Medical Loss Ratio

The medical loss ratio (MLR) is the percentage of premium that health insurers spend on medical care and quality improvement activities. Prior to the Affordable Care Act (ACA), many insurance companies were spending a substantial portion of premium dollars on administrative costs and profits. Since 2011, the federal Department of Health and Human Services has enforced minimum MLR standards. The standards are intended to help consumers by:

  • Providing transparency. Insurance companies must publicly report how premium dollars are spent.
  • Ensuring value for the premium dollar. For insurers in the individual and small group markets, no more than 20% of premium dollars may be spent on overhead; in the large group market, no more than 15% may be spent on administrative costs and profits.
  • Providing rebates. Insurance companies not meeting the MLR standard must provide rebates to their enrollees. The rebate may be provided directly to the enrollee or indirectly through their employer.

Healthcare Flow of Funds explained: Healthcare Entrepreneur Bootcamp

Agenda Managed Care 101 for healthcare entrepreneurs seeking to do business in the California market.

Healthcare flow of funds explained. Managed Care 101 for healthcare entrepreneurs seeking to do business in the California market. Session led by Alex Yarijanian, CEO Carenodes. The aim: providing healthcare entrepreneurs with a framework within which they will find their place in the business value chain.

No business doing business in healthcare.

No business doing business in healthcare if you don’t know healthcare business. With that said, you shouldn’t limit yourself because you might have value to contribute. But it should worry you because you don’t have the time necessary to gain tribal, on-the-job, healthcare know-how and work experience.

This session challenges the idea that, just because you don’t have healthcare experience, you can’t learn if knowledge is transmitted in uniquely effective styles and methods.

Providing healthcare entrepreneurs with a framework within which they will find their place in the healthcare business value-chain.

Crossing the Chasm of Healthcare Startups: Reduce go-to-market time by understanding your leverqage points vis a vie industry meta-dynamics and insider insight. Bend the learning curve that surprises, paralyzes, and discourages many health technology startups.

Session Notes

A PILOT

Crossing the Chasm of Healthcare Startups: Reduce go-to-market time by understanding your leverage points vis a vie industry meta-dynamics and insider insight. Bend the learning curve that surprises, paralyzes, and discourages many health technology startups.

Managed Care Boot-camp for Healthcare Entrepreneurs, was a ‘pilot’ session designed to impart otherwise difficult to synthesize knowledge. Given its ‘pilot’ nature, please excuse instances where your experience might be interrupted by factors such as difficulty in whiteboard visibility, etc.

BOOTCAMP SESSION EXPERIENCE & OUTCOMES

Everyone should be able to walk out of this session feeling empowered by having learned the basic flow of funds (starting at the payer) and reimbursement structures along the healthcare delivery value chain. 

Managed Care Boot-camp for Healthcare Entrepreneurs, a ‘pilot’ session designed to impart otherwise difficult to synthesize knowledge with the following objectives:

1. Bend the learning curve of entrepreneurs in healthcare
2. Provide a framework to contextualize health tech business models (aim: to help provide a framework within which you will find your place in the business value chain).

You should be able to better refine your understanding of what ‘buckets’, and mechanisms, of funding you should pursue and trigger so as to index your business accordingly. Trends, current industry practices, and changes set to be effective in the future will be weaved into the session so as to contextualize the material. 

For an outline of topics covered, Managed Care 101 for healthcare entrepreneurs seeking to do business in the California market, see below.

to help healthcare entrepreneurs by providing a framework within which they will find their place in the business value chain.

otherwise, how else would you know how to price your deals and products?

Topics covered in this session are as follows:

I. Essential concepts
  • Crash course on 6 functional areas in any healthcare organization
    1. Operations: anything that hits P&Ls
    2. Compliance
    3. Network/Contracting
    4. Health Services: clinical services, medical director’s wheelhouse
    5. Quality: outcomes, QA/QI
    6. Engagement: outreach, customer services, etc.
  • Understanding Volume-to-Value drivers in payment
    • Business models for health technology companies
II. Managed Care Mindset: How to think like your customer.
  • Managed care: ‘utilization management’
  • Payment: Volume shift to value
  • Quality (‘value’) measured
    • Patient experience
    • Clinical outcomes
III. Lines of Business aka ‘LOB’ (funding source)
  • Medicare (Traditional Medicare and Medicare Advantage, Parts ABCD)
    Medicaid (managed Medicaid, state / federal, Medi-Cal)
  • Duals (Medicare and Medicaid beneficiaries)
  • Commercial (on exchange, off exchange)
IV. Products (benefit designs)
  • The spectrum of products: HMO, PPO, POS, EPO, FFS
  • Business ramifications
V. Difference between ‘LOB’ vs ‘product’
  • Difference between ‘LOB‘ (Medicare, commercial, etc) vs ‘product‘ (HMO, PPO, etc.)
VI. Main Reimbursement structures (payer/provider agreements)
  • Fee for service (FFS)
  • Value-based payment: upside, upside/downside
  • Predominate California Market Structure, determine who is at risk
    • Capitation
    • Delegation
  • Risk-based deals
    • Capitations and delegation of functions by the health plan to a third party
    • Global-risk, shared risk, dual risk.

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When you collapse an accordion item and save, it will automatically display collapsed in front end

Documentation and Billing of Mental Health Services: Incident – to Billing

BY CARENODES ACADEMY

Lines of Business: Medicare, (some private payers)

Certain services provided by your employee (or a fellow employee) may also be eligible for Medicare payment, but check your state law for exceptions and requirements.

“Incident to” Services

Certain services provided by your employee (or a fellow employee) may also be eligible for Medicare payment, but check your state law for exceptions and requirements.

Medicare allows for the billing of “incident to” services performed by ancillary personnel under the supervision of a qualified Medicare provider. Services furnished “incident to” a psychologist’s services are covered by Medicare if they meet specified requirements outlined in the Medicare Carriers Manual. These requirements state that the services must be: 

Service Requirements to Bill

  • Mental health services that are commonly furnished in a psychologist’s office.
  • An integral, although incidental, part of the professional services performed by the psychologist.
  • Performed under the direct personal supervision of the psychologist.
  • Either furnished without charge or included in the psychologist’s bill.  

Psychologists should closely review their MAC’s local coverage determinations (LCDs) for any limitations or restrictions on “incident to” services. You can view the LCDs online.

Medicare allows for the billing of “incident to” services performed by ancillary personnel under the supervision of a qualified Medicare provider. Services furnished “incident to” a psychologist’s services are covered by Medicare if they meet specified requirements outlined in the Medicare Carriers Manual. These requirements state that the services must be: 

  • Mental health services that are commonly furnished in a psychologist’s office.
  • An integral, although incidental, part of the professional services performed by the psychologist.
  • Performed under the direct personal supervision of the psychologist.
  • Either furnished without charge or included in the psychologist’s bill.  

Psychologists should closely review their MAC’s local coverage determinations (LCDs) for any limitations or restrictions on “incident to” services. You can view the LCDs online.

The concept of “incident to” billing, used under Medicare Part B and sometimes adopted by private commercial third-party payers, is complicated to understand and challenging to implement for behavioral health organizations given the diversity of practitioners rendering services.

For behavioral health providers, “incident to” is an attractive option because it increases patient access to services since practitioners without a Medicare billing number, or who are not recognized by Medicare, but also not excluded, can provide care and bill under the supervising physician. The organization is then reimbursed at 100% of the physician fee schedule, as long as the guidelines are followed. 

Having auxiliary staff render services and the ability to bill them as if they were rendered by the physician is a privilege granted by Medicare that requires a thorough understanding of the “incident to” rules. 

This “incident to” fact sheet seeks to clarify the scope and limitations of “incident to” under Medicare as it pertains to mental health services. The intent is to assist providers and organizations avoid compliance pitfalls in the execution of “incident to” billing.

DEFINITION OF “INCIDENT TO” 

“Incident to” means services or supplies are furnished as an integral, although incidental, part of the physician’s personal professional services.

The Centers for Medicare and Medicaid Services (CMS) does not provide an explicit definition of “integral, although incidental,” in its extensive description of “incident to” rules. In brief, services that would normally be part of the treatment of a patient by a physician are rendered by an auxiliary person, functioning under the direct on-premise supervision of a physician. These services are integral to implementing the physician’s established plan of treatment of an injury or illness.

WHO MAY RENDER SERVICES “INCIDENT TO” A PHYSICIAN 

Mental health services rendered “incident to” a physician’s professional services are performed by auxiliary personnel such as nurses (RN or LPN) and professional clinicians not recognized by Medicare such as licensed professional counselors (LPCs) and marriage and family therapists (MFTs). Certain non-physician practitioners (NPP) also provide services under “incident to” such as a physician assistant (PA), nurse practitioner (NP), clinical nurse specialist (CNS), certified nurse-midwife (CNM), licensed clinical psychologist (CP) and licensed clinical social worker (LCSW).

A word of caution; there is Medicare language that appears to support that certain NPPs such as NPs, PAs and CPs can also initiate care and have services rendered and billed under their supervision. Per a Medicare Med Learn Matters Article:

“Incident to” services are also relevant to services supervised by certain nonphysician practitioners such as physician assistants, nurse practitioners, clinical nurse specialists, nurse midwives or clinical psychologists. These services are subject to the same requirements as physician-supervised services. Remember that ‘incident services’ supervised by non-physician practitioners are reimbursed at 85% of the physician fee schedule. For clarity’s sake, this article will refer to ‘physician’ services as inclusive of non-physician practitioners

Be aware that NPPs may be prohibited from delegating performance of their services to auxiliary personnel under their respective state licensure laws. The Social Security Act (SSA) also requires that auxiliary personnel providing services “incident to,” must meet “any applicable requirements to provide ‘incident to’ services, including licensure, imposed by the state in which the services are being furnished

KEY COMPONENTS – OUTPATIENT OFFICE/NON-INSTITUTIONAL SETTING

To appropriately bill and receive 100% of the physician payment under the Medicare Physician Fee Schedule (MPFS) in the outpatient office/non-hospital-based setting for mental health services, the following must occur:

  1. The physician, (typically a psychiatrist), must initiate the course of treatment (direct, personal, professional service).5
    • Physicians must see all new patients, whether self-referred or sent for consultation. This allows them to establish a plan of care or treatment for each problem identified. 
    • The initial visit by the physician may be done via telemedicine, assuming applicable Medicare rules are followed in the delivery of telemedicine. Documentation must reflect that it was a telemedicine visit and involved face-to-face contact with the patient.
  1. Because “incident to” is “problem-centric,” if an established patient presents a new problem that results in a change in the plan of treatment, the physician must be involved to initiate the change in care. 
    • EXAMPLE: The supervising physician on-site must be contacted by the NPP or must see the patient to approve the change(s) for the new problem; this contact is documented by the NPP and/or physician. 
      • Because billing “incident to” requires direct, on-site supervision, contact with the physician in this scenario cannot be done via telemedicine or phone consultation. 
  1. Medicare is not prescriptive regarding what a “change” in a plan of treatment entails, so it will be important for organizations to establish the type of changes requiring physician involvement; e.g., a NP wants to prescribe a different medication for a patient or a LCSW decides their patient would benefit from eye movement desensitization and reprocessing (EMDR) to help treat a history of trauma.
  1. There must be subsequent services by the physician of a frequency that reflects the physician’s continuing active participation in and management of the course of treatment.
    • Examples to support physician active participation could include:
      • Documentation of face-to-face visits (can include telemedicine) with the physician as needed, notation made by a non-physician clinician that the case was discussed with the physician, and physician review and signature on the individualized plan of care.
  2. In the office setting, qualifying “incident to” services must be provided by personnel whom you directly supervise, and who represents a direct financial expense to you (such as a “W-2” or leased employee, or an independent contractor).
  3. Direct physician supervision of the NPP or auxiliary personnel is required. 
    • Physician must be present in the office suite (not necessarily in same room).
    • Physician must be immediately available. Per the Centers for Medicare & Medicaid Services (CMS):

Immediate availability requires the immediate physical presence of the supervisory physician. CMS has not specifically defined the word ‘immediate’ in terms of time or distance; however, an example of a lack of immediate availability would be situations where the supervisory physician is performing another procedure or service that he or she could not interrupt

SOLO PRACTITIONERS

If you are a solo practitioner, you must directly supervise the care. If you are in a group, any physician member of the group may be present in the office to supervise.

Documentation practices that will support the appropriate rendering of “incident to” services are as follows: 

  • Evidence of required direct supervision of the services rendered, e.g., statement by therapist on a progress note such as “Therapy rendered today under the supervision of Dr. ______, who was on-site.” 
  • Individualized treatment plans that are reviewed per state requirements, signed and dated by a physician. 
  • Physician order or physician intent documented for nurse visits and patient injections. 
  • When a patient is seen by an NPP or auxiliary personnel and the patient presents with a new problem, the documentation supports that the physician was contacted regarding the new problem and determines the new course of treatment or the patient is seen by the physician prior to initiating a new course of treatment for that problem

APPLICATION & CASES

SCENARIO 1: The psychiatrist performs the initial psychiatric evaluation of the patient and develops a plan of care that includes medication management and psychotherapy. Patient is diagnosed with depression and anxiety and prescribed Zoloft 50 mg. daily. The patient is then seen monthly by a NP who makes no adjustments in the medication. A supervising psychiatrist is on-site during each appointment. 

Assuming all criteria under “incident to” are met, these visits by the NP can be billed under the name/NPI of the supervising physician.

SCENARIO 2: The psychiatrist performs the initial psychiatric evaluation of the patient and develops a plan of care that includes medication management and psychotherapy. Patient is diagnosed with depression and anxiety and prescribed Zoloft 50 mg. daily. The patient is then seen monthly by a NP. At the third visit, based on the NP’s assessment of worsening symptoms, the NP decides a change to Lexapro should be considered. The NP has a hallway discussion with the supervising psychiatrist who is on-site. The physician makes the decision to change to Lexapro. The NP documents the revised order by the physician. 

In this scenario, the NP determines that a change in the initial plan of care is potentially appropriate regarding the medication change. Because the physician made the ultimate decision, this visit and future visits can be billed under the name/NPI of the supervising physician since the plan of care remained the product of the physician’s decision-making

SCENARIO 3: Patient is seen weekly for psychotherapy by an LCSW. The patient calls requesting an additional appointment which the LCSW can accommodate. When the patient comes for this appointment, there is no supervising psychiatrist on-site. 

The visit must be billed under the name/NPI of the LCSW and will be reimbursed at 85% of the physician fee schedule.

SCENARIO 4: Patient is seen for an initial psychiatric evaluation by the psychiatrist. The patient is diagnosed with depression and post-traumatic stress disorder. The initial plan of care includes medication management and psychotherapy. 

The patient is seen for weekly psychotherapy by an LPC. 

During one session, there is no supervising psychiatrist on-site. This visit is not billable as the LPC is not recognized by Medicare and does not have an NPI.  

COMPLIANCE TIPS 

Although “incident to” is a Medicare concept, non-Medicare payers may or may not follow Medicare’s rules for “incident to.” Be sure to contact your Medicaid and third-party payers regarding their rules for billing incident-to services and have their position in writing.

  • Some confusion arises in that many people use the phrase “incident to” to describe billing NPPs or other people qualifying as “auxiliary personnel” under the physician’s billing number for private insurers. Since some private insurers do not give NPPs billing numbers, they instruct the practices/clinics to bill for the NPP services under the physician’s number

MEDICARE RESOURCES

  1. Medicare Benefit Policy Manual. Chapter 15, §60 – 60.4. This describes Medicare rules for the provision of services rendered “incident to” in office, clinic and hospital-based settings.
  2. Medicare Benefit Policy Manual. Chapter 6, §20.5.2. This comprehensively describes coverage of outpatient, hospital based therapeutic services when rendered “incident to” a physician’s service.
  3. Medicare Benefit Policy Manual. Chapter 6, §70 -70.3. This section describes coverage, supervision and documentation requirements for hospital based, outpatient psychiatric services.
  4. Med Learn Matters. Article Number SE0441. Effective August 23, 2016. This article details rules for “incident to” with additional clarifications.
  5. Med Learn Matters. Article Number SE0816. Revised May 22, 2018. This article provides an excellent summary explaining Medicare guidelines for payment of Part B mental health services.
  6. Medicare Learning Network; MLN Booklet. Telehealth Services. January 2019. This publication addresses the core Medicare requirements in the delivery of telehealth services.
  7. Code of Federal Regulations. 42 CFR 410.26. This section of the Federal Code describes the rules of “incident to” and provides definitions of key terms such as auxiliary personnel, direct and general supervision, practitioner and services and supplies.
  8. Code of Federal Regulations. 42 CFR 410.71; 410.73-410.76. These portions of the Federal Code describe Medicare coverage of services to include qualifications rendered by clinical psychologists, clinical social
    workers, physician assistants, nurse practitioners and clinical nurse specialists. The rendering of services “incident to” a physician is also addressed under each section of the respective practitioner.
  9. CMS. CY 2020 Medicare Hospital Outpatient Prospective Payment System and Ambulatory Surgical Center Payment System Final Rule (CMS-1717-FC), November 1, 2019. This link will go directly to the 2020 final
    rule. Of interest is Section X. (A) – Proposed Changes in the Level of Supervision of Outpatient Therapeutic Services in Hospitals and Critical Access Hospitals where the change is noted to general supervision for
    most hospital-based outpatient services. https://www.federalregister.gov/d/2019-24138/p-97

DISCLAIMER: The information presented in this document should not be considered legal advice; instead, all information, content and material presented in this publication is for general informational purposes only. Readers of this publication should contact their attorney to obtain advice with respect to any particular legal matter.

Funded by Health Net to Expand Telehealthcare

Carenodes network secures funding from Health Net

Health Net has grant funded a proposal by Insight Choices, in partnership with Carenodes, to expand virtual healthcare delivery capacity and accessibility. In response to the ongoing COVID-19 pandemic, Insight Choices, a coalition of psychiatric providers across California were awarded a $125,000 telehealth infrastructure expansion grant by Health Net.

The grant will help Insight Choices launch new telehealth technologies to increase its prevention and intervention efforts for patients with mental health conditions. Furthermore, availability of funding will enable the provision of crisis intervention services, mental and substance use disorder treatment, crisis counseling, and other related supports for communities impacted by the COVID-19 pandemic.

Earlier this year, Health Net announced it would award $13.4 million in immediate assistance for Medi-Cal providers to expand telehealth capacity and capabilities at California safety net clinics, Federally Qualified Health Centers (FQHC), and independent provider practices.

Providing increased access to care during this unprecedented time is critical to ensuring our most vulnerable populations stay healthy and safe. The amount of difficult news, confusion and tragedy surrounding all of us in a short period of time can feel insurmountable. Reaching out for help is incredibly important and telehealth is key to ensuring access to care is not interrupted.

Brian Ternan, President and CEO, Health Net of California and California Health & Wellness.

Recognizing the urgency of the situation, Insight Choices saw the need to increase its telehealth offering to benefit its patients who are coping with increased anxiety, deep depression and unfortunately, suicidal ideation. The organization is also seeing an increased need to provide mental health services for health care workers on the frontline of the pandemic.

“Health care providers throughout California are under incredible, and still increasing, strain as they work diligently to fight this pandemic, and for our patients, the strain they feel is just as, if not more difficult to handle,” said Robert Chang, DO, Medical Director & President at Insight Choices. “As we focus on mental health care and the emotional wellbeing of the Californians we serve, these funds will provide Insight Choices the support needed to deliver a robust response to the mental health needs exasperated by the COVID-19 pandemic.”

“Our nation’s health care providers are under incredible, and still increasing, strain as they fight the pandemic. Insight Choices plan for the COVID-19 Telehealth Program is a critical tool to address this national emergency—starting in California and the counties we serve with a focus on mental health care and emotional wellbeing. This grant will provide Insight Choices, and the communities it serves, vital funding to assist in a more robust response to the mental health crisis exasperated by the COVID-19 pandemic,”

Alex Yarijanian CEO of Carenodes and Interim COO of Insight Choices

Social distancing has led many across the nation to seek out health providers that offer telehealth to ease the anxiety of walking into a clinic, and this is no different for mental health clinics. Telehealth can also bring costs down for some patients and is a benefit to those without a mode of transportation. However, many providers and organizations that serve Medi-Cal patients face financial barriers to expand the implementation, and this is where organizations like Health Net come in.

Insight Choices and Carenodes, will support infrastructure modernization efforts to include telecommunications services, information services and devices necessary to enable the provision of telehealth services during this emergency period. In addition, such capacity building funds have the potential to substantially stimulate the deployment of innovative access to care models.

About Insight Choices
Insight Choices Psychiatry and Behavioral Health Services offer a full range of assessment and treatment options to address the mental, emotional and behavioral problems that occur throughout life. The group’s programs encompass a comprehensive view of mental health integrating the biological, psychological and social dimensions of care. Serving populations across California with expanded hours (nights and weekends), telehealth availability, evidence-based treatment modalities, and engagement via technology and virtual means, Insight Choices leads access to care.

About Carenodes
Carenodes leads healthcare infrastructure development efforts around integrating nonmedical services within mainstream healthcare (primary care, behavioral, substance abuse, payers). It focuses on developing provider networks with the capacity to deliver on the promise of a ‘biopsychosocial model of wellbeing’ and equity in access to healthcare.

About Health Net:
Health Net believes every person deserves a safety net for their health, regardless of age, income, employment status or current state of health. Founded 40 years ago, we remain dedicated to transforming the health of our community, one person at a time. Today, Health Net’s 3,000 employees and 85,000 network providers serve more than 3 million members. That’s nearly 1 in 12 Californians. Health Net of California, Inc., Health Net Life Insurance Company and Health Net Community Solutions, Inc. These entities are wholly owned subsidiaries of Centene Corporation (NYSE: CNC), a Fortune 100 company providing health coverage to more than 20 million Americans.

Strong Networks Begin with Strong Healthcare Provider Relationships

As Medicare Advantage plans already know, many factors go into building a robust CMS-compliant network. One focal point should be strong provider relationships. Carenodes is committed to cultivating long-lasting relationships with healthcare professionals, offices, facilities and systems.

Here’s why these partnerships matter:

  • Strong relationships don’t happen overnight. We’ve been committed to building provider relationships for 40 years. Our experience, combined with the ability to evolve in a fluctuating healthcare landscape, helps ensure we’re always bringing value to our provider relationships. Then providers bring value to the network.
  • A plan is never starting from scratch. We have contracts with more than one million providers. We begin with these practitioners when helping to build, supplement or expand a network.
  • Contracted providers can help a network go to market faster: By leveraging contracted providers, we can secure contracts quickly, efficiently and cost effectively, so your plan can get to market faster.
  • Providers know Carenodes. Because so many providers already work with us, they know how we work. They also know they have broader access to health care programs, giving them the incentive to participate in a network.
  • Carenodes knows providers. Just like providers know us, we know our participating practitioners. Our 130 network development professionals understand what providers want. They’re able to convey the benefits of participating in a network.
  • Contracted providers are in a better position to meet network requirements. Our contracted providers have credentials using guidelines that are prepared in consideration of the NCQA CR Standards and guidelines. They may already be compliant with Medicare Advantage requirements or may only need to amend their contracts.

A commitment to strong provider relationships is just one aspect of Carenodes’ Network-Based Services for Medicare Advantage Plans.

#IBELIEVE in Maternal Mental Health Access: Payer Guidance & Provider Talking Points to Hold Payer Accountable

#IBELIEVE in Maternal Mental Health Access and I will fight alongside you each and every step of the way.

Closing gaps in maternal mental health care seems like a no-brainer but, just like much of the healthcare industry, we’ve been slow to adapt and even slower in adoption.

  • Slow at adapting to a changing world and population needs.
  • Slow to adopt reasonably sound new technologies, interventions, and process innovations.

We cannot leave our mothers behind! As such, the following guidance is targeted towards payers and health insurance companies — and for us all (from community member to healthcare provider) to hold payers accountable.

2020 Mom believes change is possible in maternal mental health care. If you also believe change is possible, join us!

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Here are the steps health insurance companies can take to support maternal mental health (MMH)

HEALTH PLANS & PAYERS:

  1. Institute a case management/care coordination program, allowing obstetricians to refer moms immediately into the program who screen positive for depression, anxiety or bi-polar disorder. Medicaid plan case managers/care coordinators should also address social determinants of health, like food and housing insecurity and safety.
  2. Inform obstetricians how to bill for screening.
  3. Inform obstetricians how to bill for treatment (brief intervention/medication management).
  4. Provide telepsychiatry patient to provider services for all patients with bi-polar disorder, treatment resistant depression, or severe mental illness as a standard.
  5. Inform obstetricians that they should be treating basic depression and anxiety as prescribers when necessary, and how they can consult with a reproductive psychiatrist and bill for their time.
  6. Reimburse obstetrians and hospitals who staff LCSWs or other talk therapists in their offices.
  7. Cover digital therapuetics and explain to providers how to prescribe use of these tools.

MENTAL HEALTH INSURANCE COMPANIES

  1. Identify via an attestation, on the provider credentialing form and at a recredentialing for existing providers, which providers have taken at least 8 hours of a certificate based training in maternal mental health and have 20 practice hours treating MMH disorders.
  2. Pay providers who have earned a PMH designation (the board test provided by Postpartum Support International) higher rates.
  3. Monitor whether you have sufficient MMH providers based on child bearing age women and location of these women in the service area and recruit as needed.
  4. Be available to coordinate with case managers at medical insurers.
  5. Reimburse birth hospitals or medical clinics that provide support groups for maternal mental health disorders, NICU moms/parents that are clinician or certified peer specialist lead.
  6. Authorize services for MMH specific outpatient day treatment programs and inpatient programs. Work to recruit such programs in the provider network.

2020 Mom believes change is possible in maternal mental health care. If you also believe change is possible, join us.

http://www.mom2020.org