIV