Message

From: Mike Totherow [/O=MARICOPA COUNTY/OU=MIHS/CN=RECIPIENTS/CN=MTOTHERO]

Sent: 3/26/2013 5:51:22 AM

To: Kelly Summers [/O=MARICOPA COUNTY/OU=EXCHANGE ADMINISTRATIVE GROUP

(FYDI BOHF23SPDL T)/CN=RECI PI ENTS/CN=Ksummers]

Subject: RE: President & CEO Message

May fall more into "let's hurry to get a good bid together" than a real assessment.

The 8 Integrated Health Homes (IHH) clinics are either live or ready to be live- but the volume is low. Overall, we're

nearing the next threshold for the volume licensing which I was planning to increase for next year. That is more due to

increasing volumes in the outpatient setting over the years than the IHH, but the IHH will contribute as they grow to

20. (the IHH are kind of like the doc in a box in the walgreens-=? just integrated into the Provider Network Offices (PNO)

where the BH is treated.

As part of the RFP we did offer to provide Epic Community Connect to the PNO organizations that service the patients

(referred to as PNO- some examples are JFCS or People of Color). Kate told me that after those orgs were left w/o a

system after Value Options vacated (5 years ago) and presume they'll be left w/o a system after Magellan vacates in

October, she thinks none will be interested in getting their EMR from the new RBHA provider.

This is a large deal .. but also remember sm1) of it is Aetna/Mercy Care based, so not expecting to significantly changing

who and where we service.

miket

From: Kelly Summers Sent: Monday, March 25, 2013 2:24PM To: Bradly Markowsky; Gail Williams; Kimberly A. Yedowitz; Mike Totherow; Mindy Maggio; Neha Patel Subject: FW: President & CEO Message

Delivering integrated behavioral health care from now what will be over 20 sites? Did we do any system implication or

impact assessments as part of this?

-Kelly

From: Betsey Bayless Sent: Monday, March 25, 2013 2:04PM To: All MIHS; ALL_MIHS@dmgaz.org Subject: President & CEO Message

To: All MIHS & DMG Staff From: Betsey Bayless Date: March 25, 2013

President and CEO's Message

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Mercy Maricopa Integrated Care (MMIC) wins RBHA! Congratulations! The State of Arizona has informed us that Mercy Maricopa Integrated Care (MMIC) has been awarded the integrated care contract that includes behavioral health in Maricopa County. MIHS teamed with Mercy Care Plan, a 28-year-old Medicaid plan managed by Aetna, to create MMIC. We look forward to an innovative collaboration to meet the behavioral health needs of all Medicaid recipients in Maricopa County and to fulfill the state's goal of integrating behavioral health and medical health for persons with serious mental illness. The Regional Behavioral Health Authority (RBHA) contract is one of the largest behavioral health contracts in the nation. It is effective Oct. 1, 2013 http://bhsblog.azdhs.gov/

Your hard work helped MMIC win the bid over four other companies--Magellan Health Services (the current RBHA in Maricopa County); Cenpatico of Arizona (Centene), Arizona Physicians Care IPA (United) and Partners in Integrated Health (Banner/Community Partnership of Southern Arizona, the RBHA in Pima County). Thank you for all you have done. We look forward to our partnership with Mercy Care, a plan sponsored by Dignity and Carondelet Health Network, nationally known health care systems that are mission-driven and faith-based. Together, we are uniquely positioned to drive improvements in the behavioral health delivery system in Maricopa County. Now the work really begins! This is Awesome!

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Message

From: Scott Trenter- MedPro MMC X [/O=MARICOPA COUNTY/OU=MIHS/CN=RECIPIENTS/CN=SCOTITRENTER]

Sent: 2/27/2013 5:25:08 PM

To: Melanie Talbot [/O=MARICOPA COUNTY/OU=MIHS/cn=Recipients/cn=MTalbot]

CC: Warren Whitney [/O=MARICOPA COUNTY/OU=MIHS/cn=Recipients/cn=wwhitney]; Sara D. Arnold [/O=MARICOPA

COUNTY /OU=M IHS/cn=Recipients/cn=sarnold]

Subject: Final BD PP and attachments for Board meeting today----- can you please email me the corrected PowerPoint; 2-27-

13

Attachments: BD PP Draft for MIHS Board pptx 2-27-13; 2-1-13.pptx; BD Attach #1 For 2-27-13 Board Meeting.doc; BD Board­

Attachment #3--ADOI Report Arizona Admitted Insurers for 2011 BD PP for Board 2-27-13.xlsx; Documentl

[Compatibility Mode].doc.doc.doc

Importance: High

Mel-

As you requested last evening, attached is the final BD Powerpoint1 as well as the 3 attachments used in the presentation-so you can project them on the screen today at the Board meeting. Sara-FYI1 Mel can't put the integrated PDF up on the screen-thus she asked me to send these components""

Reminder-In the PDF that was mailed to the Board- Attachments # 1 and #3, and Doc 1 were embedded into

the PDF presentation. In this email, first is the Powerpoint (with attachments NOT embedded). Attachments #1 and #3 correspond to Goal #3 in the powerpoint, and the last attach Doc 1, is an article about our Domestic Violence Program that ties back to Goal #41 Metric L

Warren, if you have any questions let me know.

Thanks;

Scott

From: Melanie Talbot [mailto:Melanie.Talbot@mihs.org]

Sent: Tuesday, February 26, 2013 6:52 PM

To: Scott Trenter Subject: RE: can you please email me the corrected PowerPoint

Yes.. is fine Don't email me the PDL I have that I need it in PowerPoint if you plan on projecting it on the

screen. You cannot project and dick through slides with a PDF.

Melanie Talbot

Executive Director of Board Operations

Maricopa County Special Health Care District

602-344-5177 ofc

mgi_9.D.L~_J9.1_l;>_Qt@_m_i_b_~&cg

From: Scott Trenter [mailto:Scott Trenter@dmgaz.org]

Sent: Tuesday, February 26, 2013 6:48 PM

To: Melanie Talbot

Subject: Re: can you please email me the corrected PowerPoint

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Hi Mel··

Will it be OK if in the morning, I forward you the final PDF powerpoint? l'rn not sure I understand--! thought Sara sent

you the final corrected PDF??

Thanks;

Scott

Scott Trenter

VP of Business Dev

MIHS-DMG Physicians

(..602 ··399--4917

From: Melanie Talbot [DJ.!;1_[!tQ.;_Mg;J.!;1ni.e.,I!;1l.b.Qt@mi.bs.&m] Sent: Tuesday, February 26, 2013 06:42 PM To: Scott Trenter Subject: can you please email me the corrected PowerPoint

Or bring it on a USB stick with you tomorrow. I only have the final PDF from Sara

DISCLAIMER: The information in this e-mail is PRIVILEGED and CONFIDENTIAL under one or more of the following state and federal laws: A.R.S. § 36-445, A.R.S. § 36-2403, Health Cat·e Quality Improvement Act of 1986, or Patient Safety and Quality Improvement Act of 2005.

DISCLAIMER: The information in this e-mail is PRIVILEGED and CONFIDENTIAL under one or more of the following state and federal laws: A.R.S. § 36-445, A.R.S. § 36-2403, Health Care Quality Improvement Act of 1986, or Patient Safety and Quality Improvement Act of 2005.

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Business Development FY13 U ate MCSHCD Board of Directors

February 27th,. 2013

Warr~n Whitn~w·S~nior Vic~ Pr~sident, Chi~f Ext~rnal Affairs Qffic~r Scott Trent~r .. Vic~ Pffisident of Bus.in~ss O~v~lopm~nt

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Business Development Goals FY13 taOAt :##1: Grew A.mbu!atcwy \tt:t!ume Chairs- Gary Lishinski, Dr Kuruvilla, Dr Coonrod, Scott Trenter

Metric #1- Grow MIHS AHCCCCS market share of assigned members by 3% compared to prior year.

Strategies/Tactics: A. Demonstrate quality and utilization results through Patient Center Medical Home with the 6 AHCCCS plans as a

strategy for increasing assigned membership. In future PCMH/Payor contract negotiations we need to link success in medical home with increases in assigned members. Medical Home results will be the key driver of our future AHCCCS membership volume growth in FY13.

B. Target health plans with lowest MIHS assigned membership for growth via marketing and case management coordination (i.e., Care1st, Health Choice, and PHP).

C. Address the health plan perceptions about MMC being more expensive hospital than other hospitals in the valley. D. Continue to expand Integrated Health Home (IHH) clinics with Magellan Provider Network Organizations (PNOs) to

increase AHCCCS assigned membership. E. Research, plan, and anticipate AHCCCS plan partners that will win the AHCCCS bid for 10-13.

Cumulative FY13 Six Month Results Through Dec. 2012:

FY2012 8.9 FY2013 9.4 %Change 6%

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Bus. ·1""n· e.: ... s··s· · o···· ~u~.l•o .. p· m· ·· e.: ... n· ·t·· G·· .. ·O· '.!'.t·l•s· · F········.·y .. · .... 1·· •3·' •.•.•.•.•·· ... •.··.•. .: ... :· ·.· ·.· •.· ... / . : ....... : . ...: ·.•.•.•.•·/ .. : ,, v .) ...... : .. .... : ·.· •.· ·.· ....... •.· .. : ··' ...... ...: : ... ...:U. .. : : .... : ·.· .. : .) ... ....

Metric #2- Grow MIHS FHC and CHC Total visits by 5% compared to prior year.

Strategies/Tactics:

A. Communications to health plan case managers will focus on improved access, patient satisfaction scores, phone access, internal referral processes, quality improvement, and key case management contacts at our FHCs/CHC.

B. In coordination with Physician Outreach, notify health plan case management teams and member services regarding new specialists at the CHC and specialist available at the FHCs. Examples-Refugee Women's in Maryvale, Adolescent, Gl, etc.

C. Increase FHC and CHC ambulatory visits via medical home project focusing on appointments for monitoring diabetes, hypertension, COPD, EPSDT's, and other chronic conditions.

D. Full implementation of Perfect Media marketing campaign, which will focus on each FHC.

E. Grow Pediatric volume via Pediatric Medical Home project.

F. Add Saturday morning clinics during second half of the fiscal year.

G. Increase CHC appointment slots by 800/month through efficiencies-Laurie wood.

H. Increase MIHS and DMG Employee/Dependent Health Plan ambulatory volume compared to prior year.

Cumulative FY13 Six Month Results Through Dec. 2012:

FY2012 159,251

FY2013

%Change

163,750

3%

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Business De'lelopment Goa.ls FY13

Metric #3- Increase reimbursed OB pre-natal visits by 5% compared to prior year.

Strategies/Tactics: A. Target promotions on our OB clinic and maternity services with low penetrated plans, ie, Health Choice, Care 1st

members, and PHP. B. Market the maternity package to small employers in Central Phoenix that do not offer employer-sponsored health

insurance. Also arrange partnerships with PPO insurers that do not cover OB and/or have high HRA deductibles. C. Continue our Valley-wide marketing campaign that includes a social media strategy, emphasizes our maternity package

competitive pricing, promotion of semi-private rooms, and target central phoenix zip codes. D. Continue to market the Refugee Women's Health Clinic and Teen pregnancy programs; promote the availability of our

RWHC in the West Valley (Maryvale and Glendale FHC's) and evaluate RWHC expansion in the East Valley, ie Mesa FHC.

Cumulative FY13 Six Month Results Through Dec. 2012:

FY 2012 FY 2013 %Change

1314 1383 5%

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Business Development Goals FY13

Metric #4- Increase the number of Medicare ambulatory visits by 5% compared to prior year.

Strategies/Tactics: A. Secure new contracts with Medicare Advantage Plans, i.e., Life Print, Cigna MA, Abrazo MA, Health Choice

Generations, Care1st MA, Health Net, etc. B. Perfect Media marketing campaign focused to focus on growing number of traditional Medicare patients. C. Utilize our Medicare Diabetes education campaign with Medicare Advantage plans with which we are contracted, i.e.,

APIPA, Mercy Care, and MHP. D. Continue diabetic education program for seniors with partners Novo Nordisk and YMCA. E. Increase penetration with our 2 contracted ALTCS Plans- Evercare and Mercy Care. Continue to pursue a contract

with Bridgeway.

Cumulative FY13 Six Month Results Through Dec. 2012:

FY 2012 FY 2013 %Change

20,105 20,633 3%

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Business, Development Goals FY13

Chairs- Susan Doria, Dr Kuruvilla, Dr Hobohm, Scott Trenter

Metric #1- Achieve 75% of outcome and cost population health performance metric goals as per the Mercy Care Plan medical home contract.

Outcome Metrics: 1. Hemoglobin A1c <8 (%of assigned members) 2. 3-6 year old- annual EPSDT visit

Cost Metrics: 3. ED visits per 1 ,000 members 4. IP visits per 1,000 members

Baseline

53% 70% 745/1000 229/1000

Goal 1st Qtr FY13 Results

59% 54% 77% 66% 7% reduction 691/1000; 7% 10% reduction 202/1 000; 12%

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Metric #2- Submit a thoughtful and comprehensive Maricopa Health Plan bid for the AHCCCS RFP by the January 2013 due date, that addresses the state's requirements and expectations for population health management.

Updates:

February 2013: The MIHS senior team submitted its bid to AHCCCS on January 23'd The bid required MIHS to establish a second health plan for dual-eligible Medicaid members. The University of Arizona Health Plan will continue as plan manager for both Maricopa Health Plan and the new Dual eligible plan. Plans contracts will be awarded by AHCCCS at the end of March. MIHS is confident that its submitted bid will be among the selected winners.

November 2012: The MIHS senior team has been meeting regularly with the leadership of the Maricopa Health Plan manager, University of Arizona Health Plan, to understand the 2013 AHCCCS bid requirements. For the past several months, the UAHP team has been story-boarding potential questions and expectations anticipated from AHCCCS and consequently has built a substantial database of responses and information from which to draw during the bid response development phase. A copy of the AHCCCS bid was released November 1st and senior leadership met to review its contents. Senior leadership held a strategy session on Tuesday November 6th to discuss various options for a response. Consideration of those options is now underway.

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B ..... . u• •S······I~•n··· os.•.··.S• .. D( @'~@l•""m··· ( ·@·n··· ·t•··· G·/· ... ····"8•• ·l•s·.···· F•··········y· .... ···1··. ~.·· . . ...... : .......... : .: .. :U ............... .......... v.:·1f'V-.:V.~:.: .. : .:~ .. : .. : ... ·· ..... ·.-··-V .... : ... : ......... :: .. : .. :.;,

Metric #3- Create a vision and strategic plan for being an accountable care organization by June 2013.

Updates:

February 2013: MIHS and DMG senior leadership continue to pursue accountable care development expertise that aligns with the collective enterprise needs. Discussions with Navigant regarding MIHS/DMG enterprise goals ended recently by Navigant withdrawing their proposal to MIHS, due to their recent contract with the State's Medicaid program. MIHS and DMG are currently in discussions with the Deloitte consulting firm regarding their accountable care experience, data analysis capabilities, and the potential of an engagement with our enterprise.

November 2012: MIHS and DMG senior leadership are collaborating to create a strategy for being an accountable care organization. DMG has agreed to hire a healthcare industry consultant to assist the enterprise with its accountable care strategic development. Senior representatives met with industry consultants from Navigant Consulting this past week to explore a potential arrangement. Navigant will submit a proposal next week.

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Business Development Goals FY13

Chairs- Michael Ayres, Craig Jones, Scott Trenter

Metric #1- Create an "Enterprise Payor Council".

A. Establish an Enterprise Payor Council with a multi-functional team representing both MIHS and DMG Leadership.

Measure of success: Appoint Council Members-Done- see attachment# I. Develop and adopt a Charter-Dorm- presented i" qtr Hold a minimum of 6 meetings- 4 rneetN'SQS n::.?f(./ fnus far fn F'Y' 13, )~-'/ 1~ 12, /0-3-12) 12-5-12) anci 2-6-/.1

B. Determine the top priority payor segments and health plans to partner with, i.e. AHCCCS, Medicare advantage, Commercial, and SNCP.

Measure of Success: Prepare listing of all applicable plans within MIHS service area-;Done- see attachment #3. Prioritize by segment and potential value- in process. Contact each plan, schedule discussion about fit, determine mutual value- !fl pmcess.

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Business Development Goals FY13

C. Develop a joint enterprise strategy for emerging opportunities such as the AHCCCS bid for acute plans that will be released in November 2012, which is anticipated to include AGO requirements.

Measure of success: Form a work group vvith representatives from MIHS, DMG and MHP to develop elements to be addressed in the bid response­Done and meding 'N0c,kly~Michaei Ayres, Dr Frornm, Susan Dmia, Dr Kuruviiia, UPH Sr. Team: Bid submiHed 1-25-"13. Develop a strategy on how our joint entity will interact with payors and other health providers-contrad worktlo•N proc•••s" rinali2ed. Implement strategy as appropriate-in process, ie. BCBS!Banner. Hearth Net, LifePrinL

D. Coordinate planning and where appropriate, joint negotiations between MIHS and DMG with payors on contracts.

Measure of success: Identify negotiating team- Done··M~c~::~e~ !~vres. B:H Vana~;k:e. and 1echn~ca: ~;tan as needed. Identify 4 primary payors and initiate negotiations for service expansion-Lifeprint(Secure Horizons)MA rlan: HeeithNet; 8C8St8anner AHCCCCS Plan Bidder and Ci[Jna Medicare rlan.

E. Develop smooth roll out plans for implementation of new payor contracts and initiatives, i.e., at the clinics, operations and at both business offices.

Measure of success: Identify internal departments at both DMG and Ml HS that need to be notified of new/changed payor contracts- Dcne~sc'e attachmenl ff1. Business Dev. end Contracting to notify internal stakeholders when new/changed payor contracts and projects- Done. Business Dev. to set up in-services involving payor and MIHS/DMG clinic managers and operations- On going.

10

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GOAL #4: iuiid Partnerahip.s With Public And Pwivate Or@.ani:m&tiantS In Our Community

Chairs- Dr Robert Fromm, Bill Vanaskie, Scott Trenter

Metric #1- Maintain and expand the Mariposa Domestic Violence Program, working with a variety of community- based organizations.

UPDATES:

February 2013: We are working on the final phases of initiating a medical/legal partnership with Halle Center of the Sandra Day O'Conner School of Law ASU. This program provides free legal services for MIHS patients on site in the CHC. Clinic pilot saw the first patients Jan 251h

On January 161h, 2013 we received a $20,000 Women's Development Grant for Mariposa from The Freeport-McMoRan Copper & Gold Foundation. In January 2013, the Sundt Foundation approved a grant to Maricopa Health Foundation for $2000, on behalf of Charles Boyd, Executive Director. Please review the attached news article on our Domestic Violence Program.

November 2012: We received a grant from the Bruce T Halle Foundation on 10/3/2012 for $25,000 for our Mariposa Program (gift to Maricopa Health Foundation); We received renewal (11/13/12) of The Pulliam Grant $80,000 (grant with DMG);

11

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Business Development Goals FY13

GOAL #4: iuiid Partnerahip.s With Public And Pwivate Or@.ani:m&tiantS In Our Community

Metric #2- Partner with community organizations to expand our Family Learning Center Program and sites.

UPDATES:

February 2013:

Maryvale FLC opened December 14, 2012. There were over 350 attendees at the grand opening event with many community agencies participating in the health fair.

In 2012, the CHC-FLC had 16,622 visits 824 information requests 1 ,693 social service referral

In 2012, the SC-FLC had 11 ,483 visits 1,158 information requests 1 ,264 social service referrals

4,389 attendees and scheduled events and programs 1 ,089 attendees and literacy events

4,281 attendees and scheduled events and programs 3,031 attendees and literacy events

• SC FLC is funded by First Things First. MV FLC is funded by First Things First, Maricopa Health Foundation, DMG, MHP, and DELL.

12

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Business Development Goals FY13 GOAl #4: BuHd Pmrtneruhipa With Public And Private O~animatiemu ill Our Ctnr;muoity

Metric #3- Continue to develop and grow relationships with PNO's, and other community partners that will enable MIHS to become one of Arizona's leaders in Integrated Health Home (behavioral/medical) services.

UPDATES:

February 2013:

MIHS developed a partnership with Mercy Care to submit a bid for the Maricopa County RBHA RFP. The bids were submitted the first week of January. The proposals will be reviewed by the state and it is anticipated that the bid will be awarded by the middle of March, with on October start date.

November 2012:

MIHS has been working with Health Management Associates consulting firm since this past Spring to identify ways to take an active and meaningful role in the Regional Behavioral Health Authority RFP for Maricopa County.

After attempting to establish an Intergovernmental Agreement between MIHS and AZ Dept. of Health Services, it was determined that MIHS would partner with a Managed Care Organization to submit a proposal for this contract.

MIHS has envisioned a model that promoted physical health and behavioral health integration, while saving the system money and resources and allowing for implementation of evidenced based practices.

In the interim, MIHS continues to collaborate with the PNOs and Magellan for the Integrated Health Home project, co­locating primary care providers within the mental health clinics. The client base for this project continues to grow, the collaborative team has been effective, and there are many stories of success in helping SMI clients get physical health care that they would have otherwise never received. 13

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Questions/Discussion

14

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2-1-13

ATTACHMENT #1---GOAUTeam #3

GOAL #3: Build Business Development Strategic Planning Infrastructure

Metric #1- Create an "Enterprise Payor Council":

Payor Council Members- Chairs- Michael Ayres, Craig Jones; • Dr Abraham Kuruvilla, Dr Robert Fromm, Dr David Wisinger, Dr Dan Hobohm, Warren Whitney, Peg Loos, Laurie

Wood, Cameron Simmons, Michael Mayer, Kathy Benaquista, Mary Lee DeCoster, Susan Doria, Bill Vanaskie, Lori Lynn, Jason Moore.

• Prepare listing of all applicable plans within MIHS service area- Attachment #3; • Identify internal departments at both DMG and MIHS that need to be notified of new/changed payor contracts­

"FHC and CHC Clinics, DMG Physicians, case management, credentialing, finance, operations, billing, IT, HIM, marketing, community outreach, provider outreach".

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ATTACHMENT #2---GOAUTeam #3

Enterprise Payor Council (EPC)

CHARTER

A. Purpose and Objectives of Payor Council:

• To determine the top near term priority payor segment opportunities that will best match our service capabilities, growth objectives, and resource availability. Financial cost/opportunity assessment (Margin calculations) for AHCCCS/Medicare/Commercial is an important variable for both organizations and is part of the EPC's responsibilities. Timely decision making and sense of urgency will also be important to capitalize on opportunities.

• Identify, secure, and retain key payor targets and grow desirable payor market share. • An important objective and responsibility of the EPC is to determine longer term payor strategic direction, ie, the upcoming

AHCCCS bid in 2013, the "Duals project", how to best navigate accountable care, how to maximize the Az Insurance Exchange opportunity in 2014, etc. We need to determine our strategy and direction for emerging opportunities and develop go-forward MIHS/DMG strategies/tactics.

• Align payor strategies and targets between MIHS and DMG. • Facilitate and coordinate smooth implementation and operational rollout of new payor contracts at MIHS and DMG with all key

Internal Stakeholders, including COMMUNICATIONS to all MIHS and DMG Mgmt when we have a new contract, a change in terms of existing contract, effective dates, in-services, and internal training.

• Establish and maintain favorable relationships with our payor partners by servicing payor accounts and continuously assessing payor needs and interest regarding new initiatives.

• Work with Sr Team on payor ACO strategies and follow up.

B. Council Constituency:

• Payor Council to be Co-Chaired by CFO's Michael Ayres and Craig Jones; • Other Senior Leaders: Warren Whitney, Susan Doria, Dr. Kuruvilla, Dr. Wisinger, Bill Vanaskie, Gary Lishinski, Mary Lee

DeCoster, Peg Loos, Kathy Benaquista, Dr. Fromm; • Staffed by Scott Trenter, Mike Mayer, and Cameron Simmons. • EPC reports to the EL T.

C. Recent Examples of need for Payor Council:

• Should we continue to grow AHCCCS market-share-is it profitable business for MIHS and DMG? • Should we pursue Commercial business or let our commercial contracts go? • LifePrint-A Medicare Advantage, IPA network. LifePrint/Secure Horizons: Assess revenue/financial potential; contract

coordination, understanding the dynamics/mechanics of a new product segment; how to create and mobilize an implementation team; Pert chart/timeline sequence of priority tasks;

• Health Choice OB Contract, HC PCMH amendment: challenges to finalizing and implementing this contract have been on hold for 6 months. MIHS and DMG need to determine how to split the Total OB reimbursement. Meanwhile all the OB Clinic Managers and HC members are on hold status. Also, we are presently evaluating Health Choice's PCMH $1 pmpm proposal.

• Mercy Care and APIPA Medical Homes: We are in the early process of trying to figure out joint MIHS/DMG implementation teams; payers are telling us that if we can demonstrate quality, cost-effective outcome data, they will send us volume and pay performance incentives. Need to make sure we have the staff resources to deliver and show results. Delivering results will earn more payor volume-one of our best growth strategies.

• PHP Contract and Rollout; • IHH Behavioral Clinic Roll out;

D. Dashboard and Reporting Tools:

• Monthly AHCCCS Dashboard

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Group offers ubuse victims u fresh start

By David Madrid- Jan. 7, 2013 10:15 PM

The Republic 1 azcentral.com

She was in the hospital when her guardian angel came.

She was pregnant, the woman said, the second time she was physically assaulted by her boyfriend, and when she started having

contractions she dialed 911. At Maricopa Medical Center, she told staffers about the attack and other abuse, the woman said. They

referred her to Mariposa Wings, a group that helps domestic-violence victims in the hospital.

"They saved my life," said the woman, 33. She has been away from her abuser for two years but does not want her name published

because she fears for her children's safety. Maricopa Health Foundation runs Mariposa: Wings to Safety, one of many social-service

organizations supported by The Arizona Republic and 12 News' Season for Sharing campaign.

The program, at Maricopa Medical Center at 24th and Roosevelt streets, is a frontline defense against domestic violence. The group

gives domestic-violence victims an advocate who helps them get treated, get legal protection, and get their lives back.

The program was created in 2001 by Dr. Dean Coonrod, the chairman of the Department of Obstetrics and Gynecology at Maricopa

Integrated Health System, and Anu Partap, a pediatrician who is no longer at the hospital.

Early in his career, Coonrod was learning about the health effects of domestic violence on pregnancy when he found out that some

doctors didn't know the signs of domestic abuse and some didn't refer abused women to other agencies that could help. 'What they

(doctors) were afraid of was opening up a can of worms, and they were afraid to get stuck dealing with something they didn't have a lot

of expertise dealing with," he said. With some seed money from the Governor's Office and Value Options, a behavioral health-care

company, and other sources, the program was established.

Expert help

The Mariposa program is available 24 hours a day. Anyone can walk in for help, but its relationship with the hospital sets Mariposa

apart, experts say. It trains doctors and nurses to spot signs of abuse. When doctors or nurses find a victim, they call the Mariposa

program, and an advocate takes over. Doctors "don't have to deal with any of that. We take care of it," said Dena Salter, director of

the program. Mariposa is an important resource for the health-care community because it specializes in helping domestic-violence

victims, said Connie Phillips, executive director of Sojourner Center.

Sojourner Center provides legal advocacy, emergency shelters, and transitional housing to domestic-violence victims. Mariposa often

refers victims to its shelter program. Many health-care facilities refer victims to social-service agencies. Those agencies may not be

able to respond immediately or they may not be domestic-violence specialists, Phillips and other experts say.

"This is what they do," Phillips said of Mariposa, "They are advocates".

The program needs donations to survive.

It receives little state money. Only about 7 percent of its $200,000 budget is funded by the government. The rest comes from

donations and grants. Donations help pay for the four Mariposa advocates, who include Dena Salter. Salter said the program would

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like to increase its budget to $250,000 to hire another advocate. The program helps about 400 women a year get domestic-violence

services. It provides parenting and violence-prevention education to 4,000 to 5,000 women a year, according to program estimates.

Victims aren't charged for Mariposa's help and insurance doesn't pay it. It is dangerous to document domestic violence on insurance

paperwork, because the abuser could read it, Salter said.

Also, many of the women who use the program are uninsured, she said. An advocate

For the mother who got help in the hospital, the program's domestic-violence advocate has been the biggest help.

The same advocate has been there for her since that visit to the hospital. After she was released from Maricopa Medical Center, her

advocate helped her get a temporary order of protection. She used a hospital computer to video conference with the judge.

That order forced her boyfriend to temporarily stay away from their home so she could care for her children and prepare to move.

Later, the advocate helped her get a permanent order of protection and custody of her five children.

At one court hearing, the advocate warned the woman to park in front of the courthouse.

The caseworker predicted exactly how her boyfriend would react. "He circled around the parking lot trying to find out where I parked,"

the woman recalled.

The mother of five attends a weekly Mariposa support group. She has learned a lot about domestic violence.

Verbal abuse escalates to physical abuse. Then the abuser is apologetic. That is the honeymoon phase, the woman said. Then it

starts again. Her former boyfriend doesn't know where she lives, but she fears that he will find her. Mariposa gave her and her kids a

new start in life, she said.

Read more: http://www.azcentral.com/arizonarepublic/local/articles/2012/ll/15/20121115group-offers-abuse­victims-fresh-start.html#ixzz2JPOfxylL

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