What Drives PACE Growth?
- 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:
- 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:
- 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:
- 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:
- 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.
