Healthcare Delivery Development and Redesign

Healthcare Delivery Development and Redesign: Integrating systems for better outcomes.

For over a decade, HMA has been leading the design, development, restructuring and implementation of integrated healthcare delivery systems with a concentration on vulnerable populations and the providers who care for them. We work with a variety of clients to build positive outcomes in:

• Health System Restructuring
• Delivery System and Payment Model Redesign
• Federal and State Policy Connections Related to the Delivery of Care
• Delivery System Operations
• Information and Technology Innovations
• Clinical Services

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HMA colleagues have deep and comprehensive experience as clinical leaders, health system administrators, and thought leaders in behavioral health, finance, managed care, information technology, long-term care and community services to meet the specific needs of each client in shaping effective, seamless and sustainable delivery models. All HMA staff members working on these projects have extensive experience advancing innovations in the care of those covered by public programs and those without coverage. For decades, HMA has been helping state and federal healthcare agencies shape systems that meet emerging requirements, and assisting health plans who, more and more, are becoming partners in delivery system restructuring. Our expertise includes:

• Restructuring safety net providers to function more effectively, including public and private hospitals and health systems, Federally Qualified Health Centers (FQHCs) and public health programs
• Developing and implementing multi-provider safety net integrated delivery systems focused on defined populations and communities
• Building innovative models that partner managed care plans with providers to use new payment methodologies and incentivize more effective care delivery
• Formulating post-acute care continuums, including long-term and community-based care
• Assuring integration of behavioral and primary healthcare delivery at the practice site
• Constructing approaches to workforce development to support new delivery system models
• Assessing and developing information technology tools to facilitate connection between providers, link healthcare delivery with documented community needs and prevent duplication or gaps in care
• Working at the point of care to implement new care management and practice models built upon evidence and lessons learned in other systems
• Conducting community- and system-wide assessments, as well as service-specific strategic assessments
• Developing and guiding implementation of integration work plans in the specific facilities, departments and programs that are critical for success
• Providing specific consultation, mentoring and training for administrative, operational and clinical leaders
• Evaluating capital needs and strategizing solutions
• Reviewing and recommending governance structures for integrated delivery systems
• Evaluating and negotiating contracts and affiliation agreements between providers, including academic partners
• Leading operational change management projects
• Serving in interim leadership roles, e.g. CEO/CFO/CMO/CNO/COO; project management; recruiting permanent leadership, and creating appropriate job descriptions for roles