Network Development
Plan
Network Development Plan is approved under authority delegated to the Chief Administrative Officer
by the Chief Executive Officer
_____________________________________________
Ronda Outlaw, LCSW, CAO
Date
CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
The CenterPoint Human Services (CenterPoint) Network Development Plan incorporates information from the
FY 2012 Community Needs Assessment, FY 2011-2013 Strategic Plan, annual Organizational Goals and Clinical
Design Plan. As a result, services will be developed and barriers addressed, as funding allows, improving overall
access to care.
Network Development Plan sections that follow include:
I. CenterPoint Current Provider Network and Service Continuum;
II. Evidence Based and Promising Practices;
III. Agency Goals and Philosophy; and
IV. Network Development Plan Grid: Priority, Focus Area and Outcomes.
I. CenterPoint Current Provider Network and Service Continuum
(The following information is based on the 2011-2012 Community Needs Assessment)
The CenterPoint Provider Network (MH/SA):
The CenterPoint provider network is composed of 43 providers with fee-for-service contracts and 74
providers with Memoranda of Agreement (MOAs) who are physically located within CenterPoint's
catchment area. CenterPoint holds MOAs with an additional 178 providers who are physically located
outside of the catchment area. MOAs allow providers to bill through Medicaid for services provided to
CenterPoint consumers; a contract allows providers to bill for services through the LME, accessing state,
federal, grant or county dollars (i.e. non-Medicaid funds). MOAs are not required for hospital services.
Contracts are awarded to providers through a Request for Proposal (RFP) selection process. Non-Medicaid
(IPRS) funds accessed through a contract with CenterPoint are reserved for indigent service users and for
services that are not reimbursed by Medicaid.
NONSERVICE TYPE
MEDICAID
MEDICAID
Hospital Inpatient
**
4
Psychiatric Residential Treatment Facility (PRTF)
1
0*
Community Support Team
8
2
Mobile Crisis Management
2
2
Intensive In-Home Services
15
5
Multi-Systemic Therapy
2
0
Assertive Community Treatment Team (ACTT)
6
3
Psychosocial Rehabilitation Program
6
3
Substance Abuse Comprehensive Outpatient Treatment
3
3
Partial Hospitalization Program
2
2
Facility-Based Crisis Program
0
1*
SA Intensive Outpatient Program
7
5
Child and Adolescent Day Treatment
6
2
Opioid Treatment
1
1
Substance Abuse Detoxification
0
4
Residential Level II - Group Type (Child MH and/or SA)
4
1
Residential Level III (Child MH and/or SA)
7
1
** Hospital Inpatient Services do not require a MOA;
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CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
This table reflects only agencies with a physical presence within CenterPoint's catchment area.
Providers with MOAs outside of CenterPoint's catchment area total 178.
Basic benefit and outpatient services are available but are not included in service list above.
I/DD services are identified on a separate document.
*Data updated 7/24/12 with contracts.
*Source: CenterPoint
The CenterPoint Provider Network (I/DD):
The CenterPoint provider network is composed of 43 providers with fee-for-service contracts and 74 providers
with Memoranda of Agreement (MOAs) who are physically located within CenterPoint's catchment area.
CenterPoint holds MOAs with an additional 178 providers who are physically located outside of the catchment
area. MOAs allow providers to bill through Medicaid for services provided to CenterPoint consumers; a contract
allows providers to bill for services through the LME, accessing state, federal, grant or county dollars (i.e. nonMedicaid funds). MOAs are not required for hospital services. Contracts are awarded to providers through a
Request for Proposal (RFP) selection process. Non-Medicaid (IPRS) funds accessed through a contract with
CenterPoint are reserved for indigent service users and for services that are not reimbursed by Medicaid. All
Community Alternatives Program (CAP/I/DD) services are reimbursed through Medicaid.
NONSERVICE TYPE
MEDICAID
MEDICAID
CAP Crisis Services
10
CAP Day Supports
5
CAP Respite Care
5
CAP Personal Care
25
CAP Home and Community Supports
31
CAP Caregiver Training
9
CAP Residential Supports
22
CAP Residential Care Nursing
1
CAP Respite Non-Institutional Care
29
CAP Special Consultative Services
6
CAP Supported Employment
15
CAP Home Supports
18
I/DD Targeted Case Management
17
3
Long Term Vocational Support
8
5
Adult Day Vocational Program
3
Developmental Therapies
3
Developmental Day
1
Intermediate Care Facility (ICF)
13
This reflects only agencies with physical presence within CenterPoint's catchment area.
Providers with MOAs outside of CenterPoint's catchment area total 178.
Basic benefit and outpatient services are available but are not included in service list above.
MH/SA Services are identified on separate document.
*Source: Provider Contracts
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CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
Residential Facilities by Type and Location:
CenterPoint reviews the number of beds/capacity on a quarterly basis and responds to identified needs and gaps.
The legend under the graph denotes types of residential facilities and consumer groups served.
License Type
.1300
.1700
.5600A
.5600B
.5600C
.5600D
.5600E
.5600F
1
10
2
16
5
11
2
15
1
3
Davie County facilities
Davie County beds
0
Forsyth County facilities
Forsyth County beds
3
19
8
35
4
23
Rockingham County facilities
Rockingham County beds
2
8
1
4
2
9
Stokes County facilities
Stokes County beds
0
Total Facilities
Total Beds
5
27
9
39
8
50
0
0
61
307
1
10
4
31
6
14
Bed Vacancies
3
2
6
0
28
2
3
2
95%
88%
Capacity
89%
6
30
0
38
173
0
15
94
2
18
2
10
0%
91%
80%
91%
86%
*Source: Division of Health Services Regulation (DHSR) – July 2012 report
.5600A = adults primary dx MI
.5600B = minors primary dx I/DD
.5600C = adults primary dx I/DD
.5600D = minors primary dx SA dependency
.5600E = adults primary dx SA dependency
.5600F = private residence serving no more than 3 adults with primary dx MI or 3 adults with primary dx
I/DD or 3 children with primary dx I/DD
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CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
Local CABHA Providers:
Providers listed below are certified by DMH/DD/SAS as Critical Access Behavioral Health Agencies (CABHA). All
providers listed currently have offices and deliver services in Forsyth, Stokes, Davie and/or Rockingham Counties. This
list does not include CABHAs outside of the catchment area for which CenterPoint has a MOA or CABHAs which only
provide non-CABHA services within catchment area. CABHAs are required to provide psychiatric and clinical oversight
of services delivered.
SERVICES/AGE GROUP/DISABILITY SERVED
PROVIDER NAME
Daymark Recovery
Services
Faith In Families
Institute for Family
Centered Services
New Leaf Adolescent
Care
NC Mentor
Partnership for a Drug
Free NC
People Helping People
PQA Services
The Children's Home
Top Priority
Triumph (Saguaro Group)
CABHA SERVICE CONTINUUM
(plus core services of OPT,
Medication Management Contract
and Clinical Assessment)
Assertive Community Treatment Team,
Psychosocial Rehabilitation
Multi-systemic Therapy, Intensive InHome
Therapeutic Foster Care, Intensive InHome Services
Intensive In-Home, Residential Level III
Therapeutic Foster Care, Intensive InHome Services
Substance Abuse Intensive Outpatient,
Substance Abuse Opioid Treatment
Assertive Community Treatment Team,
Community Support Team
Community Support Team, Psychosocial
Rehabilitation
Day Treatment, Residential Level II
Assertive Community Treatment Team,
Community Support Team
Assertive Community Treatment Team,
Psychosocial Rehabilitation
Vision Behavioral
Healthcare Services
Community Support Team, Psychosocial
Rehabilitation
Wake Forest Health
Sciences (Amos Cottage)
Child and Adolescent Day Treatment
Youth Haven
Intensive In-Home, Day Treatment
Youth Opportunities
Intensive In-Home, Day Treatment
AGE
GROUP
SERVED
DISABILITY
SERVED
Substance Abuse Intensive
Outpatient Services
Adult
MH, SA
Community Support Team
Adult;
Child
MH
Child
MH
Adult;
Child
MH
Child
MH
ADDITIONAL
SERVICES
Community Support Team
Intensive In-Home
Assertive Community
Treatment Team
Intensive In-Home, PRTF,
Residential LIII and SA
Residential
Adult;
Child
Adult;
Child
MH, SA
MH
Adult
MH
Child
MH, SA
Adult
MH
Community Support
Team, Intensive In- Home
Adult;
Child
MH
Substance Abuse Intensive
Outpatient Program,
Intensive In- Home
Adult;
Child
MH, SA
Child
MH
Child
MH
Child
MH
Residential Level II
TOTAL CERTIFIED CABHA PROVIDERS: 15
*Source: NC DMH/DD/SAS
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CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
II. Evidence-Based and Promising Practices
Evidenced Based and Promising Practices available in the catchment area include:

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
















Applied Behavioral Analysis & Discrete Trial Training
Assertive Community Treatment Team (ACTT)
Beyond Academics
Crisis Intervention Team (CIT)
Cognitive Behavioral Therapy (CBT)
Contingency Management (CM)
Dialectical Behavioral Therapy (DBT)
Global Appraisal of Individual Needs (GAIN)
Integrated Medical/Behavioral Health Care
Motivational Interviewing (MI)
Multi-Systemic Therapy (MST)
NC START
Peer Support Specialist/ Certified Peer Support Specialist (PSS/ CPSS)
Screening, Brief Intervention, and Referral to Treatment (SBIRT)
Seeking Safety (SS)
Seven Challenges
SOAR (SSI/SSDI Outreach, Access and Recovery)
Solution-Focused Brief Therapy (SFBT)
Supported Employment
Supports Intensity Scale
System of Care (SOC)
Trauma-Focused Cognitive Behavioral Therapy (TF-CBT)
(August 4, 2011 - CenterPoint Human Services RFA #2011-261)
III.
Agency Goals and Philosophy
CenterPoint’s goals and philosophy around network development are reflected in the areas below noted in the
Clinical Design Plan:
1.
To establish a clinical model based on person centered thinking which guides all functions of the
MCO’s services and activities.
2.
To establish a network of clinical partners who actively collaborate with the MCO to provide
culturally competent services, implement evidence-based practice models and employ clinical care
guidelines with proven beneficial outcomes.
3.
To establish the recovery model for MH/SA as a core expectation for the positive outcome of the
treatment of the disabilities served and to provide the foundation for the goals of enrollee education
and self-management in the least restrictive context possible.
4.
To assure the principles of cultural competency, recovery models and person-centered care are
provided with equitable access and responsiveness for the population served.
5.
To establish funding guidelines that assures the provision of services guided by these principles.
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CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
6.
7.
IV.
To involve enrollees and their families as partners and collaborators in the evaluation and
improvement of services that lead to recovery.
To employ data to assist the process of continuous quality improvement and demonstrate
accountability in the process of needs assessments, cultural competency, delivery of services and
outcome evaluation and establishing targets for needed service modifications and quality
improvement.
Network Development Plan Grid: Priority, Focus Area and Outcomes
As a MCO managing all funding streams, greater access to data will improve validity of information and will
increase CenterPoint’s ability accurately identify needs of individuals in the CenterPoint area. Additionally, the
flexibility to develop and sustain alternative programs will allow CenterPoint and its provider network to address
needs of the most vulnerable populations.
In order to successfully assume management of Medicaid 1915 b/c services & funding, a strategic Network
Development plan must be developed. Included in the following plan are priorities, focus areas and outcomes that
will be implemented over the next 18 months, with some specific areas to be implemented as of January 1, 2013.
Priority
Focus Area
Outcomes
Development
of Waiver
Network as of
January 1,
2013
Develop an accessible,
comprehensive, credentialed
provider network for delivery of
services under waiver
Crisis Services
Assure a Comprehensive Crisis
Continuum available in Forsyth,
Stokes, Davie and Rockingham
Counties
1. Track Licensed Independent Practitioner (LIP) and
Agency application data weekly per county. Assess
priorities for phone call and email contact to promote
early applications from key providers.
2. Execute contracts with hospitals in the CenterPoint
catchment by 9/1/12.
3. Finish credentialing process for 90% of LIPs
submitting complete applications before 10/1/12.
4. Finish enrollment process for 90% of Agencies
submitting complete applications before 11/1/12.
5. Complete targeted waiver orientation & training on
MCO functions & business practices for LIPs, agencies
& hospitals by 12/30/12.
6. Assess provider network for current implementation of
EBP/EBT models by service/per county by 9/1/12.
7. Define provider network capacity and gaps in
cultural/linguistic competency using Odyssey Business
Intelligence software by 6/30/13.
8. Increase the number of Spanish-speaking professionals
in the network.
9. Integrate recommendations from the Cultural
Competency Plan once completed for the development
of a comprehensive service system and identify
provider network training needs.
1. Determine feasibility of developing a local FacilityBased Crisis Center (FBCC) for Emergency
Department (ED) diversion & provision of in-patient
care in a community setting.
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CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
2. Gather input/data to evaluate the need & potential
benefits of a FBCC including demographics, patient
population, short-term hospitalizations & ED visits
appropriate for FBCC by October 2012.
3. Identify potential partners & discuss FBCC need,
barriers including EMTALA/regulatory concerns,
timing & feasibility requirements by March 2013.
4. Finalize FBCC business plan & present
recommendations to CEO by June 2013.
5. Identify and develop “Recovery Retreats” for the
continuum of services by June 2013.
6. Increase capacity to provide outreach to local hospitals,
Central Regional Hospital and other state facilities and
local homeless shelters to provide recovery-oriented
education and support by 2/2013.
7. Recruitment and/or expansion of I/DD crisis services
under NC Innovations.
8. Crisis Diversion Options:
 Increase capacity to provide Wellness Recovery
Action Plan (WRAP) training to others through
Peer Support Services.
 Enhance ACT Team services/capacity as
community services step down.
ACTT
Implement state-wide initiative
to expand evidence-based, highfidelity Assertive Community
Treatment (ACT) Team services
in collaboration with NC ACTT
Coalition & Duke University.
NC
Innovations
Transitioning services from
CAP-MR to NC Innovations
1. With consultant, recruit ACT Teams from western,
central & eastern NC; identify participating Teams; and
establish a participation agreement with each by
10/1/12.
2. Conduct fidelity review with all Teams to identify areas
for training/technical assistance by 6/30/13.
3. Complete training/technical assistance plans addressing
identified needs of each Team by 6/30/13.
4. Determine current barriers to ACTT service delivery to
in rural counties (employee hiring issues; processes for
assisting the indigent to Medicaid eligibility, etc.)
5. Develop an organizational base to launch and expand
the North Carolina ACTT Coalition membership and
work towards providing high-fidelity ACTT services.
1. Execute Request for Information (RFI) process to
assess and recruit Community Guide Providers and
identify selected providers for contract by 7/27/12.
2. Recruit Community Guide Service Providers if
unsatisfactory response to above noted RFI process by
9/1/2012.
3. In conjunction with Jeff Payne, develop and implement
a formal process to track participation in consumerdirected care, utilizing the Agency With Choice model
by 10/1/2012.
4. Train Provider network in NC Innovations Waiver by
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CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
Methadone
Treatment
(added 9/13/12)
Recruit additional Methadone
Treatment Program to provide
choice to consumers.
B3 Services
Expand Peer Support Services Adult MH/SA
Identify Community Guide
Services - I/DD
Respite Services - I/DD
Respite Services - Child MH/SA
11/1/12.
5. In conjunction with the I/DD Care Coordination
Department, provide support to develop a plan with an
existing ICF-MR provider to convert at least 1 existing
facility from ICF-MR to HCBS waiver funding by
12/1/12.
6. Recruit LIPs/psychologists to expand capacity to
conduct behavioral assessments and develop behavioral
plans.
7. Expansion of outpatient counseling and psychiatry
services for individuals with co-occurring disabilities.
8. Assess and determine facility based respite needs using
Alpha MC Data reports on utilization and waitlists by
2/1/2013.
9. Assess current capacity for other Respite Service
options by 2/1/2013.
1. Explore all funding/reimbursement options for
Methadone Treatment programs by September 25,
2012.
2. If no funding stream, explore grant or other funding
opportunities to support a second Methadone Treatment
program.
3. Recruit a provider through existing SA providers by
October 15, 2012.
4. If needed, post RFI to recruit Methane Treatment
provider by October 25, 2012.
5. Select a Methadone Treatment provider for catchment
area by November 30, 2012.
6. Have executed contract with a second Methadone
Treatment Provider by January 1, 2103.
1. Increase capacity to provide outreach to local hospitals,
Central Regional Hospital and other state facilities and
local homeless shelters to provide recovery-oriented
education and support by 2/2013.
2. With increased Peer Support services, increase capacity
to provide Wellness Recovery Action Plan (WRAP)
training to others.
Execute RFP process to assess and recruit Community
Guide providers and identify selected providers for contract
based on B3 established funding guidelines by 11/1/12.
1. Assess and determine facility based respite needs using
Alpha data reports on utilization and waitlists by
2/2013.
2. Assess current capacity for respite based on B3
established funding guidelines by 10/1/12.
3. Increase capacity to provide facility based respite
services by 2/2013.
1. Assess current capacity for Respite Services based on
B3 established funding guidelines by 10/1/12.
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CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
Recruitment and/or expansion of
I/DD crisis services under NC
Innovations
Residential
Services
Child MH/SA
Adult MH/SA
I/DD
Rural
Counties
(Stokes, Davie
and
Rockingham)
Adult SA-IOP Services and
ACTT
Child SA/SAIOP Services
2. Generate projections based on current level of care
needs by 10/1/2012.
1. Assess for capacity for “Crisis Behavioral
Consultation” by 10/1/2012.
2. Assess current capacity for “Out of Home Crisis”
services in a licensed facility by 10/1/2012.
3. Assess need and explore expansion options for NC
START in CenterPoint catchment area by 12/30/12.
1. Enhance the quality of care & effectiveness of
community-based care for children resulting in
decreased out of home placement & reversing the trend
of escalating PRTF admissions.
2. Track data on out of home & PRTF placements to
establish baseline while continuing current system of
care involvement in process by 11/15/12.
3. Implement SOC/Care Coordination protocols to assure
that out of home placement is a last resort & is
compliant with statutory requirements & track results
by 1/1/13.
4. Assess trend data on out of home placements & PRTF
admissions to determine efficacy of implemented
protocols & make recommendations on next steps by
4/30/13.
5. Evaluate local capacity of level II and III beds in
catchment area. Determine gaps per county and prepare
RFP for provider recruitment as identified.
Assess Adult residential services need specifically in
Stokes and Davie Counties. Determine service recruitment
approaches by 6/2013.
Assess potential capacity for .5600 B facilities to serve
children with I/DD. Determine service recruitment
approaches by 6/2013.
1. Assess need and recruit an SA-IOP provider in all three
counties by 10/1/2012.
2. Identify current adult providers and their potential to
expand existing services to include SA/SA-IOP
services by 10/1/2012.
3. Assess the need for ACTT services in all three counties
by 9/1/2012.
4. Facilitate provider collaborative discussions to
determine which services might be shared or prioritized
among providers to assure enough referrals, services
and staffing exist to support providers long-term. Begin
discussions by 8/1/2012 (ongoing).
1. Partner with System of Care (SOC) Coordinator to
begin provider and Community Collaborative
discussion to address ongoing barrier’s to accessing
treatment in rural counties:
 Collectively and creatively address transportation
10
CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
2.
3.
4.
Provider
Network
Training and
Education
Assure educated providers who
understand the structure,
requirements and expectations
1.
2.
3.
4.
5.
6.
7.
Capacity
Analysis
Determine projected consumer
demand and identify gaps based
on current provider capacity.
1.
2.
issues (as noted in the 2011-2012 Needs
Assessment as top priority in Stokes, Davie and
Rockingham Counties such as joint grant
applications for provider collaboration around
transportation, the purchase of shared vehicles to
support child/family access to and engagement in
treatment, etc. by 12/30/2012.
 Identify processes for assessing and referring DJJ
children with MH, SA or co-occurring disorders in
all three counties (this also includes Forsyth
County) 9/15/2012.
Identify current child providers and their potential to
expand existing services to include SA/SA-IOP
services by 10/1/2012.
Approach Rockingham County Youth Services
(Rockingham County specifically) regarding capacity
for Medicaid billing for services by 8/1/2012.
Facilitate provider collaborative discussions to
determine which services might be shared or prioritized
among providers to assure enough referrals, services
and staffing exist to support providers long-term. Begin
discussions by 8/1/2012.
Develop training schedule, implement and track
mandatory pre-and-post Waiver implementation
training.
Finalize and post master training schedule by
8/30/2012.
Implement mandatory training consistent with URAC
and DMA Medicaid Waiver requirements for MCO
staff, providers, consumers/community by 7/30/2013.
Provide training on and/or access to the Clinical Design
Plan, the Benefit Plan, NC Innovations Waiver,
credentialing process, contract process and outcome
indicators, Alpha MCS system (contract, care
coordination, utilization, claims and billing, quality
management) and all training necessary to assure
providers are successful under the Medicaid Waiver as
of January 1, 2013.
Provide training on EBP/EBT models to specific
providers as identified.
Provide training to providers on sensitivity to different
cultures and beliefs by 12/30/12
Based on identified training needs, provider surveys
and input from the CenterPoint Area Provider Council
(CAPC) create a training calendar for providers through
Decembers 2013.
Assess State/Medicaid services per county per member
by 9/15/12.
Review historical data regarding number of members
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CenterPoint Human Services Network Development Plan
July, 2012 – December 2013
3.
4.
5.
6.
Assertive
Provider
Outreach
Assertive plan to engage
Medicaid Providers that have not
yet submitted applications.
1.
2.
3.
4.
Contingency
Provider
Recruitment
Plan
Implement recruitment activities
in the event there is not an
adequate provider network.
1.
2.
3.
4.
Ongoing
Capacity and
Needs
Assessment
Generate reports and analyze
data to support ongoing Network
Development Plan updates
1.
2.
3.
4.
per month per county to assess growth over time by
9/15/12.
Review projected eligible members per county as of
January 2013 by 9/15/12.
Assess Medicaid paid claims for number of members
served per service 9/25/12.
Compare current service capacity per county to
projected eligible per county for 2013 by 9/25/12.
Prioritize needs for service or provider recruitment per
county by 10/1/12.
Identify and track high volume providers (both
Licensed Independent Practitioners –LIPs and
Agencies) beginning August 15, 2012.
Analyze Value Options Authorizations on a weekly
basis to assure Medicaid Providers are captured
beginning August 15, 2012.
Based on gap in high volume providers and
applications begin targeted outreach through calls to
LIP or agency contact.
Track applications weekly with follow up emails,
letters and eventual site visits if deemed necessary.
Identify specific services needed and the location of
need by October 2, 2012.
Fill service gaps based on current capacity and gap
analysis beginning December 31, 2012.
Assess potential for existing providers to expand
existing services by October 15, 2012.
Determine where RFP process needs implementing by
October 15, 2012.
Analyze utilization, access and capacity of services on
a monthly basis through Alpha MC software –
December 2013.
Analyze provider outcome measures/indicators through
Odyssey Business Intelligence (GeoAccess) software –
December 2013.
Update the Network Development Plan to specify and
lay out the process for the implementation of the
overall Network structure to maintain a self-managed
system – December 2013.
Continuously update the Network Development Plan
based on the MCO Needs Assessment and above
mentioned software to help determine geographical
gaps in service – December 2013.
12