The document summarizes the history and development of Alameda Alliance for Health over its first 10 years from 1996 to 2006. It began with a small staff and few members and programs but grew significantly to over 90,000 members and 130 employees by 2006. It overcame financial challenges in the early 2000s through cost management strategies like care management for high-needs patients. Collaboration with providers, community groups, and other stakeholders was key to its success in fulfilling its mission of serving low-income communities.
The Institute for Natural Health & Wellness (INHW) has been launched by Founder Camille Miller to connect professionals in the natural health field through membership and networking opportunities. INHW aims to foster professionalism and growth for practitioners of holistic modalities like nutrition, acupuncture, chiropractic care, herbalism and more. Membership provides face-to-face networking, business skills training, and discussions on topics such as marketing and finances. Miller hopes INHW will help build community among natural health practitioners and advance the field through greater collaboration and professionalism.
Direct Relief’s annual report on Fiscal Year 2014: During this period—July 1, 2013, through June 30, 2014—Direct Relief responded to more requests for assistance, fulfilled its humanitarian mission more expansively, and provided more assistance to more people in need than ever before in the organization’s 66-year history.
Chris Thomas has demonstrated strong community leadership in his role as President and CEO of Community Hospital over the past four years. He believes in fulfilling the hospital's mission of improving health and quality of life in the community by dedicating resources far beyond the hospital walls. Thomas has partnered with many community organizations to promote active and healthy lifestyles. He also supports education initiatives and speaks regularly to educate the public on healthcare reform and how to effect change locally. Through innovative programs like directly contracting with employers to provide affordable primary care, Thomas is working to improve access to healthcare for many in the community. The Executive Director of the local Chamber of Commerce praised Thomas' leadership and innovative spirit in supporting the community business climate.
This document is CVS Health's 2014 Corporate Social Responsibility Report. It provides an overview of CVS Health's CSR strategy and initiatives. The report discusses CVS Health's CSR framework called "Prescription for a Better World", which focuses on building healthier communities, protecting the planet, and creating economic opportunity. It describes CVS Health's operations, outlines its CSR governance structure, and details its progress on key CSR issues like health access, environmental sustainability, and workforce development.
The document discusses recovery-oriented systems of care (ROSC). It defines a ROSC as a framework that organizes and coordinates multiple services and supports to deliver flexible, person-centered care that supports an individual's chosen recovery pathway. A ROSC treats substance use disorders holistically like other chronic illnesses by addressing the whole person. It incorporates peer support and involves prevention, intervention, treatment, and recovery support services across agencies. The document outlines how to operationalize a ROSC through administrative leadership, inclusion of peer recovery coaches, cross-system collaboration, and community inclusion to achieve outcomes like abstinence, employment, health, and reduced criminal justice involvement.
The document is a recruitment brochure for Western Connecticut Health Network. It summarizes the organization's mission to provide excellent and compassionate healthcare to its communities. It describes the organization's vision, values of excellence, integrity, compassion, teamwork and fiscal responsibility. It invites applicants to join its team to help others and find a fulfilling career in a supportive work environment.
The document summarizes the work of the Dartmouth-Hitchcock nursing community in 2012, including revising the Nursing Strategic Plan to align with the organizational Strategic Plan. It describes changes made to the Shared Governance structure to expand participation and improve communication between unit-based and house-wide councils. It highlights the commitment to nurse engagement in strategic planning and policy-making. Finally, it discusses the Professional Practice Model initiative and the Value Institute's role in promoting a common approach to process improvement.
1) One of the last taboos is discussing personal finances, which leads to stress and distress over money as a "silent epidemic" causing negative health outcomes.
2) Dave Ramsey is determined to guide this epidemic out of the shadows through his radio show, books, and classes to help people better manage their finances.
3) A pilot program using Ramsey's Financial Peace University helped over 100 Healthways colleagues reduce their total consumer debt by over $174,000 in just 13 weeks.
The Institute for Natural Health & Wellness (INHW) has been launched by Founder Camille Miller to connect professionals in the natural health field through membership and networking opportunities. INHW aims to foster professionalism and growth for practitioners of holistic modalities like nutrition, acupuncture, chiropractic care, herbalism and more. Membership provides face-to-face networking, business skills training, and discussions on topics such as marketing and finances. Miller hopes INHW will help build community among natural health practitioners and advance the field through greater collaboration and professionalism.
Direct Relief’s annual report on Fiscal Year 2014: During this period—July 1, 2013, through June 30, 2014—Direct Relief responded to more requests for assistance, fulfilled its humanitarian mission more expansively, and provided more assistance to more people in need than ever before in the organization’s 66-year history.
Chris Thomas has demonstrated strong community leadership in his role as President and CEO of Community Hospital over the past four years. He believes in fulfilling the hospital's mission of improving health and quality of life in the community by dedicating resources far beyond the hospital walls. Thomas has partnered with many community organizations to promote active and healthy lifestyles. He also supports education initiatives and speaks regularly to educate the public on healthcare reform and how to effect change locally. Through innovative programs like directly contracting with employers to provide affordable primary care, Thomas is working to improve access to healthcare for many in the community. The Executive Director of the local Chamber of Commerce praised Thomas' leadership and innovative spirit in supporting the community business climate.
This document is CVS Health's 2014 Corporate Social Responsibility Report. It provides an overview of CVS Health's CSR strategy and initiatives. The report discusses CVS Health's CSR framework called "Prescription for a Better World", which focuses on building healthier communities, protecting the planet, and creating economic opportunity. It describes CVS Health's operations, outlines its CSR governance structure, and details its progress on key CSR issues like health access, environmental sustainability, and workforce development.
The document discusses recovery-oriented systems of care (ROSC). It defines a ROSC as a framework that organizes and coordinates multiple services and supports to deliver flexible, person-centered care that supports an individual's chosen recovery pathway. A ROSC treats substance use disorders holistically like other chronic illnesses by addressing the whole person. It incorporates peer support and involves prevention, intervention, treatment, and recovery support services across agencies. The document outlines how to operationalize a ROSC through administrative leadership, inclusion of peer recovery coaches, cross-system collaboration, and community inclusion to achieve outcomes like abstinence, employment, health, and reduced criminal justice involvement.
The document is a recruitment brochure for Western Connecticut Health Network. It summarizes the organization's mission to provide excellent and compassionate healthcare to its communities. It describes the organization's vision, values of excellence, integrity, compassion, teamwork and fiscal responsibility. It invites applicants to join its team to help others and find a fulfilling career in a supportive work environment.
The document summarizes the work of the Dartmouth-Hitchcock nursing community in 2012, including revising the Nursing Strategic Plan to align with the organizational Strategic Plan. It describes changes made to the Shared Governance structure to expand participation and improve communication between unit-based and house-wide councils. It highlights the commitment to nurse engagement in strategic planning and policy-making. Finally, it discusses the Professional Practice Model initiative and the Value Institute's role in promoting a common approach to process improvement.
1) One of the last taboos is discussing personal finances, which leads to stress and distress over money as a "silent epidemic" causing negative health outcomes.
2) Dave Ramsey is determined to guide this epidemic out of the shadows through his radio show, books, and classes to help people better manage their finances.
3) A pilot program using Ramsey's Financial Peace University helped over 100 Healthways colleagues reduce their total consumer debt by over $174,000 in just 13 weeks.
The document is a resume for D.S. Anand Raj, an aspiring IT professional with a M.E. in Computer Science Engineering. It summarizes his educational qualifications including a B.E. in Computer Science Engineering. It also outlines his technical skills in languages like C, C++, Java and technologies like HTML, CSS, MySQL. It provides details of projects undertaken including developing an intelligent vehicle tracking system and a school database management system. It also lists his work experience as a software engineer trainee at GRMC Technology Solutions Pvt. Ltd.
Alameda Alliance for Health Community Reportwitteaf
The document provides an overview of Alameda Alliance for Health, a not-for-profit managed care health plan serving over 110,000 low-income residents of Alameda County. It discusses the organization's history and programs, highlights from the past year including expanded community partnerships and infrastructure improvements, and plans for growth including preparing for the expansion of Medi-Cal managed care. The Alliance is committed to providing accessible, high-quality care and improving the customer experience for its members.
This document provides an analogy comparing a cell to a company. It assigns roles within the cell to different company positions:
1) The nucleus is compared to the CEO in charge of the company.
2) Mitochondria are likened to the power center that provides energy.
3) The cell wall is analogous to the outside building layer that protects everyone.
4) The cytoskeleton keeps the company together like a secretary.
This document contains the grades for 10 students across 4 semesters in the subjects of Knowledge, Skills, Living Together, and their averages. For each student in each semester it lists their grades in the different subjects on a scale of 1 to 5. It then calculates their average for each semester and overall.
Mohamed Elsayed Taha El-keshk is a senior network engineer with over 10 years of experience in networking and security. He has a Bachelor's degree in Electronic Engineering from Menoufia University, with a focus on telecommunications and networking. He holds several Cisco certifications including CCNA, CCNP, and CCNA Security. He has worked on networking projects for universities, hospitals, hotels, and other organizations in Saudi Arabia and Egypt.
Amanda Flores-Witte offers samples of her print and electronic portfolio including award winning annual reports, instructional videos in multiple languages, website design and copywriting that improved user metrics, newsletters, brochures, and direct mail. She can provide additional samples upon request by email.
The document summarizes information about pizza consumption in the United States and provides a brief history of pizza. It then discusses the development of regional pizza styles in the US and lists some popular pizza varieties. The second part summarizes eight healthy spices and herbs and some of their potential health benefits, drawing on research and a magazine article. These include chile peppers, ginger, cinnamon, turmeric, saffron, parsley, sage, and rosemary.
The document discusses conspiracy theories about the September 11, 2001 terrorist attacks in the United States. It notes that the official report concluded jet fuel fires caused the WTC towers to collapse but questions this, pointing out that fires had not previously caused steel structures to collapse and that the towers appeared to have been detonated. It also lists various numerological connections to the number 11 that conspiracy theorists have used to support their claims.
This document discusses opportunities and challenges for community organizations in engaging with the changing healthcare environment for aging populations. It outlines how community organizations are well-positioned to innovate through person-focused care, mitigate financial risk for healthcare entities, help transition patients through different care settings, and support end-of-life needs. However, key challenges include engaging healthcare partners who have different cultures, financially aligning, sharing data, and translating awareness of opportunities into concrete actions through organizational reinvention. The document provides strategies for community organizations to build partnerships and their business case for engagement.
Our Vision for Patients
Educated, engaged and empowered patients actively managing their health and becoming advocates for healthy living within their family and the community, inspiring
others to value that good health is true wealth.
The document discusses Qualis Health's mission to generate and disseminate knowledge to improve healthcare quality and outcomes. It describes some of Qualis Health's activities in 2006 to work towards healthcare safety, effectiveness, patient-centeredness, timeliness, efficiency and equity. These included supporting initiatives to reduce hospital errors and infections, applying evidence-based guidelines, providing individualized case management, helping implement electronic records, and working to reduce disparities. The document also summarizes some of Qualis Health's work with Medicare providers and beneficiaries around medication management, cultural competency training, and preventing pressure ulcers and physical restraints.
Collective Impact - Chris Aycock March 2016Chris Aycock
This document discusses collective impact, which involves multiple organizations working together towards common social goals. It provides examples from the Randolph County Wellness Collective Initiative in North Carolina. The initiative addresses challenges like decreasing obesity rates. Collective impact can change communities by addressing root causes of problems rather than surface issues. It also prevents isolated impact by bringing groups together under a shared vision. Challenges to collective impact include engaging busy volunteers and tracking long-term progress. Strategies to overcome these challenges include training multiple leaders, hiring staff, creating small wins to track progress, and keeping the shared vision at the forefront.
The document provides an agenda and details for the California Primary Care Association's 2016 Annual Conference. Key points include:
- The conference will celebrate accomplishments of the past year and look towards future opportunities, with the theme "Together Towards Tomorrow."
- New this year is a CPCA beauty bar, non-stop photo studio, polling station for attendees to vote on best exhibitor booths, and a book signing with keynote speaker Dr. Bennet Omalu.
- The agenda includes breakout sessions, keynote presentations, an awards program, and a trade show and reception to network with industry contacts. Registration will utilize new self-check-in iPad stations to streamline the process.
The document is a resume for D.S. Anand Raj, an aspiring IT professional with a M.E. in Computer Science Engineering. It summarizes his educational qualifications including a B.E. in Computer Science Engineering. It also outlines his technical skills in languages like C, C++, Java and technologies like HTML, CSS, MySQL. It provides details of projects undertaken including developing an intelligent vehicle tracking system and a school database management system. It also lists his work experience as a software engineer trainee at GRMC Technology Solutions Pvt. Ltd.
Alameda Alliance for Health Community Reportwitteaf
The document provides an overview of Alameda Alliance for Health, a not-for-profit managed care health plan serving over 110,000 low-income residents of Alameda County. It discusses the organization's history and programs, highlights from the past year including expanded community partnerships and infrastructure improvements, and plans for growth including preparing for the expansion of Medi-Cal managed care. The Alliance is committed to providing accessible, high-quality care and improving the customer experience for its members.
This document provides an analogy comparing a cell to a company. It assigns roles within the cell to different company positions:
1) The nucleus is compared to the CEO in charge of the company.
2) Mitochondria are likened to the power center that provides energy.
3) The cell wall is analogous to the outside building layer that protects everyone.
4) The cytoskeleton keeps the company together like a secretary.
This document contains the grades for 10 students across 4 semesters in the subjects of Knowledge, Skills, Living Together, and their averages. For each student in each semester it lists their grades in the different subjects on a scale of 1 to 5. It then calculates their average for each semester and overall.
Mohamed Elsayed Taha El-keshk is a senior network engineer with over 10 years of experience in networking and security. He has a Bachelor's degree in Electronic Engineering from Menoufia University, with a focus on telecommunications and networking. He holds several Cisco certifications including CCNA, CCNP, and CCNA Security. He has worked on networking projects for universities, hospitals, hotels, and other organizations in Saudi Arabia and Egypt.
Amanda Flores-Witte offers samples of her print and electronic portfolio including award winning annual reports, instructional videos in multiple languages, website design and copywriting that improved user metrics, newsletters, brochures, and direct mail. She can provide additional samples upon request by email.
The document summarizes information about pizza consumption in the United States and provides a brief history of pizza. It then discusses the development of regional pizza styles in the US and lists some popular pizza varieties. The second part summarizes eight healthy spices and herbs and some of their potential health benefits, drawing on research and a magazine article. These include chile peppers, ginger, cinnamon, turmeric, saffron, parsley, sage, and rosemary.
The document discusses conspiracy theories about the September 11, 2001 terrorist attacks in the United States. It notes that the official report concluded jet fuel fires caused the WTC towers to collapse but questions this, pointing out that fires had not previously caused steel structures to collapse and that the towers appeared to have been detonated. It also lists various numerological connections to the number 11 that conspiracy theorists have used to support their claims.
This document discusses opportunities and challenges for community organizations in engaging with the changing healthcare environment for aging populations. It outlines how community organizations are well-positioned to innovate through person-focused care, mitigate financial risk for healthcare entities, help transition patients through different care settings, and support end-of-life needs. However, key challenges include engaging healthcare partners who have different cultures, financially aligning, sharing data, and translating awareness of opportunities into concrete actions through organizational reinvention. The document provides strategies for community organizations to build partnerships and their business case for engagement.
Our Vision for Patients
Educated, engaged and empowered patients actively managing their health and becoming advocates for healthy living within their family and the community, inspiring
others to value that good health is true wealth.
The document discusses Qualis Health's mission to generate and disseminate knowledge to improve healthcare quality and outcomes. It describes some of Qualis Health's activities in 2006 to work towards healthcare safety, effectiveness, patient-centeredness, timeliness, efficiency and equity. These included supporting initiatives to reduce hospital errors and infections, applying evidence-based guidelines, providing individualized case management, helping implement electronic records, and working to reduce disparities. The document also summarizes some of Qualis Health's work with Medicare providers and beneficiaries around medication management, cultural competency training, and preventing pressure ulcers and physical restraints.
Collective Impact - Chris Aycock March 2016Chris Aycock
This document discusses collective impact, which involves multiple organizations working together towards common social goals. It provides examples from the Randolph County Wellness Collective Initiative in North Carolina. The initiative addresses challenges like decreasing obesity rates. Collective impact can change communities by addressing root causes of problems rather than surface issues. It also prevents isolated impact by bringing groups together under a shared vision. Challenges to collective impact include engaging busy volunteers and tracking long-term progress. Strategies to overcome these challenges include training multiple leaders, hiring staff, creating small wins to track progress, and keeping the shared vision at the forefront.
The document provides an agenda and details for the California Primary Care Association's 2016 Annual Conference. Key points include:
- The conference will celebrate accomplishments of the past year and look towards future opportunities, with the theme "Together Towards Tomorrow."
- New this year is a CPCA beauty bar, non-stop photo studio, polling station for attendees to vote on best exhibitor booths, and a book signing with keynote speaker Dr. Bennet Omalu.
- The agenda includes breakout sessions, keynote presentations, an awards program, and a trade show and reception to network with industry contacts. Registration will utilize new self-check-in iPad stations to streamline the process.
WellPoint is committed to transforming health care by simplifying the system, making care more affordable and accessible, improving quality, and promoting better public health. In 2006, WellPoint made progress on these goals by:
1. Launching innovative consumer-driven health plans and programs like 360° Health across the country to empower consumers with choice, information and tools to better manage their health.
2. Developing programs to increase price and quality transparency, such as a tool allowing consumers to compare costs for procedures at local hospitals.
3. Continuing growth while reducing administrative costs and premium increases, and expanding individual and Medicaid coverage to more Americans.
This document discusses the WorkWell Kansas initiative, which aims to promote worksite wellness programs across the state. It provides an overview of the initiative's goals, which include engaging business and community leaders in supporting comprehensive worksite wellness programs. The initiative will provide resources and technical assistance to worksites over three years to help them develop and implement wellness plans. The intent is to create a culture where the healthy choice is the easy choice for employees.
CJA is monitoring the development of the field of catalyst initiatives. Catalysts seek to help local regions transform health and health care in their regions. This is the first in the series.
The document describes Ahimsa, a mental health retreat in Nevada modeled after Indian ashrams. It is a holistic community for people living with personality disorders, providing alternative treatment including mindfulness, motivational interviewing, and cultivating personal growth over a minimum 90 day stay. The goal is to enhance health and well-being through appreciation and community involvement rather than traditional treatment models. It also discusses plans to address mental health needs in Southern Nevada through expanded facilities and services, peer support, education programs, and integrating treatment into mainstream healthcare.
Aligning to Improve Outcomes: The Alliance to Reduce Disparities in Diabetes
A presentation from a symposium at the Centers for Disease Control and Prevention’s (CDC) Division of Diabetes Translation's (DDT) 34th annual Diabetes Translation Conference on April 11-14, 2011 in Minneapolis, Minnesota.
National-Service-and-Community-Health-Centers-A-Partnership-Built-to-LastAnastasia Sonneman, MA
The Community HealthCorps program was created 20 years ago as a partnership between the National Association of Community Health Centers and AmeriCorps. It started with 9 health centers and 100 volunteers and has now grown to over 200 health centers annually engaging 535 AmeriCorps members. Members provide enabling services like case management and help enroll patients in health insurance. Over the years, their roles have expanded and they now help address social determinants of health. Community HealthCorps has proven effective, providing over 500,000 patient engagements annually and helping enroll thousands in insurance. Many members choose to pursue careers in community health after participating.
EOA2015: Providence Institute for a Healthier Community: Scott ForslundPIHCSnohomish
A brief overview of the Providence Institute for a Healthier Community, with Scott Forslund, Executive Director. See what this new entity is working on and how they hope to change the health of Snohomish County, through the promotion of a community based view of vibrant health.
CHAPTER 84How Community-Based Organizations Are Addressing Nursi.docxtiffanyd4
CHAPTER 84
How Community-Based Organizations Are Addressing Nursing's Role in Transforming Health Care
Mary Ann Christopher, Ann Campbell
“The day may soon dawn when we Americans can enjoy a measure of life and health that is consistent with our extraordinary resources and the intelligence of our people. The pioneers have begun their work; it is far from finished. New fields, new enterprises, are visible. The times call for the high spirit of the courageous pioneers among physicians, scientists, and nurses.”
Lillian Wald
This is a time of rapid transformation in health care, one in which community health nursing has a critical role in advancing individual and public health. As the United States integrates the mandates of the Affordable Care Act (ACA), community health organizations have a pivotal role in affecting the health status of the nation, particularly for vulnerable populations. The Institute for Healthcare Improvement, through the construct of the Triple Aim, calls on all members of the health care team to improve the health of the population, improve the consumer experience and reduce the cost of care. The Institute of Medicine's (IOM) report on The Future of Nursing has charged nurses to become equal partners in the development of health policy and practice (IOM, 2011). The IOM report Public Health and Primary Care has challenged practitioners to coordinate efforts for the betterment of patients (IOM, 2012a).
Community-based organizations are strategically positioned to provide the leadership as well as the integration and coordination of services necessary to carry out these aims. Further, the community-based sector of the nursing profession is poised to influence the transformation of health care delivery by drawing on principles that are core to the discipline. By partnering with communities, creating innovative approaches to care as the system evolves, and engaging the communities they serve, community health nurses can deliver on the promise of quality health care for all. This chapter discusses the approaches of the Visiting Nurse Service of New York (VNSNY) to mobilize the strengths of the community to improve public health, establish cross-continuum interprofessional teams to affect the continuum of the patient care journey, and promote public policy to advance funding methodologies that more adequately consider risk factors of vulnerable populations.
Community as Partner and the Community Anchor
Community Anchor is a concept that is being developed by the VNSNY as a way to build healthier communities. The Community Anchor is a term that suggests if nursing is going to exercise its responsibility for the individual as well as public health, the profession must recommit to its traditional focus on grassroots needs assessment and service provision, so brilliantly illustrated by the work of Lillian Wald, founder of the Henry Street Settlement House, the VNSNY, public health nursing, 665occupational health nursing, the first pl.
The document is the program for the 2015 annual conference of the California Primary Care Association (CPCA). It discusses the conference theme of "Evolution Through Innovation" which celebrates the 50-year history of community health centers in California and their continued innovation. It highlights some of the health centers' recent accomplishments and discusses the vision for continued progress through the CaliforniaHealth+ initiative and addressing issues like provider shortages through collaboration.
United Health Group [PDF Document] Summary Annual Report (452k)finance3
This document is the 2005 annual report from UnitedHealth Group. It contains the Chairman's letter which discusses UnitedHealth Group's position and capabilities to drive change in the U.S. healthcare system through expanding access, promoting quality, simplifying services, and reducing costs. The letter highlights businesses like Ovations that address the needs of older Americans, and capabilities in data analysis, technology, and clinical administration that can help improve healthcare delivery and decision making. It expresses a commitment to making basic healthcare available to all Americans and outlines priorities going forward around issues like consumerism, provider services, technology applications, and support for uninsured individuals.
This document is the 2014 annual report of the Visiting Nurse Association Health Group (VNA Health Group). It summarizes the organization's mission to help individuals achieve their best health and well-being through compassionate home and community care. In 2014, VNA Health Group served nearly 110,000 people across New Jersey. The report highlights the organization's three programmatic institutes and new strategic plan focused on engagement, quality, innovation, and sustainability. It also recognizes the leadership's roles in advancing health care and their communities.
Project 6's 2016 impact report summarizes the organization's activities and outcomes over the past year. It describes Project 6 developing new strategic goals and refreshing its core purpose to better support individuals struggling with substance use and complex needs. The report highlights Project 6 achieving positive outcomes for its service users despite increased challenges from austerity measures. It provides an overview of Project 6's services and outcomes in harm reduction, treatment, recovery, and community engagement.
This document summarizes the activities of LeadingAge Wisconsin, an association for aging services providers, in their 2014-2015 fiscal year. Key activities included:
1) Advocating for members on regulatory and funding issues, securing a 2% funding increase for nursing care from the state.
2) Providing educational programs and networking opportunities to help members address challenges like managed care, strategic planning, and workforce issues.
3) Launching new leadership development programs like the I-LEAD academy and expanding existing programs like the DON ELITE network.
4) Participating in quality initiatives and data collection to benchmark members' performance and drive improvement.
United Health Group [PDF Document] Entire Annual Report finance3
This annual report discusses UnitedHealth Group's performance in 2004 and its focus on improving healthcare quality, affordability, accessibility, and usability. The report notes that UnitedHealth Group achieved strong financial results in 2004 but that financial metrics alone do not capture its progress in addressing key healthcare challenges. It aims to make healthcare more efficient, progressive, and compassionate by focusing on these four imperatives. UnitedHealth Group will continue innovating and advocating for healthcare reform through improved quality, affordability, accessibility, and usability.
Similar to Alameda Alliance for Health 10 year report final (20)
United Health Group [PDF Document] Entire Annual Report
Alameda Alliance for Health 10 year report final
1.
2.
3. Leadership Letter
Alameda Alliance for Health differs greatly from the organization it was on
January 1, 1996. We opened our doors that day with a small staff, one health coverage
program, and two members. Ten years later, the Alliance has 90,000 members,
four health coverage programs, and 130 employees. Through the years, we have
enhanced services to our members, broadened our community partnerships, and
strengthened our relationships with local health care providers.
We’ve also confronted many challenges. At times, these challenges appeared
overwhelming, but we addressed them with expertise, innovation, and the same
determination that is at the foundation of the Alliance. Most recently, the Alliance
dealt with five years of operating deficits. In a period of climbing medical costs,
we took bold steps to manage these expenses throughout the organization. From
2004 to 2006, we instituted a number of cost-management strategies focusing
on operations, medical management, and provider agreements. For example,
we initiated intensive care management of targeted patient groups, primarily
members with chronic illnesses and the growing senior and disabled populations,
and utilized available social services to reduce these patients’ medical expenses. We
established regular meetings with Alliance providers to learn about and respond
to their concerns, include them in our decision-making processes, and strengthen
our relationships with them. We also increased efforts to reach out to community
advocates who work with senior and disabled populations to seek effective medical
management alternatives and service considerations. All these measures helped to
reduce our expenses while improving quality services, and, in the fiscal year ending
June 30, 2006, Alameda Alliance for Health emerged from the five-year period of
operating losses.
Thanks to the collective efforts of our Board of Governors, management and staff,
providers, and community supporters, we have achieved impressive results over the
last ten years. We have also evolved into a mature organization with a solid track
record for supporting Alameda County’s safety net system and providing health care
services to underserved populations in our community. We are not only committed
to fulfilling our mission, but eager to take on the future, to expand our products
and services, and to reach more Alameda County residents.
Ingrid Lamirault Michael Mahoney
Chief Executive Officer Chair, Board of Governors
Alameda Alliance for Health Staff
Summer 2006
2 3
4. Passion Drives the Alliance
Alameda Alliance for Health is accountable to the community and driven by its
social mission as a public entity. The Alliance was established by the Alameda
County Board of Supervisors to serve low-income Alameda County residents and
play a vital role in the county’s health care safety net system.
Although part of the county’s public health care system, the Alliance is an
independent, not-for-profit organization. Throughout its first decade, the Alliance
thrived on innovation, demonstrating agility in its capacity to take calculated
risks, to learn and grow, to evolve with changing needs and opportunities. Today,
the Alliance resolves to operate on proven business principles, seek continuous
improvement, learn from its mistakes, and rely on objective results to judge
its performance.
The organization emphasizes the values of communication and collaboration. Staff
members take personal responsibility to understand and embrace the Alliance’s
mission. The Alliance’s Board of Governors and management employ a leadership
style that aims to solve problems, achieve common goals, dismantle organizational
barriers, and cultivate effective working relationships. This philosophy extends
beyond Alliance staff to their relationships in the community. Collaboration with
providers, elected officials, health care advocates, and many other community
stakeholders has been vital to the organization’s success. And it always will be.
4 5
5. The Beginning
In 1993, California’s Department of Health Services reformed its Medi-Cal program
by moving 3.2 million Medi-Cal recipients from fee-for-service plans to managed
care. The department presented the concept of the “Two-Plan” model, which
would establish two local health plans—a county-developed plan and a commercial
plan selected through a bidding process. Competition, the state reasoned, would
improve the delivery of managed care and provide better protection for vulnerable
populations. The state chose twelve counties to pioneer the new model. Alameda
County was among them.
The county created a steering committee led by Shahnaz Nikpay, Ph.D., and Health
Care Services Agency Director Dave Kears. They hired consultants, conducted a
feasibility study, and coordinated meetings with key stakeholders—hospitals,
physicians, community groups, and potential members–and hired staff to develop
the Alameda County Local Initiative.
Alameda Alliance for Health would be the only health plan created for and by the
people of Alameda County—and the first Two-Plan model to begin operations in
the state. Stakeholders recognized that it would mean fundamental changes to the
delivery of Medi-Cal services. Potential members worried about keeping their own
doctors, while doctors were concerned about losing patients. Alliance founders
were also anxious. Would providers sign on? Would members join the Alliance?
“Since this was a model proposed by the state with no precedents, everyone
wondered how this experiment was going to unfold,” says former Alliance CEO
Irene Ibarra. “There was a lot of pressure to make sure it would meet everyone’s
needs, and also concern over moving so many families into a managed care plan
with new benefits, a new health plan card, and a new family physician. It was
important to our existence to answer the public’s concerns about the unknown.”
Community residents attend a meeting in Berkeley to celebrate the launch of Alameda Alliance for Health. Alliance founding employee
Nina Maruyama is at the podium. From left: Michael Mahoney, Dr. Shahnaz Nikpay, and Dave Kears.
6 7
6. To alleviate the growing anxieties, the Alliance needed to implement the plan
as quickly as possible. The planning process was expensive and, until it started
generating revenue, the organization had a financial imperative to begin operations.
The group worked with a focused purpose, establishing positive relationships with
the county’s physicians, community clinics, and hospitals. Physicians on the Board
called their colleagues, assuring them that the Alliance would be reliable. Critical to
the Alliance’s success, a large network of providers, who had personal relationships
with patients, ensured that enrollees would be able to keep their previous providers
or choose from a wide selection of other providers throughout the county.
The very aspect that caused anxiety, however, was also the organization’s key advantage:
It was new. It could invent itself, create an organization that would be dedicated to the
community. Alliance founding CEO Dave Kears shared his vision, which articulated
the organization’s essential philosophy. “Why should we be just another HMO?”
Kears would ask his colleagues. “Let’s be a health plan that makes a difference!” With
creative leadership and resolve, the team was determined that Alameda Alliance for
Health would be the first of the Two-Plan counties to “go live.”
On January 1, 1996, the Alliance began operations, the first local health plan
under California’s “Two-Plan” model. The Alliance enrolled more members than
its competitor, which began operations six months later.
Entering its second decade, the Alliance continues to be true to its original
philosophy: to be a health plan that makes a difference.
8 9
7. Serving the Underserved
Alameda Alliance for Health serves 90,000 Alameda County residents who
choose from more than 1,700 doctors, 140 pharmacies, 29 community health
centers, and 15 hospitals. Offering four health programs and additional services
for its members, the Alliance routinely evaluates member satisfaction and
monitors quality through focus groups, random telephone surveys, the annual
Health Plan Employer Data and Information Set (HEDIS), and the Consumer
Assessment of Health Plans. The Alliance also makes significant investments in
staff development, ensuring that employees understand the latest health care
innovations and information.
The Alliance is strongly committed to providing culturally and linguistically
appropriate services. In fact, the U.S. Department of Health and Human Services
selected the Alliance as the only health plan nationally to be the subject of a case
study for the application of Culturally and Linguistically Appropriate Services
(CLAS) standards. Implementing these standards, the Alliance provides interpreter
services for members and providers, free of charge. Many network doctors speak
a variety of languages, and the Alliance offers providers free cultural and linguistic
training. The Alliance translates all member materials into a number of languages,
member service representatives help members in several languages—including
Spanish, Cantonese, Mandarin, and Vietnamese—and telephone interpreters assist
members with other language needs.
The Alliance also invests in health education for members, providers, and the general
community. To promote healthy lifestyles, the Health Education Department provides
free videos, DVDs, group interventions, and printed materials in many languages.
State and federal funds jointly support three of the programs the Alliance offers:
Medi-Cal, the Healthy Families Program, and Alliance Group Care (which is also
funded with county support). For children who do not qualify for public health
programs because of immigration status or income, the Alliance offers coverage
through Healthy Kids, which is supported by county and philanthropic funds.
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8. Alameda Alliance for Health Programs
Medi-Cal
Medi-Cal is a federal- and state-funded health insurance program for low-income
families and children, persons with disabilities, and seniors who qualify for help.
The program provides primary, acute, and long-term care. There are no premiums
or co-payments for lowest-income beneficiaries.
Alliance Membership by Program*
Medi-Cal 75,013
Healthy Families 7,986
Group Care 4,420
Healthy Kids 1,050
Total Members 88,469
*Alliance Eligibility Data, June, 2006
Alliance Members by Ethnicity*
African-American 25,085
Hispanic 25,066
Other Asian and Pacific Islander 10,831
Caucasian 9,037
Chinese 6,269
Other 6,161
Vietnamese 6,020
*Alliance Eligibility Data, June, 2006
Healthy Families Program
The Alliance began serving children through the Healthy Families Program in 1998.
The program provides low-cost health coverage to California children up to age
nineteen, whose family incomes are too high to qualify for Medi-Cal, but are below
250 percent of the federal poverty level (about $41,500 for a family of three). Benefits
include health, dental, and vision coverage. The Alliance is the Community Provider
Plan in Alameda County. As the Community Provider Plan for the Healthy Families
Program, the cost is $4 to $12 per child, with a maximum of $36 per household per
month. Members pay co-payments (usually $5) for most services. Maximum out of
pocket cost per family for co-payments is $250 per benefit year.
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9. Alliance Group Care
In 2001, the Alliance launched Alliance Group Care, an employer-sponsored plan that
provides affordable and comprehensive health care coverage to In-Home Supportive
Services (IHSS) workers in Alameda County. The Alameda County Public Authority
for IHSS workers, SEIU Local 616, Alameda County Health Care Services Agency,
Alameda County Social Services Agency, and the Alliance collaborated on Alliance
Group Care. State and federal funds with Alameda County funding that include
Tobacco Master Settlement funds support the program. Alliance Group Care
provides medical, dental, and vision coverage. Members’ monthly cost is $8 to $15,
with co-payments of $5 for most services. There are no co-payments for preventative
care, pregnancy and maternity care, and inpatient hospital services. To qualify for
the program through the Public Authority, IHSS workers must be paid for two
consecutive months and for an average of forty-five hours in those two months.
Alliance Members by Language*
English 50,634
Spanish 18,091
Chinese Languages 7,858
Vietnamese 5,014
Other Non-English 3,782
Other Asian and Pacific Islander Languages 1,746
Farsi 1,344
*Alliance Eligibility Data, June, 2006
Healthy Kids
In October 2005, the Alliance established the Healthy Kids Program to provide
comprehensive medical, vision, and dental care to uninsured children. To qualify
for the program, children must be under age nineteen, live in Alameda County,
be ineligible for public programs, and have a household income up to 300% of
the federal poverty level ($49,800 for a family of three). Healthy Kids covers all
children who meet eligibility criteria, regardless of immigration status. Premiums
are $10 per child per month and co-payments range from $5 to $15. There are
no co-payments for preventative care, family planning, and inpatient hospital
care. Generous grants from The California Endowment, California HealthCare
Foundation, Alameda County Tobacco Settlement funds, First 5 Alameda County,
and First 5 California support Healthy Kids.
Healthy Kids programs are a vital component of Children’s Health Initiatives
(CHIs) across the state. CHIs are a nationally recognized model for health coverage
expansion and systems change, including streamlining enrollment into public
programs, maximizing resources and coordinating with public health coverage
programs, and cultivating broad-based partnerships to support children’s coverage
expansion. Currently 22 counties operate Healthy Kids programs, and ten more
are in development. The Alameda County Children and Families Health Insurance
Task Force serves as the Advisory Group for the Alameda County CHI.
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10. Leadership and Governance
An independent Board of Governors, appointed by the Alameda County Board
of Supervisors, provides the Alliance with diverse perspectives and extensive
expertise to ensure that the organization meets its commitments. Alliance Board
meetings are open to the public, as required by law for a public entity. Affirming
the organization’s dedication to community collaboration, the Alliance welcomes,
encourages, and responds to public input, at Board meetings as elsewhere.
2006 Alameda Alliance for Health Board of Governors
1 Ingrid Lamirault 8 Marty Lynch, CEO, LifeLong Medical Care
Alameda Alliance for Health CEO, ex officio Member At Large, Health Care Expert on Seniors
and Persons with Disabilities
2 Linda Price, MD
Alameda County Medical Center 9 Charlie Ridgell, Assistant Director, Hospital
Division, SEIU United Healthcare Workers West
3 Jane Garcia, CEO, La Clinica de La Raza, Member At Large, Labor
Alliance Board Vice Chair
Community Clinic 10 Pamela Gumbs, Pharm.D., Pharmacist, United/
Royal Medical Pharmacy
4 Gail Steele, Alameda County Board of Supervisors, Member At Large, Pharmacist
District 2
County Board of Supervisors 11 John Norton, MD, Sinkler Miller Medical
Association and Alameda-Contra Costa Medical
5 Michael P. Mahoney, CEO, St. Rose Hospital, Alliance Association
Board Chair Physician
Hospital
12 Julian Raymond Davis, Jr., MD, East Oakland
6 Wright Lassiter, III, CEO, Alameda County Pediatrics Medical Group, Inc.,
Medical Center Immediate Past Alliance Board Vice-Chair
The Board is comprised of fourteen seats, including physicians, hospital directors, clinical Hospital Physician
providers, consumers, a county supervisor, labor representatives, pharmacist, and the
Alliance CEO. This composition provides a high level of public health care management 7 Damita Davis-Howard, Executive Director,
SEIU Local 535, Immediate Past Alliance Board Chair
expertise, as well as input from various stakeholders with diverse interests.
Labor
Michael Mahoney serves as current Board Chair. As President and CEO of St. Rose
*Two Alliance member seats are currently vacant.
Hospital in Hayward, Mr. Mahoney has worked in hospital administration since
1982, and served as the first Chair for the Alliance Board of Governors from July
1994 through June 1996. He also serves on the Hayward Chamber of Commerce 6
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Board of Directors and the Hayward Rotary Club Board of Directors. 2 5
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3 7
10
1
4
Overseeing overall management of Alameda Alliance for Health, Ingrid Lamirault
serves as Chief Executive Officer. Selected in December 2003, Lamirault brought
significant experience in public health care as well as expertise in health system
strategic planning, policy development, and other functional areas.
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11. 2006 Alameda Alliance for Health Committees
The Alliance recognizes the value of the diverse perspectives and interests of its
stakeholders, from providers and plan members to health care advocates and
other community participants. Vital to the organization’s ability to attain its goals,
the committees listed below play an important role in the Alliance’s governance
structure and strategic planning.
Member Committee
The Member Committee advises the Alliance on issues related to programs,
health education materials, and member-related publications. This group offers
recommendations to the Board and participates in establishing Alliance public policy.
Peer Review and Credentialing Committee
This physician panel considers issues and makes recommendations to the Board
regarding provider credentialing and recredentialing, patient safety events, peer
review, and provider-related grievances and complaints.
Pharmacy and Therapeutics Committee
Comprised of physicians and pharmacists, this committee reviews matters related to
Community Advisory Committee therapeutic drugs and certain medical supplies, and makes policy recommendations
to the Board. This committee seeks to ensure patient access to a quality-driven, cost-
Comprised of health care professionals and community advocates, this committee
effective drug benefit.
advises the Alliance on policy decisions related to educational, operational, and
cultural competency issues for people who speak a language other than English.
Finance Committee
This committee addresses issues and makes recommendations to the Board
regarding rate structure, budget, fiscal strategy and policy, financial projections,
investment, selection of banks and depositories, and other financial matters.
Health Care Quality Committee
Strategic Planning Committee
Fourteen members, primarily physicians, discuss issues pertaining to quality of
The Strategic Planning Committee reviews business policies, recommends strategic
care. This committee documents quality of care reviews and designs and supervises
direction for the Alliance, and weighs program expansions and development of new
follow-up action to improve care. Monitoring the provision and utilization of
business lines.
services, this committee addresses any quality concerns regarding accessibility,
availability, and continuity of care. Utilization Management Committee
A subcommittee of the Health Care Quality Committee, the Utilization
Management Committee approves and oversees the Utilization Management
program. The Committee provides guidance on policy decisions, medical
necessity criteria, studies, and improvement activities. It also reviews the results of
improvement activities and studies, including the Health Plan Employer Data and
Information Set (HEDIS) performance measures.
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12. Making a Difference in the Community The Alliance Health Education Department participates in many local activities,
such as promoting the Bay Area Immunization Registry, sharing expertise with
Believing that healthy families build healthy communities, Alameda Alliance for the Fetal Infant Mortality Review Community Action Team, working with the
Health has invested in numerous initiatives in Alameda County, interacting with Breastfeeding Taskforce, and contributing data and expertise to the Perinatal
the community in several ways. Substance Abuse Taskforce.
In 1998, the Alliance launched its Community Health Investment Fund (CHIF),
through which it partnered with other health care organizations to expand services to
underserved populations. Supporting important and innovative community programs,
the Alliance awarded more than $4.5 million in CHIF grants through 2002.
The organization also established the Alliance Community Team (ACT), which
encourages Alliance employees to serve the community. Through ACT, Alliance staff
members have donated thousands of pounds of food to the Alameda County Food
Bank, collected coats for homeless people in the county, supported the American
Red Cross with blood donations, contributed toys through Toys for Tots, raised
funds to combat diabetes, and volunteered with many other charitable endeavors.
Community Partnerships
Program Initiatives
Alameda Alliance for Health reaches out to the community by working with many
The Alliance works closely with the county’s Public Health Department and health care organizations and advocates in the county. Among other endeavors,
community organizations to better serve its members and improve the community’s activities include:
health. For example, the health plan contracts with the Asthma Start program, a
• Participating in the Alameda County Children and Families Health Insurance
county public health project, to provide case management for families with an Task Force, which also serves as the Advisory Group for the Alliance’s Healthy Kids program;
asthmatic child. In addition, the Alliance has been an active participant in two • Serving on the Access to Care Collaborative;
asthma quality improvement initiatives. The first is a countywide asthma database
• Participating in the Alameda County Health Coverage for Children Coalition;
that provides various aggregate and individual level reports. The reports assist
• Working with the California Children’s Health Initiatives Coalition;
providers in identifying and following-up on patients, monitoring medication use
• Contributing to Alameda Health Consortium’s Health Resources and Information
and misuse, and assessing the success of medical interventions. The second initiative, Forum, a training program for Social Services Agency eligibility workers;
Asthma Tools and Training Advancing Community Knowledge (ATTACK), is • Joining efforts with the Community Health Councils/Covering Kids and Families
designed to improve asthma management within the primary care setting. This Statewide Coalition;
initiative includes training of clinicians and non-clinicians in private medical • Serving on the Steering Committee for the American Lung Association on Oakland
offices and community clinics to increase their scope of practice and expertise in Kicks Asthma;
asthma. Nine of the Alliance’s provider practices have participated in this program • Working with the Child Health and Disability Prevention Provider Training Collaborative;
impacting almost 2,000 Alliance members (children) with asthma. • Teaching in the Ambulatory Care asthma classes at Children’s Hospital and Research
Center Oakland;
The Alliance is pleased with the success of an initiative for high risk care • Participating in the Health Care Sector Committee of the Healthy Eating – Active
management through a contract with Healthways (a nationally recognized care Living grant project;
enhancement company). The program involves highly trained nurses delivering • Planning with the Ethnic Health Institute’s Advisory Committee and the
intense care management programs to members at risk for hospitalizations. Using Asthma Subcommittee;
this type of medical intervention is not unique for health plans as an approach • Leading the Oakland Berkeley Asthma Coalition;
for improving health for high risk members. However, what is unique is the • Contributing to The Pediatric Diabetes Coalition of Alameda County;
Alliance and Healthways partnership to include a strong focus on identifying and • Participating in the Alameda County Committee on Children with Special Needs;
addressing social and psychological challenges that make patients more susceptible • Contributing to and developing the implementation strategy for the Oakland Unified
to a growing dependence on the medical system. The care management nurses School District’s Wellness Policy;
help patients by coordinating their medical care and assisting them to strengthen • Providing community health education programs through public schools and
community-based organizations;
interdependence with family and friends, stimulating mental capabilities, and
• Working on La Clinica de La Raza’s Pediatric Obesity Subcommittee; and
encouraging community involvement and purpose.
• Partnering in enrollment events with community-based and faith-based organizations
throughout Alameda County.
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13. Challenges Become Opportunities
The costs of delivering comprehensive health care have continued to rise over the
years while financial resources remained limited. The Alliance faced budget shortfalls,
experiencing operational losses for five consecutive fiscal years. But, during this period,
a most significant asset continued to sustain the Alliance: a solid commitment to
making a difference in the community.
Working with its Board and staff, the Alliance instituted several measures to manage
costs. The organization’s turnaround strategy included four primary initiatives:
formulating administrative efficiencies to reduce operating costs, renegotiating
provider rate contracts, eliminating financially unsustainable programs, and improving
medical management practices.
Reduce Operating Costs Improve Medical Management
The turnaround plan called for the organization to shift some of its resources, The Alliance updated its information systems to provide leadership with
reallocating them to establish specific expertise in critical areas: pharmacy, medical comprehensive and accurate information regarding the factors underlying increasing
management, finance, and compliance and government relations. In addition, expenses. With appropriate tools to define and clarify the issues, medical management
management improved claims processing and eliminated operational inefficiencies devised solutions, enacting innovative changes to improve medical management and
to decrease overhead costs. reduce inefficiencies in delivering quality care to Alliance members.
Renegotiate Provider Contracts Accomplishments Measure Success
Recognizing the organization’s importance to the community, many providers In the end, what had begun as a significant test became not just a financial
cooperated with Alliance initiatives to improve its performance and, indeed, its turnaround, but also an opportunity. With a strong commitment from its providers,
viability. Through contract changes, physicians, hospitals, pharmacies, and other stakeholders, members, and community partners, the Alliance has emerged stronger,
providers made substantial contributions to the Alliance’s financial turnaround. smarter, and better prepared to realize its vision.
Eliminate Unsustainable Programs
In 2000, the Alliance launched Alliance Family Care. Another first by a local
California health plan, this program expanded coverage to the uninsured in
Alameda County. Regardless of immigration status, Alliance Family Care covered
low-income children and parents who lacked employer-sponsored insurance and
did not qualify for public health care programs. The Alliance raised external funds
from statewide foundations and local sources for Alliance Family Care, which, at
its peak, covered more than 7,500 children and their parents. Due to high demand,
increasing program costs, and limited funding, however, Alliance Family Care
operated at a loss. Committed to helping this population, the Alliance subsidized
the program with funds from its own reserves for five years, but the program was
still too expensive and, in the end, it was unsustainable.
Alliance First Care, a program for individuals seeking affordable coverage, also
proved unsustainable and closed in June 2005.
To minimize the affect of these changes and contribute to policy efforts that support
coverage expansion for children, the Alliance secured funds to launch its Healthy
Kids program in October 2005. The program provides coverage to uninsured
children in low-income families who do not qualify for public programs due to
immigration status or income.
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14. Financial Facts 1996-2006 Using Reserves for Good Works
While the Alliance was building its reserves, those funds were viewed as a community
Ten-Year Financial Performance asset. It was at this time that the Alliance disbursed funds to support initiatives
Alameda Alliance for Health’s financial performance was positive from 1996 that strengthened Alameda County’s health care system and improved community
through 2000. This allowed the plan to build equity and introduce new managed health. This was possible because, as demonstrated in Figure 2 below, the plan’s
care products. By Fiscal Year (FY) 2001, the plan began experiencing annual reserves were more than adequate to meet the State’s financial requirements for
operating losses (see Figure 1). The losses were due to rising medical expenses viability known as Tangible Net Equity.
and flat premium payments from the plan’s largest payor (Medi-Cal), and losses Figure 2
in two product lines that did not reach projected financial targets and were being
subsidized by plan reserves. The Alliance Board of Governors and management
team instituted several measures to manage costs beginning in FY 2004 that
eventually resulted in a successful financial turnaround.
Figure 1
In 2003, Mercer Government Human Services Consulting studied the financial
viability of Medi-Cal participating health plans using projections of flat or Activities funded through the Alliance’s reserves included:
declining capitation rates. The study indicated that as a whole, the plans would
show improved performance, but projections of financial viability were less positive. • Allocating $18 million for Alliance Family Care, a health care plan that provided
comprehensive coverage for up to 7,500 low-income, uninsured Alameda
According to the study:
County families who did not qualify for public programs due to income or
immigration status.
“…if revenue growth continues to lag behind medical expense trends, the Medi-Cal
participating health plans whose primary membership is Medi-Cal members will • Allocating $9.2 million to support three Disproportionate Share Hospitals in
begin to fall out of compliance with California’s Tangible Net Equity (TNE)…” Alameda County during a period of escalating hospital costs and a potential
collapse of the hospital safety net system.
Mercer Government Human Services Consulting, “The Impact of California’s • Granting $4.5 million through the Community Health Investment Fund (CHIF) for
Fiscal Crisis on Medi-Cal Plans,” report prepared for the Medi-Cal Policy Institute, competitive grants to community-based organizations for innovative programs that
Oakland, CA, September 2003. improved the health of Medi-Cal and uninsured or underserved populations.
• Reimbursing primary care physicians, specialists, and other providers higher
than what Medi-Cal and other payors would pay on a fee-for-service basis.
Implementation increased the number of access points for traditionally
underserved populations and helped providers cross-subsidize for
uncompensated care provided to low-income, uninsured populations.
All contract providers received rate increases from 1999-2003, with annual
increases ranging from 7% to 25%.
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15. By FY 2006, the Alliance became concerned with its reduced level of reserves and Successfully Managing Medical Expenses
unrelenting medical care trends that portended higher costs. With support from its The Alliance has worked aggressively to contain medical and administrative costs. In a
broad base of community partners, the Alliance made a case to the state for increased climate where medical costs are perpetually rising, the Alliance’s medical costs declined
premium payments for its Medi-Cal program. The state legislature approved a rate 4% overall from the prior fiscal year. This resulted from the combined efforts of the
Alliance’s contracting physicians, hospitals and other providers supported by the work
increase for the Alliance; however, it was later vetoed by the governor. Fortunately,
of Alliance management and staff.
the cost management strategies implemented by the Alliance began to show
positive results. Those strategies relieved financial pressures, enabling the Alliance
to emerge from financial peril without assistance from the state. After five years
of financial challenges and operating losses, the Alliance’s first decade ended on a
high financial note.
Financial Results For Fiscal Year 2005-06
Operating Results
For the fiscal year July 1, 2005 through June 30, 2006, the Alliance recorded net
income of $7.3 million, a remarkable turnaround from the prior year net loss of
$5.7 million.
The following are highlights of the fiscal year:
• Instituted innovative utilization management practices.
• Reduced expenditures for high-cost tertiary inpatient care.
• Increased the effectiveness of administrative operations.
• Launched Healthy Kids to expand coverage to uninsured children.
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16. Sense of Purpose
Alameda Alliance for Health is dedicated to making a difference in the quality and
delivery of health care in the community.
This commitment is driving the following organizational priorities for our future:
• Influencing public policy to support the continuation, expansion, and
improvement of health coverage for vulnerable populations;
• Reinvesting reserves gained from positive operating margins for health
care delivery for the uninsured and vulnerable populations through support of
the county’s safety net system;
• Advocacy and promotion of best medical practices and community health
practices; and
• Participating in the Medicare market with a focus on improving access and
quality care for the Medicare/Medi-Cal dual eligible population.
Through this decade, the Alliance overcame many challenges, learned many lessons,
and emerged stronger than ever. With commitment and expertise at its core, the
Alliance stands prepared to take on the challenges and opportunities of the future.
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