1. Planning
Affinity for Alliance consulting had the connections between the organizations and once the concept interested those involved, initial meetings were held to determine the needs, the timelines and the challenges of setting up roles. With expertise in Hospice’s regulatory requirements and a long history of working within an acute care setting, Affinity consulting worked with the parties to set goals and feasibility of this new relationship.
2. Gathering Information
Initial meetings with both partners identified needs and challenges. As the health care center began their search for a new director, Affinity for Alliance participated in the interview process. The health center required education on the responsibilities of the Palliative Care Director within a Hospice program. Data was obtained by the consultant to identify the hospital’s regulatory issues, as compliance with federal guidelines would create challenges for the operational process when partnering with a home care agency. Issues were then brought back to the Hospice program to determine workable solutions. Development of this partnership would take changes in technology, allowing for efficient logistics, while meeting the program goals.
3. Preparing Necessary Documentation
The consultant took time with both organizations to share details of the processes to establish a working relationship. Collaboration between the direct care teams and the Strategic Planning leadership of both organizations allowed for timelines to be continually updated and move the project forward. Once funding was established, both parties developed contracts that would be within both organizations’ own regulatory requirements.
4. Filing with Proper Agencies UCONN Health Center has an established Center on Aging, and one that continues to seek advanced connections to the communities that they serve. Visiting Nurse & Hospice of Litchfield County has a long established, high quality, 4 STAR Medicare rating for a quality Hospice Program. Both organizations had worked together in more traditional relationships for their post-acute care network but bringing them together to assist one another with their program goals and staff shortages, allowed for the development of an exciting, new, advanced program. The consultant played a pivotal role in facilitating the meetings between the candidates and eventually the newly hired individuals that would ultimately become an independent team, collaborating and working together in a shared arrangement.
5. Results
The health center was successful in the hire of a new Director of Palliative Care Medicine, signing a contract with Visiting Nurse & Hospice of Litchfield County to provide services to the agency and serve as their new Hospice Medical Director. The two organizations will share in the financial burden of the position, while gaining many benefits of the partnership. This will lead to the health center’s ability to establish a teaching fellowship in Palliative care, giving them a unique practicum experience in Hospice work. The hospice agency enhanced their capacity to utilize UCONN health inpatient as an option for general inpatient care when the need arises for their patient population. The continuity of care with sharing of the medical director allows for an ease of clinical transitions that families often struggle with. Providers no longer must change based on the location of services, as this provider now serves in both settings. Growth in both programs continue to look at new ways to advance what they offer, now that they have a trusted partner.