• What is the process in your organization for setting aims and establishing a culture that supports growth and change?
• For example, who sets the aims of the organization, how far ahead, with what buy-in from staff, the board, participants and families?
• How are aims communicated? How is the culture of the organization shaped?

Key Actions

• Undertake a leadership listening tour to frame the problem (numeric, logical, and emotional ways), solicit ideas, and increase involvement from the team
• Provide ongoing communication about the plan to accommodate growth
• Connect the enrollment aim to the mission and reiterate the “why” of the work
• Get the right people in the right roles for change.
• Build will and buy-in among employees for growth.
• Build will and buy-in among participants and family members for growth.

• Does your organization develop positive relationship with state agencies and a shared sense of problem-solving? 
• Does your organization develop relationships with state legislators to promote understanding of and support for your program?
• Does your organization track and respond to changes in federal and state regulations impacting access and workflow?
• Does your organization develop relationships with federal legislators to promote understanding of and support for your program?

Key Actions

• Engage state legislators about PACE – site visits, constituent stories
• Develop statewide PACE coalition
• Request quarterly calls with state agency for PACE programs within the state
• Ask Medicaid to problem-solve with your PACE organization regarding Medicaid-eligibility timeline (if it is a bottleneck during the enrollment process)

Learn more in this webinar:

• Promoting a Policy Environment That Supports PACE Growth

• How do you project and plan for the systems, staff and space your PACE organization will need to serve your participants?
• What are the information systems impacted by growth? 
• What are the human resources supports for acquiring needed staff?
• What planning processes are in place to identify and develop additional space?

Key Actions

• Conduct systems forecasting for growth
• Analyze and revise staffing structure and systems based on forecasted growth.
• Match HR structure and communication with anticipated growth
• Communicate and collaborate early and often with key vendors about growth.
• Anticipate finance and investment needs

Learn more in this webinar:

• Planning for Growth

• How does your organization onboard and set the tone for developing relationships with PACE staff and other participants?
• How does your organization help ensure participants feel heard?
• How does your organization anticipate, identify and respond to a potential disenrollment? 
• What systems are in place to prevent a disenrollment, if possible?

Key Actions

• Define processes for orienting and establishing solid connections with newly enrolled participants
• Consider the first 90 days of PACE services part of the enrollment process
• Proactively manage concerns to prevent disenrollment
• Predict who will be at risk of disenrollment

Learn more in this webinar:

• Deliver Care and Prevent Disenrollment

• Does your organization have an efficient, standardized process to pre-qualify leads for age and geographic eligibility?
• Has your organization minimized the steps to confirm eligibility? 
• Can your organization enroll clinically and financially eligible prospective participants within the same month as the inquiry?

Key Actions

• Pre-qualify leads immediately for age and geographic eligibility.
• Confirm eligibility in as few steps as possible
• Enroll participants within the same month an inquiry is received

Learn more in these webinars:

• Pre-qualifying Leads
• Confirming Eligibility
• Enrolling in PACE
• Deliver Care and Prevent Disenrollment

• Do you have an established marketing budget?
• Does your organization understand the impact of your top ten referral sources on enrollment?
• How does your organization identify and develop new referral sources?

Key Actions

• Establish a marketing budget
• Conduct an analysis of top 10 referral sources
• Identify potential new referral sources

Note: Start with actions that have low barriers to entry, which can provide quick wins, and that do not require regulatory approval. For example, referral cards.