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 clients of all sizes to build outcomes.

To support this work, we’ve created the Healthcare Transformation Institute, formerly the Accountable Care Institute.

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A multidisciplinary practice within HMA, the Healthcare Transformation Institute is focused on six primary areas that have emerged as critical healthcare redesign components:

The HTI has assembled teams of senior staff with deep and comprehensive experience as clinical leaders, health system administrators, and experts 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. In addition, HMA brings its decades of experience with state and federal healthcare agencies to shape systems that meet emerging requirements and with 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 health and hospitals, 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/COO, project management, recruiting permanent leadership and creating appropriate job descriptions for roles