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VHHP's Overall Growth Strategy. VHHP's initial Bureau of Primary Care award = $551,000 in 9/2003BPHC base grant for 2010-2011 = $1.665 millionTotal BPHC funding for VHHP = $4.924 million when ARRA grants included.VHHP adopted an incremental strategy for growth via grants connected to targeted
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1. VALLEY HOMELESS HEALTHCARE PROGRAM (VHHP) Successful Grant Strategies-
Leveraged Funding for Medical Respite
MEDICAL RESPITE CARE EVERYWHERE: BUILDING OUR FUTURE
Presented by: Michael Lipman
June 2, 2010
3. Incremental Strategy Results Grants
Puentes HCV Clinic for homeless injection drug users
Migrant homeless health services
Mobile health services for homeless youth (TAY)
Medical respite program
Dental services Additional benefits
Puentes received Nat’l. Association of Public Hospitals Safety Net award - 2007
Broadened FQHC revenue base to other County departments
Funding/collaboration with local hospitals
4. Valley Homeless Healthcare Program 2009 Mike
We are at….specify locationsMike
We are at….specify locations
5. Medical Respite Program How the Strategy Worked
6. Establish “safety net” need
Patients’ conditions worsen due to homeless living conditions. They “recycle” through emergency departments and in-patient units.
Patients have prolonged hospital stays due to homelessness.
Homeless patients are re-hospitalized because of lack of follow-up health and self-care.
7. Document “safety net” need
Valley Medical Center (SCVMC) and 7 other hospitals in the County reviewed discharge records and estimated that 60-70 homeless acute care patients per month or 720-840 each year need medical respite care.
10. Show results MRP opened with 15 beds in 10/2008. In its first year, the unit admitted 85 homeless patients of which 50% were from VMC and 50% from participating hospitals.
Homeless patients were recuperating after hospital stays for surgery, cancer, foot infections, blood clots, heart disease, stroke, pneumonia, and other conditions.
11. Show results Of the 43 patients who completed the Medical Respite Program, none returned to the streets. 59% obtained permanent housing, 17% went to live with family/friends, and 24% went to transitional housing.
Cumulative avoided bed days: 357
(Year 1).
12. Keep leveraging and growing In 2009, the City of San Jose dedicated a HRSA facilities earmark to expand the MRP from 15-20 beds, the number of exam rooms from two to four and create dedicated space for case management and benefits enrollment.
New strategies for maximizing revenue opportunities in the Health Care Reform legislation.