2013

Contents

Executive Summary ..................................................................................................................................................................................2

Part 1: TRC STARS—A Model for Broad Scale System Integration ..........................................................................................3

Part 2: The Resource Center—Background and Capabilities .....................................................................................................7

Part 3. Considerations and Requirements .................................................................................................................................... 12

Capabilities Statement

Broad Scale System IntegrationSTARS System Transformation with

Accountability, Results and Satisfaction

TRC’s Readiness and Proposal for Health Care Reform

EXECUTIVE SUMMARY

Why STARS?

The Affordable Care Act has ensured opportunities to achieve the Triple Aim for better health, better healthcare and greater affordability. The Resource Center, a Safety Net provider is aligned to integrate and operationalize the essential values and functions of the Affordable Care Act by implementing STARS to ensure a new care system is built on integration instead of fragmentation, along with satisfaction, quality and savings. STARS incorporates the expressed aims of the Affordable Care Act for achieving the Triple Aim in conjunction with the critical social determinates of health.

What is STARS?

The Resource Center (TRC) has developed and is implementing a Broad Scale System Integration model called STARS, which stands for System Transformation with Accountability, Results and Satisfaction. STARS embodies TRC’s vision for care delivery and coordination which moves from segregated thinking to an integrated plan for system support that yields better outcomes.

STARS is predicated on the Collaborative Care model that includes the provision of mental health, behavioral health and substance use services in primary care.

The Agency for Healthcare Research and Quality (AHRQ) indicates the key features of the Collaborative Care models are:

Integration of mental health professionals in primary care medical settings, close collaboration between mental health and medical/nursing providers and a focus on treating the whole person and whole family. The TRC STARS Model is focused on combining the principles of the Collaborative Care model partnered with the Match Model (Kindig) which proposes that the Triple Aim must be paired with multiple determinates, most of which are beyond health care such as social and economic factors, physical environment. The TRC STARS model includes

5 Key Life Dimensions; Health, Behavioral Health, Family Stability, Basic Needs, and Employment. STARS has three central components which include Integration of Team, Plan and Information Technology.

Why TRC?

The Resource Center (TRC), operating for over half a century as Chautauqua County’s leading Safety Net provider, touches over 10 % of the county population at the margins of system dependence by providing an array of comprehensive services and supports including health, mental health and employment services.

Because of this comprehensive array of supports and services, TRC is uniquely positioned to accomplish true integration of systems and to drive results for better health, better access and reduced costs.

How?

TRC has defined 5 Required Strategies that will need to be undertaken to move forward with implementation of Broad Scale System Integration:

1. Integration of STARS Model — to include assessment, diagnosis, assessment, and planning in all 5 key life dimensions for individuals and families

2. Research and evidence based — moving from current fee-for- service payment to capitated managed care

3. Integration of various providers, extenders, and supports within TRC and the community — to include Co-location of key services

4. Integration of all required systems operations, electronic records to include Data Warehousing & Call Center capabilities

5. Integration of various community assets leveraged to better support individuals and reduce costs

Time Frame?

TRC will strive to implement Broad Scale System Integration over the next 5 years in a 3-Phase process.

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PART 1. FOUR KEY DIMENSIONS FOR BROAD SCALE SYSTEM INTEGRATION:

1.) Full Integration of STARS

“Where every individual can become a star”

The Resource Center has developed a Broad Scale System Integration approach known as STARS, which stands for “System Transformation with Accountability, Results and Satisfaction” and is intended to reflect the capabilities of TRC under a reformed delivery system.

STARS incorporates personal goal attainment with primary healthcare, medical needs with mental health needs, family stability, employment and basic food and shelter needs, along with ensuring satisfaction, quality of life and community inclusion.

TRC proposes to:

• provide health and support needs, personal aspirations, ensuring personal goal and outcome attainment through comprehensive screening and assessment.

• integrate person-centered services and supports with healthcare treatment within a broader bio-psycho-social model which includes all 5 key life dimensions.

• partner with other support systems, healthcare, education and community support organizations to ensure continuity and comprehensiveness of service.

• strengthen the focus on independence, self-sufficiency as well as health education and self-care.

• integrate information and data flow through a software overlay to existing electronic records related to residential, day services, employment and health, mental health and any related services. This will include management and administrative data systems, creating robust reporting and a real time care-management dashboard.

• track all related costs to yield a profile based clustering of outcomes obtained and related cost expenditures.

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In order to achieve improved outcomes the STARS model will provide effective comprehensive supports to an individual. There will be a focus on and subsequent planning in all 5 key life areas.

Each point of the “star” represents a key life dimension that TRC will focus on through an initial assessment that will identify need areas

* Basic Needs

* Family Stability

* Health & Medical Needs

* Employment & Meaningful activities

* Behavioral Health

Each of the 5 key life dimensions has an evidence based practice and measure related to ensuring not only effective and efficient service implementation and delivery, but also measurement of progress, quality and satisfaction.

The chart below outlines some of the initial evidence based tools and practices that are being piloted to ensure the 5 key life dimensions are identified, supported and progress is measured.

Measure Purpose

Life Dimension Scale 1st layer of identification to initiate plan development

Supports Intensity Scale

Develop a baseline across all dimensions, target interventions, measure progress

Healthcare Effectiveness Data and Information Set(HEDIS)

Measure performance on important dimensions of care and service.

Council on Quality andLeadership (CQL)

Measure and improve the quality of life

Social Capital Scale Measure community inclusion

Family Resource Scale

Measure family resources

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Another key aspect of the STARS model is that it exceeds current thinking regarding integration and pushes it to the next level. TRC recognizes that for a population that has needs that most typically exceed traditional health care service models, the Broad Scale System Integration that TRC is proposing will far exceed what others have started designing. Integral to TRC’s design are three critical infrastructure components which are designed into this model:

* Integrated Team

* Integrated Plan

* Integrated Information Systems Architecture and Infrastructure

STARS — The 5-Point Solution

Integrated Team

Integrated Service Plan

Integrated Information

System

Family Stability

Behavioral Health

Employment

Health and Medical

Basic Needs

Additional components for this high degree of integration, which is crucial to the overall success of the STARS model, include a global budgeting resource allocation process and ensuring information & data management. These enhanced components of the integrated STARS model will have to be captured in order to break down the current silos that exist with service delivery.

Core Characteristics of Model:

What’s Different?

1. Integration of Managed Long Term care and traditional OPWDD services along with Health, Behavioral Health, Employment services and supports

2. Quality of Life Measures

3. Care Management for all

4. TRC is positioned to track costs, drive results and demonstrate cost savings

2.) Co-Location

Integration of medical, dental, mental health and substance abuse services that includes social service and vocational supports is consistent with the various activities being supported by Federal and State initiatives and the Collaborative Care Model. The Resource Center has been strategically aligning itself for many months to respond to these proposed systemic changes and is well positioned to do so.

The Resource Center has embarked on a Capital Campaign to help support the renovation and relocation of services, as well as an internal and external campaign aimed at educating the community with regard to the services offered and the struggles we face in the sustainability of the programs.

Planning has revolved around not only integrating existing services, but developing new, more comprehensive, patient-centered services such as adding a Care Coordinator to help ensure that the needs of patients are examined from a “whole person perspective” to include the entire family and other natural and community supports. Also, TRC is adding on-site services, such as diagnostics, in order to improve convenience for patients and enhance follow-through on needed services.

In order to meet these increased demands, it is critical that TRC move forward with Co-location of key services for improved access and outcomes along with reduced costs for provision of care.

In order to remain a viable provider of health and health-related services, TRC must not only ensure that they successfully meet the new regulatory and best practice initiatives that are part of Federal and State initiatives, but must also fully and effectively integrate their mental health, health and health-related services along with their social and vocational services.

The future of TRC as a significant provider of a fully-integrated and comprehensive provider of health, health-related and mental health services is very encouraging. The agency commitment is strong and, as long as efforts to get much-needed community and financial support are maintained and successful, the future of these services will be positive.

Much of the emphasis on consolidation and integration of services is driven by the need for providers to better

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understand and address the needs of patients in order to improve not only their medical outcomes, but also their life outcomes. Because of the wide array of health and health-related services, combined with employment, care coordination, social work, early intervention, school-based health, traumatic brain injury and behavioral health, TRC is uniquely positioned to respond to these initiatives and to integrate services in an effort to better meet the needs of the community.

Co-location plans include the integration of waiting rooms and registration staff. The sharing of resources in this manner will lead to reduced overall expenses for all programs involved in the co-location project. These expenses include personnel as well as expenses associated with rent and utilities.

Co-located services may also ease some of the transportation burden both on the part of The Resource Center and on the part of the patients. Improved patient follow through is one of the many expected benefits of this project that can also potentially lead to enhanced reimbursement and improved patient health.

The proposed project also involves the potential expansion of services to include supportive diagnostic services such EKGs, EEGs, uncomplicated surgical interventions and pathology, therapeutics, and smoking cessation.

Integration and co-location of medical, dental and mental health services at The Resource Center needs to be a top priority as a means of maximizing financial incentives that are being made available, as well as allowing The Resource Center to be able to keep up on current trends in health and mental health treatment that are consistent with improved patient outcomes. In addition, co-location will allow for expansion of services consistent with identified needs of the dental and primary care programs. All of these factors will help in enhancing the sustainability of the programs and services.

Additional benefits of co-locating services include improved efficiency of staff and reduced operating expenses. Co-location will have a positive impact on patient outcomes and follow through, thereby directly enhancing quality measures and insurance incentive payments.

Future development of this service site should include the addition of ancillary services such as Occupational Therapy, Physical Therapy, Speech Therapy, Neurology and Podiatry. Additionally, vocational services will be integrated into the service system along with benefits and financial navigation to assist individuals seeking

employment, assistance with securing or maintaining benefits and effectively working with other systems of care.

3.) Data Warehousing & Call Center

TRC has extensive investment in Electronic Systems within each service area that are specialized and comprehensive to fit the particular needs of the specific client, funder and regulator.

Not satisfied with these “typical” EMR systems within each silo environment, The Resource Center is planning to move into a Data warehousing solution that could fully integrate all services being received by our service recipients. A Data Warehouse solution would allow for comprehensive integration of all data and information on individuals served by multiple programs within the organization. Furthermore, through our affiliation with our local Rural Health Information Organization (RHIO), TRC will enhance healthcare delivery and outcomes by ensuring that information from all resources associated with our recipients is incorporated into their main record.

Key Aspects of Data Warehousing include:

• Congregate data from multiple sources into a singledatabase so a single query engine can be used to present data.

• Mitigatetheproblemofdatabaseisolation.

• Integrate data from multiple source systems,enabling a central view across the enterprise. This benefit is always valuable, but particularly so when the organization is diverse with multiple, seemingly unconnected systems.

• Improve data quality, by providing consistent codesand descriptions, flagging or even fixing bad data.

• Presenttheorganization’sinformationconsistently.

• Provide a single common data model for all data ofinterest regardless of the data’s source.

• Restructure the data so that it makes sense to thebusiness users.

• Restructure the data so that it delivers excellent queryperformance, even for complex analytical queries, without impacting the operational systems.

• Addvaluetooperationalbusinessapplications.

In addition, TRC is seeking to explore Call Center capabilities. TRC offers diverse services and maintains operations at a variety of sites at a variety of times.

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Many of our sites, including the Primary care, Dental and Mental health offices, experience heavy influx of telephone calls, with phone lines becoming congested based upon customer need. Customer transactions can suffer because of wait times, complexity of calls and the “triage” of incoming calls.

Developing Call Center functionality can provide TRC essential benefits and a very positive return on investment. The main benefits of a Call Center include:

• Enhancecustomerrelation

• Improveefficiency

• Minimizeexpenses

• Displaystatistics

• Bettercommunicationhandling

4.) Community Partnerships:

Key to Success

The Resource Center has a significant presence in the community and recognizes that community collaborations are paramount to the success of its programs. Whether formal or informal, we see community partners as instrumental in helping us to meet the needs of those we serve. The innovations anticipated in our proposal continue this tradition of working with other key community agencies and services in creating a truly integrated and pioneering compendium of services meant to improve the overall health and wellness of those we serve.

Although The Resource Center already has significant programmatic and service resources from which to draw, we see the development and enhancement of community partnerships as an important aspect of the success of the proposed model.

• TRC must develop strong networks of collaborations,partnerships and networks to move into the future.

• TRC must actively engage key community partnersin more formal relationships with clearly stated and agreed upon expectations, understandings and agreements.

• TRC must continually “tell our story” and be a part ofthe broader community.

• TRC plans to seek financial support for Broad ScaleSystem Integration.

COMMUNITY PARTNERSHIPS

Hospitals WCA

Brooks Memorial

Westfield

Hospice Chautauqua County

Long-term care Lutheran

Regional Behavioral Health Organizations

New York State Care Coordination

Health Homes Beacon Light

Home Health Care New Vision Services Inc .

Community Agencies

Chautauqua Opportunities Catholic Charities

Time Frame:

TRC anticipates that the Broad Scale System Integration as described will involve at least 5 years to implement and has developed a 3 phase approach:

Phase 1 - Continuation of current STARS initiatives from the last 3 years preparing for full implementation.

Phase 2 – Key Milestones:

• Ensure sustainability of Care Coordination andSTARS Projects

• Integrationofteamsandsystems

• Solidify decisions regarding data warehousing, callcenter and enhanced co-location

• Define Developmental Research and evaluationcomponent

Phase 3 – Begin to interface with Managed Care environments for sub-capitation and potential capitation.

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PART 2: THE RESOURCE CENTER –

Background

The Resource Center has a long-standing reputation in the Chautauqua County Community as an innovative and comprehensive provider of services to a wide variety of populations. With a successful fifty-four year history, The Resource Center’s primary focus has been on managing the often-complex needs of individuals with disabilities and their families.

The organization began as a grassroots organization founded in 1958 by a small group of parents looking for help in meeting the needs of their children with disabilities. TRC quickly expanded from serving 5 individuals in a storefront location to now serving over 17,000 individuals at multiple sites across Western New York with a current operating budget in excess of $90 million.

TRC draws upon a talented and dedicated Board of Directors consisting of a majority number of family members of persons with disabilities, as well as various community leaders and others.

Today TRC employs more than 1600 individuals and is a leader in the community. TRC’s estimated economic impact is over $200 million annually.

Now serving individuals in a three-county area spanning more than 4,000 square miles, major milestones celebrated by The Resource Center include attaining work center revenues in excess of $50 million, achieving Level 3 Patient Centered Medical Home status in early 2012 and reaching a level of services that touches the lives of nearly 15% of the residents of Chautauqua County.

The steady and continued development of The Resource Center is illustrated in the timeline:

Agency Founded, expanded county-wide

Dental services, Pharmacy established

Pioneer in 1115 Waiver Services & Health Care Reform

First Vocational Services, total of 30 recipients

FirstHealth-Related Services

Level3 PCMH, Serving 17,000 individuals

First community residence,Day Treatment established

Residential and Day Treatment expansion

Expansion of employment and business enterprise

Psychiatric Services, Primary Care

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DOH # Served Profile

School Based Health

695 Middle and high school age students

Primary Care & Podiatry

6,000 Youth, Adults and Seniors with disabilities, medically fragile conditions and behavioral concerns, including dual Mental health Veterans, migrant workers, general population.

Dental Services 4,378

Health Related OT, PT, Speech Audiology

730

Pharmacy 1,625

*Traumatic BrainInjury Waiver

22 Adults living at home with a TBI

*Nursing Home Transition and Diversion Waiver

4 Adults living at home with disabling conditions

*Licensed Personal Care

27 Adults with a disability living at home

KEY ORGANIZATIONAL CAPABILITIES

The Resource Center provides an array of comprehensive services from three primary funding sources OMH, OPWDD and DOH.

*Provided through an affiliated corporation

OMH # Served Profile

Personalized Recovery Oriented Services (PROS) - 2 sites

206 Individuals with mental illness, substance abuse disorders, disabled, veterans, general community population, children, adults

Counseling & Psychiatric Services ( Article 31)

987

Chautauqua County Jail

400 Inmates

OPWDD #Served Profile

Supported Employment

85 Youth and Adults with intellectual and developmental disabilitiesPre-Vocational 106

Medicaid Service Coordination (MSC)

593 Youth, Adultsand Seniors wit intellectual and developmentaldisabilities

Consolidated Supports and Services (CSS)

19 Youth and Adults with intellectual and developmental disabilities Fiscal Management

Services (FMS)2

Family Education and Training (FET)

17 Families of childrenwith intellectualand developmental disabilities

OPWDD #Served Profile

Residential IRA & ICF Family Care

263 Youth, Adults and Seniors with intellectual and developmental disabilities, medically fragile conditions and behavioral concerns, including dual diagnosis

Day Habilitation 425

Senior Adult Day Habilitation

31

Article 16 OT, PT, Speech

146 Children, Youth and adults with intellectual and developmental disabilities, medically fragile conditions and behavioral concerns, including dual diagnosis. Services provided in home or community

Waiver Respite 123

Community Habilitation

76

As a dynamic organization with significant capabilities to provide a full array of comprehensive services, The Resource Center is well positioned and eager to prove our capabilities as a leader in system transformation.

A major component of TRC readiness for Broad Scale System Integration is the fact that we operate a variety of health and health related services that will easily allow individuals to not only access needed services and supports but will also create the platform for integration among traditional long term, community based OPWDD supports and services and health, health related and mental health supports and services.

Incorporating new and emerging populations into our existing framework is something we look forward to and are expert at executing. We are prepared to develop new ways of delivering services to individuals in need of improved access, better quality and fully integrated care. The Resource Center has been and continues to be a leader with new initiatives and opportunities.

Chart Continued

#Served Profile

Supported Employment

215 Youth & adults with disabilities OPWDD & ACCES-VR

Allied Industries 420 Adults with and without disabilities

Government contracting

160

Employment and Business Enterprise:

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Care Coordination

One of the developing strengths of the organization lies in the area of care coordination, which is instrumental in many of the current, quickly evolving initiatives. TRC has invested in a care coordination model to provide enhanced coordination between existing traditional service environments within our Diagnostic and Treatment Center and mental health services programs. The goal is to ensure that individuals served within those programs, and agency-wide, are given every opportunity to improve their lives and their contributions to society.

By developing linkages with all programs operated by The Resource Center, as well as a comprehensive array of community resources, the Care Coordinators assist individuals with needs in all areas of their lives including vocational, medical, dental, mental health, family, and social. Care Coordinators have a significant role in the Broad Scale System Integration of the STARS model by providing necessary guidance and oversight of the personal development planning process for identified service recipients.

Care Coordination andManagement Strategies

Implemented:

• Patient Centered Medical Home –level 3

• Multidisciplinary care teams

• Disease registries

Piloting:

• High-risk and complex care management programs

• Home care for high-risk recipients

• Discharge management systems

• Fully integrated Care Coordinators

Developing:

• Co-location of medical, dental, social work, vocational and mental health services with on-site care coordination

Administrative support and capabilities

The Resource Center has significant capability and investment made in an array of support departments including Staff Training, Human Resources, Information Systems, Finance, and a Quality Assurance division. These support departments play a crucial role in the success of the programs and services offered and will have a critical function in this proposed service delivery system.

NYS Regulatory Competence

The Resource Center has a high degree of competence and confidence working in diverse regulatory environments. The chart below summarizes the wide variety of programs and associated regulatory bodies within which The Resource Center currently operates.

Regulatory Affiliation

Program

Department of Health (DOH)

School Based Health Programs

Diagnostic and Treatment Center

TBI Waiver

Office for People With DevelopmentalDisabilities(OPWDD)

Residential IRA & ICF

Respite

Community Habilitation

Article 16

Senior Adult Day Habilitation

Supported Employment

Pre-Vocational

Day Habilitation

Office of Mental Health(OMH)

Article 31 Outpatient Clinic

PROS Programs

Jail Program

Human Resources - Training and Workforce Development:

The total number of individuals employed by the agency exceeds 1,600. The organization has extensive human resource capabilities including a comprehensive staff-training program that includes mentoring and coaching, supervisory training and a significant continuing education program.

TRC ensures that staff will be appropriately placed in areas that emphasize their strengths by using the Lominger Talent Management system.

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HealthInformationSystems

Service / Support Area

Therap Residential- IRA & ICF

Day Habilitation

Article 16

Respite

Community Habilitation

MSC

Libera Employment Services

Allscripts Diagnostic & Treatment

School Based Health Center

Health Related Services

Anasazi Article 31 Mental health

PROS

Epicor Finance

WorkCenter

Ultipro Human Resources / Payroll

Kronos Human Resources / Payroll

Health Information Technology (HIT) Capabilities

Implemented :

• Integrated electronic medical & client records

• Predictive modeling to identify high-risk recipients

• Provider portal for disease management and preven-tion

• Electronic billing

• Linkages with local RHIO

Piloting:

• Clinical messaging

• Practice management and clinical dashboards

Developing:

• Patient portal

• Data warehouse

Finances

The Resource Center currently has a budget of over $95 million. TRC’s current financial viability is very strong with a fund balance of $12.4 M, a “current ratio” of 1.6 and “acid test ratio” of 1.0. The agency has an extensive working line of credit of $8.5M and an additional line of credit of $5M for business and enterprise related activities. For the past five years, the average daily borrowing on the line of credit has decreased each successive year.

With vast experience billing in a variety of regulatory and reimbursement environments, The Resource Center’s financial management division has developed a level of sophistication.

Managing the complexities of APGs, Managed Care and a variety of other payers, as well as, providing significant financial analysis and reporting in order to maintain the effective management and oversight for the more than 60 programs and locations operated by the agency, The Resource Center’s Finance Department is well-qualified and prepared to use its expertise to support this proposal. TRC has demonstrated continued growth over the years as illustrated in the revenue charts below. The organization has the capability, proven track record and strong desire to continue to be a leader in innovation and service delivery.

Human Resources andStaff Training Capabilities

Implemented:

• Comprehensive staff training department

• Lominger talent-management technologies

• Staff mentoring and coaching

• Professional development processes including tuition reimbursement programs

• Physician orientation process

• Complex electronic data management of human resource information

• Significant supervisory and leadership training

Piloting:

• Competency based performance reviews

Health Information Technology

Assets & Record Implementation:

The chart below shows the various electronic record (EMR) systems and the significant investment TRC has made to electronic record management area for clients.

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TRC Agency Wide Revenue

Quality Assurance and Quality Improvement

The Resource Center has a centralized Quality Assurance department that provides oversight and policy guidance in all the program environments operated by the agency

Demonstrative of The Resource Center’s commitment to quality, our Diagnostic and Treatment Center Health Services was recently recognized as a Level 3 Patient Centered Medical Home. The Resource Center’s Health Services is a highly capable, physician–directed and

Quality and Performance Improvement Strategies

Implemented:

• HEDIS

• Physician-led care teams

• Guided care nurses

• Use of disease registries

• PCMH Level 3 Recognition

Piloting:

• Meaningful Use

• Discharge nurse

• CQL Measures

• Supports Intensity Scale

Corporate Compliance and Legal:

The Resource Center is dedicated to managing and operating its programs in keeping with the highest business, ethical and moral principals. Each employee agent, member of the Board of Directors, consultant, and volunteer contributes to achieving these principals by conducting business activities for the agency with integrity and high ethical standards. Supervisors and managers also contribute to achieving these principles by exercising exemplary leadership and promoting a workplace environment in which compliance and ethical business conduct are expected.

In addition, the department has a Corporate Compliance Officer who works closely with leadership to ensure adherence to all regulatory and other standards of conduct. Our in-house attorney, who oversees

OPWDD Revenue

DOH and OMH Revenueteam-based approach to provide health care. This model is consistent with best practices associated with the newly emerging populations that would be served within this proposal. As a potential leader in the reform of the health care system, The Resource Center is actually capable of establishing best practices that can be emulated and replicated by programs in other regions. The flexibility afforded the agency through these newly developing service guidelines provides the exact medium within which the agency thrives and will permit the maximization of the vast resources we have to offer to those we serve. The table below shows the capacity and strength of the agency in terms of continuing to move in the direction of providing accountable care to all populations currently served as well as to emerging populations:

contractual relationships and provides legal guidance as needed, also provides support to these efforts.

PART 3. CONSIDERATIONS AND REQUIREMENTS FOR THE PROPOSAL:

The Resource Center will utilize all current assets and resources to proceed with this proposal. This includes an extensive Information Technology, Financial, Quality Assurance, Human Resource, and Staff Training infrastructure.

Required Support to:

• Expand initiatives and investments relative toindividuals requiring multi-systemic interventions and supports and care management for all.

• Utilize effective intervention, services and supportsfrom key community partners with specific assets and expertise.

• Achieve overarching systems integration ofinformation technology being utilized for health services, behavioral services and services to support typical residential, day and employment services.

• Access to all existing cost data to track, monitor andaccount for all health related services and costs.

• Ensure analysis, evaluation and system changeassessment based on qualification of the three part aim of better health, better health care and reduced costs.

• Ensure collaboration with research, evaluationmethods and academia in order to sustain premises, progress and results of TRC STARS Model within a Developmental research approach.

Financial Support Required:

TRC will be seeking financial support to move forward with each key component of the Broad Scale System Integration plan.

Projected costs are outlined on the Project Budget/Sources and Uses of Funds document.

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You can visit The Resource Center website at: http://www.resourcecenter.org

CONCLUSION:

The Resource Center welcomes the opportunity for additional discussion regarding this proposal and looks forward to ongoing dialogue in order to work together with NYS DOH, OMH and OPWDD to facilitate the personal goal attainment for individuals we support. We invite you to visit The Resource Center and allow us to show our capacity and further outline our expectations and hopes for this initiative.

The Resource Center strongly believes that with our broad scope of services and expertise in Health Care and the Developmental Disability Service System, along with the wide array of services and supports in conjunction with our demonstrated capacity for growth and change, that our project redesign proposal will prove to demonstrate efficiency, process and attainment of desired outcomes effectiveness in addition to significant cost saving opportunities to NYS Medicaid and/or Medicare systems of funding.

Thank you for your time to review this proposal.

For further questions or comments, please feel free to contact:

Paul Cesana Executive Director 716-661-1412 Paul.Cesana@resourcecenter.org

Concept Details Estimated Cost

Current Commitments

Full STARS Integration

Care Coordination $125,000 $25,000 P2Collaboative for SNAPCAP project

Integration Pilot projects (Team, Plan)

$240,000 $100,000 NYS DOH / OMH via 2013 Budget Appropriation

Consultant Support for Practice Management

$145,000

Data Warehousing & Call Center

Planning and Consultation

$89,000

Hardware & software and Implementation

$300,000

Call Center Planning and Consultation

$80,000

Hardware & software and Implementation

$175,000

Co-Location External Façade $400,000 $400,000 Chautauqua Resources Inc.

880 – 890 E 2nd St. location

Internal Re-Design & Integration of Primary Care, Mental Health, Dental and Social Work

$800,000 $30,000 The Western New York Foundation – new Dental Operatory

Research & Academia Support

Partner with a University for Research & Evaluation

$75,000

Estimate Total for Broad Scale System Integration :

$2,429,000 $555,000

Opportunities Under Exploration / Negotiation

• VitalAccessProvider• RuralHealthClinicStatus• JointStrategicPlanningwithTheChautauquaCenter–FQHC

Project Budget/Sources and Uses of Funds

July, 2013