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This content has been reviewed for accuracy by Amanda Minimi, Director of Corporate Development for Aeroflow Health.

The terms “ghost networks” or “phantom networks” emerged during discussions of mental health parity at the start of COVID-19. Coined by Mike Evans, partner at K&L Gates and former Senate Finance Committee official, these terms captured the frustration of patients encountering inaccurate provider directories. What began as a mental health-specific issue has since broadened to acknowledge the wider problem of outdated directories and the need for regulatory action.

According to Yale Law & Policy Review, between 45% and 52% of provider directory listings had errors, with some individual plans having error rates as high as 98%. While it may seem straightforward that having providers who are no longer licensed or practicing in their field or unable to take on new patients is a problem, ghost networks can extend beyond that. Sometimes, directories are too broad and can overwhelm patients with options that do not actually provide the specific type of care they need. Additionally, some provider categories, such as lactation providers or language specifications, may be missing from the directory altogether. In short, there are many optimizations that need to be done in order to meet the needs of patients.

Ways To Improve Directories

Improving directories can be achieved by taking a holistic approach to a patient’s healthcare journey. By considering all of the possible points and barriers in the care continuum, we are able to ensure directories are user-friendly and that patients can easily find the information they need to make the informed decisions about their care. Improving provider directories is critical to ensure patients have access to the care they need when they need it. In order to do so, we should:

  • Increase transparency: Health plans and all providers should provide clear and concise information to patients about the providers in their network, including their contact information, office hours, and specialties. Health plans should also provide real-time updates, inclusive of product and services specific information, to their provider directories to ensure they are accurate and up-to-date.
  • Improve provider data collection: Health plans should improve their provider data collection processes to ensure they are collecting accurate and complete information about their network providers, including their availability and acceptance of new patients. This can be achieved through the use of automation and standardized data collection forms.
  • Improve network contracting: Networks should not be reviewed by the provider type but should be reviewed by the product category or specialty. This review can be completed by holding network teams accountable through taxonomy code reporting. This can also help health plans better identify the types of providers they need to add to their network to meet patient needs.
  • Deeply understand the patient journey: Patients should be encouraged to provide systematic feedback on their experiences with healthcare providers. Understanding how patients both initiate and continue their care allows us to design richer processes that help them coordinate the best courses of action. This feedback not only improves the accuracy of provider directories but also ensures they are designed with patients’ needs in mind. By engaging patients in this way, we can make it easier for them to find the appropriate care, ultimately enhancing their overall healthcare experience.
  • Increase collaboration: Health plans, providers, and regulatory agencies should collaborate to improve the accuracy of provider directories. This can include sharing best practices, developing standards for data collection and reporting, and working together to develop innovative solutions to improve provider directories.

How Aeroflow’s Integrated Approach Provides A Solution

Since 2001, Aeroflow Health has been working closely with their health plan partners to collaborate and improve the communication and engagement between patients and their health insurance providers. Through an integrated care model, Aeroflow streamlines the patient care journey, seamlessly weaving in complementary benefits that patients often seek, thus eliminating confusion and fragmentation in their care.
Aeroflow’s integrated approach combines personalized patient care with a robust network of healthcare services and benefits. By coordinating with health plan partners, Aeroflow ensures that patients receive comprehensive support, from initial consultations to follow-up care, and access to additional services like medical equipment, home health solutions, and wellness programs. This holistic approach not only improves patient outcomes but also enhances overall satisfaction.

Aeroflow’s integrated care model aids in the ghost network frustrations by seamlessly displaying all services and providers that are in-network with various insurance plans, often down to the employer-group level. Patients can easily access benefits through their in-network providers, eliminating the frustration of encountering ghost networks. Additionally, Aeroflow maintains an active directory of providers who are currently accepting patients and available through their insurance. By keeping this directory up-to-date and transparent, Aeroflow guarantees that patients receive care from active, verified providers, enhancing both accessibility and trust in the healthcare system. By eliminating ghost networks and clearly communicating benefits, Aeroflow significantly improves patient satisfaction and health outcomes. Our dedication to patient-centered care and innovation, coupled with our seamless integration of additional benefits, distinguishes us as a trusted partner in healthcare, setting us apart from other DME providers in the market.

Provider directories are essential for ensuring that patients have access to quality healthcare services. The existence of ghost networks and other inaccuracies in provider directories can lead to significant problems for patients, including delayed treatment, frustration, and potentially negative health outcomes. While there are already laws and regulations in place to ensure the accuracy of provider directories, there is still much work to be done to improve the patient experience and address the shortcomings of current systems. This will require a collaborative effort between healthcare providers, insurance companies, and policymakers to find comprehensive solutions that prioritize patient engagement, enforce subspecialties, and prioritize accuracy and timeliness in updating provider directories. By addressing these challenges, we can help ensure that patients have access to the care they need and deserve.

To learn more about how Aeroflow Health is partnering with health plans to eradicate Ghost Networks through an integrated approach, schedule time with our team here.
Picture of Written by Joy Payne

Written by Joy Payne

Joy is the Senior Content Coordinator at Aeroflow Health. With over a decade of experience in bringing brand stories to life, Joy has a profound appreciation for the power of storytelling.

As a graduate of Western Carolina University with a bachelor's degree in English: Professional Writing, Joy has actively contributed to various publications, including Grit & Virtue, AdventHealth's Experience Magazine, and Thryve Mag. Through her work, she has demonstrated a keen eye for expressing unique perspectives that resonate with audiences and elevate brand voices.

In her free time, Joy enjoys driving along the Blue Ridge Parkway, writing songs, and discovering the best coffee spots in town. Her diverse experiences and commitment to shining a light on meaningful stories underscore her expertise in the field.

References

Burman, A. (n.d.). Laying ghost networks to rest: Combatting deceptive health plan provider directories. Yale Law & Policy Review. https://yalelawandpolicy.org/laying-ghost-networks-rest-combatting-deceptive-health-plan-provider-directories  

Written by Casey Hite, CEO, Aeroflow Health

I’m proud to reflect on our sponsorship of LatchAVL, a community event organized by the Buncombe County Breastfeeding Coalition in celebration of World Breastfeeding Week. This free family event in Asheville, NC  was dedicated to supporting and educating breastfeeding mothers in our community.

The event featured educational sessions on breastfeeding, safe sleeping practices, and car seat safety, while also connecting families with local support groups and lactation experts.

Jennifer Jordan, our Vice President of Aeroflow Breastpumps, shared, “We were thrilled to support LatchAVL in our hometown, aligning with our mission to provide accessible resources and support for breastfeeding mothers.”

I would like to add, at Aeroflow Health, we believe in fostering a supportive community for new mothers and their families. LatchAVL was a fantastic opportunity to come together and provide the vital resources and education needed for a healthy breastfeeding journey. We are committed to making a positive impact on maternal health and are delighted to have seen the community’s enthusiastic response to this initiative.

Events like these are crucial because they help new mothers feel supported and informed, reducing stress and uncertainty during a pivotal time in their lives. Access to accurate information and professional guidance can significantly improve breastfeeding success rates, which in turn can enhance both maternal and infant health outcomes. A supportive environment can empower families to make informed choices about their health and well-being.

Picture of Casey Hite, CEO, Aeroflow Health

Casey Hite, CEO, Aeroflow Health

Casey Hite serves as Aeroflow Health's CEO and is a seasoned healthcare executive with a strong background in healthcare operations, strategy and technology. With over 10 years of experience in the healthcare industry, Casey has a deep understanding of the challenges and opportunities facing healthcare organizations. He is passionate about driving operational excellence and improving patient outcomes through innovative solutions and strategic initiatives. As a results-driven leader, Casey is committed to delivering high-quality, patient-centered care and driving positive change in the healthcare industry.

In 2002, Casey and his brother Don launched Aeroflow Healthcare, which has transformed the Home Medical Equipment industry. Today, Aeroflow Health stands out from its competitors by basing the entire model around ensuring excellent customer service by placing its customers in control of their healthcare journey through technology and an online adaptive equipment and service selection process.

Casey has overseen and led the creation and growth of Aeroflow Mom & Baby, Motif Medical, Aeroflow Sleep, Aeroflow Urology, Aeroflow Diabetes as well as numerous other entities that operate under the Aeroflow Healthcare umbrella. Providing patient centric focused products and services with an industry leading business model, Aeroflow Companies service patients nationwide, scoring higher than any of its competitors in patient satisfaction.

Written by Lauren Bennett, COO of Aeroflow Health

One of the reasons I was first drawn to Aeroflow and that I have been a part of the Aeroflow Health family for so long is our commitment to patient accessibility.

Our interactions with the healthcare system are very personal. We inherit some attributes and others are a product of our environment. Some may be planned for, like pregnancy or elective surgery and others are accidental, like falling and breaking a hip. Insurance companies cover some remedies and not others.

We can get frustrated, scared, elated, or relieved – all while dealing with the same condition. Working in healthcare – especially for a company like Aeroflow Health that prides itself on being a disruptor and the most innovative DME business around – has given me a greater understanding of the system. Friends and family members often seek guidance, an explanation, or my opinion as to why parts of our system are structured the way they are.

I am so grateful that I have this understanding, because the healthcare system is confusing, bureaucratic, and contradictory. I recognize that many health policies are created by health plans in an attempt to control utilization, manage cost, and of course, reduce fraud, waste, and abuse within the system. Despite these good intentions, such policies can sometimes negatively impact the patients they are meant to serve. Both private and federal health plans can create confusion and uncertainty, often contradicting the care they aim to provide. Some of theses policies simply don’t make sense. They certainly are the antithesis of so much of what Aeroflow stands for as a company.

Take CPAP coverage. It begins with your wife, husband, partner, or roommate telling you that you snore. LOUDLY. You deny it until you one day realize that this may be a problem. Then you tell your doctor, who wants you to get a CPAP machine.

Great! Or so you think. First there is a sleep study. Then if the sleep study identifies you do have sleep apnea, your doctor will write a prescription for a CPAP machine. Like adjusting to new medications or eating habits, it may take you time to adjust to wearing a mask while sleeping, resulting in some nights where you are inconsistent in using your new device. If you dare drop below the deemed level of compliance, generally seventy percent – even by a single percent or one night’s sleep – your coverage can be dropped and you could be forced to pay market rate for the machine.

It sounds ludicrous, right? We know that sleep apnea causes a number of other diseases which could kill you, yet it is something that is hard to notice if you are the person with the condition (since others are usually pointing it out to you). From a coverage perspective, you have no incentive to wear the device if it is not covered anyway. You may even refuse it.

Things like this make no sense.

My friend recently told me a story that at his annual physical, his doctor asked if he wanted his Vitamin D tested. He replied, “of course,” to which his doctor responded, “you just need to know that if your insurance company denies this blood test, you will have to pay $300 for it.”

My friend declined the test.

This doesn’t make sense either. It actually flies in the face of everything we know about the importance of preventative medicine.

Using a CPAP machine even ten percent of the time is better than none at all and testing for a vitamin deficiency makes sense – especially given their importance.

While all of this is overwhelming, I am glad that I work for a company trying to lead by example and one which demonstrates to policymakers and regulators that a common sense and accessible approach to healthcare is one that everyone could benefit from.

There is a reason we go the extra mile – that we spend time counseling patients who are stressed and scared. There is so much they have to deal with, they need to know that we are their ally and fighter for a better system that puts preventative care first and that does not make finances a barrier to treatment.

We must do all we can to infuse every part of America’s health system with these values. It will mean healthier people, longer lives, and a greater chance at financial solvency for so many afflicted with illness.

Picture of Lauren Bennett, COO of Aeroflow Health

Lauren Bennett, COO of Aeroflow Health

Lauren Bennett is Chief Operating Officer for Aeroflow Health, where she leads national operational performance and experience. Lauren joined Aeroflow Health in 2014 and has held a variety of leadership roles within the company in strategy, experience, innovation, data analytics and growth. In her current role, Lauren oversees more than 200 operations employees and leaders across multiple business areas at Aeroflow Health. Lauren's priority is improving the experience for patients, health plans, providers and employees. Previously, Lauren was Vice President of Aeroflow Sleep and Director of Sales Operations for Aeroflow Breastpumps. She is known for driving innovation and efficiency through implementing state of the art automation with a goal of delivering a seamless patient experience

Written by Amanda Minimi, Aeroflow Health

A Night of Culinary Excellence for a Worthy Cause

On May 15, 2024, Aeroflow Health proudly partnered with the March of Dimes at the 42nd Annual Gourmet Gala. Held at the National Building Museum in Washington, DC, this prestigious event brought together 55 Members of Congress, over 700 guests, and a panel of renowned local chefs, all united by a common goal: to support new moms and babies across the nation. This year’s event was a resounding success, raising a record-breaking $1.47 million to further the March of Dimes’ advocacy, research, and educational efforts.

The Gourmet Gala: More Than Just a Cook-Off

The Gourmet Gala is no ordinary event; it’s a vibrant celebration of hope and resilience. Members of Congress took center stage in a spirited cook-off competition, showcasing their culinary prowess and serving up their favorite dishes. Their creations were judged by a panel of esteemed local chefs, including Chef Pepe Moncayo of Cranes, Chef Robbie Meltzer of Jose Andres Group, Chef Matt Baker of Gravitas and Michele’s, and Chef Gabe Thompson of Thompson Italian.

The evening also featured the heartwarming story of the Donaldson Family, who shared their emotional journey of welcoming their son Carter into the world at just 25 weeks, weighing a mere 12 ounces. Their story highlighted the critical role that the March of Dimes plays in providing support and resources to families with babies in the neonatal intensive care unit (NICU).

Culinary Competition Winners

The event’s culinary competition saw Members of Congress vying for top honors in various categories:

  • Easiest Preparation: Rep. Bob Latta (R-OH) and Dr. Marcia Latta with their Oreo Victory Dessert
  • Hometown Hero: Rep. Robin Kelly (D-IL) with her Tater Tot Casserole
  • Healthiest Recipe: Rep. Rick Scott (R-FL) and Mrs. Ann Scott with their Wild Rice Chicken Salad
  • Judge’s Choice: Rep. Dan Goldman (D-NY) and Mrs. Corinne Goldman with their Challa
  • Best Presentation: Rep. Greg Landsman (D-OH) and Mrs. Sarah Landsman with their Shrimp Louis
  • People’s Choice: Rep. Sanford D. Bishop, Jr. (D-GA) and Mrs. Vivian Bishop with Grandma Betty’s Yellow Corn Grits & Southern Style Spicy Shrimp

A Community United

Dr. Elizabeth Cherot, President and CEO of March of Dimes, expressed her gratitude: “Our annual Gourmet Gala is more than a culinary event, it’s a celebration of hope and resilience for families across the US. We’re incredibly grateful for the support of our Congressional Chefs, sponsors, attendees, and volunteers who make these events possible—their generosity allows us to continue to fight to improve health outcomes for all moms and babies.”

Aeroflow Health’s involvement in the Gourmet Gala underscores our commitment to supporting organizations dedicated to health and well-being. As a company, we believe in making a positive impact in the communities we serve, and our partnership with the March of Dimes is a testament to that commitment.

Looking Ahead

As we look to the future, Aeroflow Health remains dedicated to supporting initiatives that advocate for the health and wellness of families nationwide. Our partnership with the March of Dimes is just one example of how we strive to make a difference.

To learn more about the March of Dimes Gourmet Gala and to see photos from the event, please visit marchofdimes.org/gourmetgala.

Together, we can continue to champion the cause of healthy moms and strong babies.

Picture of Amanda Minimi, Aeroflow Health

Amanda Minimi, Aeroflow Health

Amanda is the Director of Corporate Development at Aeroflow Healthcare, the largest provider of breastfeeding equipment and services in the nation. Amanda has led Aeroflow Healthcare's health plan partnership initiatives where there collaboration-based solutions have led to better outcomes through high patient engagement and increased instances and duration of breastfeeding. Amanda also serves as the co-chair of AAHomeCare's Breastfeeding Coalition, a team that works with states and health plans to advocate to reduce barriers in access to breastfeeding.

Written by Casey Hite, CEO, Aeroflow Health

At Aeroflow Health, our mission has always been to stand out in the DME industry by merging patient access with innovative technology. We understand that healthcare can be overwhelming, often stressful, and uncertain, so we are committed to making it more accessible.

Our role extends beyond merely delivering medical supplies. At Aeroflow Health, we believe our patients deserve partners who provide educational information and cutting-edge technology. We take pride in our supportive and compassionate approach, investing in our people and their communities through volunteer opportunities and programmatic support for organizations making a tangible difference.

When we founded Aeroflow in 2001, we knew that we were entering a sector that did not always embrace change and where community partnerships were rarely, if ever, considered. Our technology helped us successfully impact the medical equipment and larger healthcare sectors in ways even we did not imagine – most notably for new mothers, who need all the support they can get.

It is because of our patient-centered values that we now support more than one million patients each year and are expected to make our 900th hire by the end of 2024.

And it is in that vein that we are launching this new executive blog at Aeroflow – one where our patients will get to hear directly from our company’s leaders regarding important news, marketplace changes, and innovations.

Each of us has a story to tell about what brought us into the medical equipment field and why we spend each and every day working to ensure patients have the best equipment, information, and access.

I hope you become a regular reader and enjoy hearing from us about the different ways we are working together to make Aeroflow Health the best it can possibly be for our employees, our partners and our consumers.

Picture of Casey Hite, CEO, Aeroflow Health

Casey Hite, CEO, Aeroflow Health

Casey Hite serves as Aeroflow Health's CEO and is a seasoned healthcare executive with a strong background in healthcare operations, strategy and technology. With over 10 years of experience in the healthcare industry, Casey has a deep understanding of the challenges and opportunities facing healthcare organizations. He is passionate about driving operational excellence and improving patient outcomes through innovative solutions and strategic initiatives. As a results-driven leader, Casey is committed to delivering high-quality, patient-centered care and driving positive change in the healthcare industry.

In 2002, Casey and his brother Don launched Aeroflow Healthcare, which has transformed the Home Medical Equipment industry. Today, Aeroflow Health stands out from its competitors by basing the entire model around ensuring excellent customer service by placing its customers in control of their healthcare journey through technology and an online adaptive equipment and service selection process.

Casey has overseen and led the creation and growth of Aeroflow Mom & Baby, Motif Medical, Aeroflow Sleep, Aeroflow Urology, Aeroflow Diabetes as well as numerous other entities that operate under the Aeroflow Healthcare umbrella. Providing patient centric focused products and services with an industry leading business model, Aeroflow Companies service patients nationwide, scoring higher than any of its competitors in patient satisfaction.

We are thrilled to announce that Aeroflow Health has been honored with the 2024 Sky High Growth Award! This prestigious recognition celebrates our contributions to the Asheville area and acknowledges our business success and growth.

The Sky High Growth Award, presented by the Asheville Area Chamber of Commerce, recognizes companies in the Asheville/Buncombe area that are creating jobs, fostering growth, innovating, and being actively involved in the community. Aeroflow Health’s remarkable achievements in job creation and revenue growth exemplify these criteria. In 2022, Aeroflow welcomed 348 new hires, with nearly half filling newly created positions, and continued this trend in 2023 with 368 new hires, 204 of which were new roles. This growth was driven by our commitment to world-class customer service, innovation in healthcare technology, and a supportive workplace culture.

Our job creation efforts have been diverse, spanning various roles from entry-level positions to specialized roles and leadership positions. This strategic expansion has allowed us to enhance our service offerings and maintain high standards of patient care.

Aeroflow has also demonstrated resilience and innovation, especially over the last two years, by investing in technology and creating a consumer-driven healthcare platform that simplifies the process for patients. Our community involvement through partnerships, financial donations, and volunteer opportunities further highlights our dedication to making a positive impact.

Interested in Working for a Mission-Based Company?

Aeroflow Health is proud to partner with United Way, underscoring our dedication to community engagement and volunteerism. As a primary contributor, we sponsor the Back to School drive for United Way of Buncombe County, offering employees the chance to pack backpacks for local students. We are also integrating into United Way’s volunteer platform, Hands On, so our managers can schedule volunteer opportunities for their teams.

For United Way of Henderson County, we sponsored the Days of Caring event, allowing our team to participate in various community service projects. Days of Caring, held annually on the second Saturday of May, mobilizes hundreds of volunteers to support local nonprofits through hands-on projects, enhancing community well-being.

Looking forward, we aspire to deepen our collaboration with United Way on a national scale, aiming for more significant contributions and expanded community impact. This partnership represents a vital step in Aeroflow Health’s commitment to making a positive difference in the communities we serve. We are excited to continue these initiatives and more like them with United Way!

Interested in Working for a Mission-Based Company?

How Aeroflow Health is transforming postpartum care for moms

The act of breastfeeding and the use of human milk offer a multitude of long and short-term benefits for both mother and baby, making it the optimal form of infant feeding. Breastfeeding and expressing milk is a new experience for many moms and parents, and they need support. At Aeroflow Health, we offer a number of programs such as helping moms find the most appropriate pump for their lactation journey, lactation and infant care informational courses, and one-on-one appointments. The aim of this report was to provide conclusions about how Aeroflow Health moms compare to national data based on breastfeeding, sleep, introducing solid foods and mental health parameters at 6 months.

Download Survey
“Being able to partner with Aeroflow in a member’s journey from conception to postpartum has allowed Sentara to offer programs of longevity.”
Kate Maas
Sentara Health Plans
Picture of Dr. Alena Clark, PhD, MPH, RDN, CLC

Dr. Alena Clark, PhD, MPH, RDN, CLC

Dr. Alena Clark, PhD, MPH, RDN, CLC (she/her), is a clinical writer and researcher for Aeroflow Health Lactation and an instructor at Colorado State University. She has worked in lactation support for over 20 years and is recognized as an outstanding educator and leader in lactation support in Colorado. She developed the Toolkit for Establishing Lactation Support on university and college campuses. She also wrote, published, and presented multiple papers on lactation support and nutrition education.

This content has been reviewed for accuracy by Mike Cantor, Chief Medical Advisor at Aeroflow Health.

Dive into our blog inspired by our webinar, “The Silent Struggle: How Health Plans Can Champion Mental Wellbeing,” to look into the potential situational stressors and risk factors that could be leading to an increase in mental health conditions within your member population. For more comprehensive insights, don’t miss the chance to watch the webinar playback.

Table of Contents

Aeroflow Health has observed that the maternal continuum of care is often incomplete. What has traditionally been missing from the model of care?

Jennifer: That’s such a great question! It is an honor that Aeroflow is often a first stop for new moms when they find out they are pregnant. Typically, moms decide to breastfeed very early on in the pregnancy journey, so we’re in contact with them, possibly before they even have the confidence to share the news with the rest of the world. We’re able to have this unique experience where we can walk with a mom through her first prenatal visits, help give direction on breast pumps, and provide classes, education, and support groups where she can connect with other moms. Our hope is to give her confidence in voice and preparation through our classes and education. Breastfeeding is natural; however, breastfeeding is not easy. I am a former breastfeeding mom, and it really is a lot of work and dedication that you have to put in, and even with preparation, there will be bumps and struggles along the way. Often, we will spend a lot of time preparing for the actual birth event but not as much time really thinking about other factors that we will need to put into practice once the baby is at home. We leave the hospital, and typically, we are faced with a multitude of hormones, lack of sleep, and relentless self-doubt questions about whether or not we’re meeting all of the needs of our baby. The 6-week postpartum check-up is often a moment of relief for new mothers. Concerns can be addressed, and the initial “fog” of those early newborn days can start to clear. However, a hidden danger lurks in this tradition: the significant gap in care between delivery and that 6-week appointment. For many mothers, this means six weeks without essential medical and emotional support during a critical time of adjustment and potential health risks. I am so deeply proud of how Aeroflow has stood in the gap for moms during this period of time. Through the help of our IBCLCs and our community of educators, we’ve been able to implement a Facebook Group called The Pumping Room, where moms are given the space to bring their questions and concerns and be met with a community that is willing to listen and help provide a path to success. With health plans, there’s an opportunity for us to really partner in triage and assist some of these moms who may be some of the most vulnerable populations. Health plans, unfortunately, aren’t privy to some of the information that patients are sharing with us at Aeroflow, so if we’re able to partner together and share the wealth of knowledge, we’re more likely to see higher success.

When it comes to mental health, what aspects of care have been missing in maternal care? How important is mental health for pregnant people, and how does Canopie provide a solution?

Anne: The experience of motherhood usually has 2 disconnected pieces. The more clinical side, where a mom will visit her OB, and then the community side, where she seeks support and answers to her questions. These pieces are so interrelated. What happens outside of the doctor’s office impacts what is discussed in the doctor’s office and vice versa. The truth is that maternal health is often treated in siloes. One of my favorite things about Aeroflow is how they truly have figured out how to fill important support gaps in a trusted, evidence-based way at a population level. Mental health conditions are the most common complications during pregnancy and childbirth, and often, can be the most devastating in terms of cost and the long-term impact on mom and baby. Sadly, in the traditional maternal care model, moms won’t talk about mental health with their doctor until postpartum. This is a huge loss as there is so much that moms can do to protect themselves throughout their pregnancy. We know that certain people are at higher risk during pregnancy, and although they may test low on the depression screeners done through their provider, we’ve seen at Canopie that these same people are experiencing a lot of anxiety, which can be a precursor to developing postpartum depression. Moms who get pregnant older, undergo IVF,  are pregnant with multiples, or even someone with a history of mental health conditions are all subject to increased mental health risks. What’s really missing is proper screening. According to the Policy Center for Maternal Mental Health, despite the availability of scalable mental health condition solutions, less than 20% of all moms are screened for mental health conditions. Additionally, we need to be more proactive about the support we provide people because it can be so hard to access mental health support, no matter where a mom finds herself. We’re so grateful to be able to partner with Aeroflow to offer moms proactive mental health support and education that engages them with the care they need.

Health plans often have maternal care management programs. What do these programs typically do?

Ryan: More broadly, health plans are wanting to identify and have as many touch points with mom as she is walking through her pregnancy journey. This is where Aeroflow in combination with Canopie can step in to help monitor moms in their mental health as well as help identify high-risk moms. 

Anne: Unfortunately, I have seen that most people do not know about the wonderful support that is available to them through their insurance. I’ve found that nurses really are a triage of support for moms as they navigate their needs and questions through the perinatal period. One of the things that Canopie and Aeroflow have done together is increase awareness of these programs for expecting moms. When we work with health plans, they typically are interested in reaching specific zip codes where they know that there are higher barriers to access to care. We help educate health plan members and provide identification for those whom health plans should have a heightened awareness of. 

Recently, Aeroflow Health and Canopie partnered with a prominent Florida health plan to provide a maternal mental health program for members during their pregnancy journey. What did the risk stratification look like for this program? What were the key components of identifying members for this program? 

Anne: I am so excited about this part of the work because it was an acknowledgment of how interrelated these issues are. Those who have increased determinants of health barriers have a higher risk of mental health conditions. Moms who have a high pregnancy risk are also at higher risk, and vice versa. Moms who have an untreated mental health condition are 3 times as likely to have a preterm birth. In addition to asking key social risk factor questions, we were able to segment member communication strategies between health plans, the DME provider and care management teams so that the full timeframe of needed care was covered. One major success was the amount of data we were able to gain from each mom. The self-reported information from members helped fill some gaps that wouldn’t have otherwise been available to the health plan. I will also add that trust was a huge part of the stratification process. In a world where information overload is rampant, being able to be a trusted resource that moms can look to is huge. 

One of the challenges that health plans have is patient engagement. Aeroflow has had several successes with engaging with members. Can you share some of those? 

Jennifer: I love this question because it has been what Aeroflow Breastpumps has focused on since day one. We’ve always believed that if we created our experience centered around the birthing parent, we would create an experience they want to be a part of. We’ve created simplicity to care and access. Birth may be the first major medical event that someone is going through, so navigating insurance can be really difficult. We are able to truly simplify the insurance process and do all of the leg work for moms so that they can focus on things like lactation education and breastfeeding support. Through resources like our Facebook group and other social channels, we are regularly talking with members. Our team of 50+ loving clinicians and customer service teams are available to moms if they want to email, call, or chat. We’re here to communicate with moms using their preferred method. We want to meet moms where they are in a fun and relatable way. We want every person who comes to our website to feel like we are wrapping our arms around them, no matter what health plan or health benefits they have.

Learn more about how Aeroflow Health partners with health plans to provide maternal mental health and to gain access to greater insights into the program mentioned in this webinar.
Picture of Michael Cantor, M.D.

Michael Cantor, M.D.

Dr. Mike Cantor is a geriatrician and attorney who has extensive experience designing and implementing value-based care, quality improvement, and care management programs for healthcare providers and health plans. He works as a fractional (part-time) Chief Medical Advisor for Aeroflow Healthcare, Uber Health, and other technology-enabled health services companies, value-based care organizations and digital health companies. Previous roles include: CMO for Bright Health Plan, an innovative health
insurer; CMO for CareCentrix, a leading outsourced home health, durable medical equipment, and post- acute care benefits manager recently acquired by Walgreens; and CMO for the New England Quality Care Alliance (NEQCA), the physician network affiliated with Tufts Medical Center, where he implemented network-wide quality improvement and care management programs for 150,000 managed care lives. He trained in internal medicine at Beth Israel Hospital in Boston and did his geriatrics fellowship at Harvard Medical School. He has degrees in law and medicine from the University of Illinois.

Picture of Ryan Bullock

Ryan Bullock

Ryan serves as Chief Strategy Officer at Aeroflow Health, a premier nationwide provider of durable medical equipment. In his current position, Ryan oversees strategic operations, corporate development and government relations. For over 14 years, Ryan has provided exceptional leadership, management and vision to Aeroflow, resulting in incredible growth and profitability for the company. Ryan holds a Bachelors of Science degree in Electronic Engineering from Western Carolina University and resides with his family in the beautiful mountains of Asheville, North Carolina.

Picture of Anne Wandlund

Anne Wandlund

Anne is the Co-Founder and CEO of Canopie, a maternal mental health platform providing access to care for perinatal populations across all levels of mental health and social risk. Before Canopie, she spent 5 years leading maternal health organizations in East Africa, most recently as the COO of an award-winning social enterprise that uses technology to improve maternal and child nutrition. She has worked in global health for the State Department, USAID, and Massachusetts General Hospital and has a Master's degree from Tufts University, where she served as a bioethics Teaching Fellow at the Harvard School of Public Health. Anne is channeling her passion and expertise in maternal health and personal experiences with mental health conditions as a new mom to address the enormous care gap.

Picture of Jenn Jordan

Jenn Jordan

Jennifer Jordan serves as the Vice President of the Mom & Baby Division at Aeroflow Health. With a passion for building brands and shaping strategic visions, Jenn has propelled Aeroflow Breastpumps to new heights in the competitive healthcare market. Leveraging her extensive experience in marketing, customer experience, sales and operations management, she has overseen the expansion of Aeroflow Breastpump's reach, forging key partnerships and driving growth in the maternal health space.

Written by Kristin Polson, Aeroflow Health

This content has been reviewed for accuracy by Amanda Minimi, Aeroflow Health

In the ever-evolving landscape of healthcare regulation, it’s crucial to stay informed about the latest updates, especially when they pertain to significant changes in policy and state plans. The recent CMS Final Rule Changes, announced by the Centers for Medicare & Medicaid Services (CMS), bring forth a series of alterations that will shape the future of healthcare delivery, particularly in Medicaid and CHIP programs. Let’s delve into the key amendments and their potential implications.

Nursing Home Minimum Staffing Standards:

One of the pivotal changes introduced by the CMS Final Rule pertains to the establishment of minimum staffing standards for nursing homes. This move aims to enhance the quality of care provided to residents by ensuring adequate staffing levels, which is vital for their well-being and safety.

Access Standards for Medicaid and CHIP:

Ensuring access to quality healthcare services is paramount, especially for Medicaid and CHIP beneficiaries. The CMS Final Rule mandates states to implement measures to validate the accuracy of provider directories through annual secret shopper surveys. Additionally, states are required to conduct enrollee experience surveys and submit annual payment analyses to compare managed care plans’ payment rates, ensuring transparency and accountability.

State Directed Payments:

The Final Rule streamlines the process for state-directed payments, eliminating regulatory barriers and enhancing flexibility for states to implement value-based purchasing arrangements. By mandating provider-level reporting on expenditure and establishing evaluation plans, the CMS aims to ensure the effectiveness and accountability of state-directed payments.

Quality Strategy and External Quality Review (EQR):

With a focus on improving healthcare quality, the Final Rule increases public engagement in state-managed care quality strategies and standardizes review periods for annual EQR activities. The inclusion of more meaningful data in EQR reports aims to drive continuous improvement in healthcare outcomes.

Medicaid and CHIP Quality Rating System (MAC QRS):

The establishment of MAC QRS websites as a centralized platform for beneficiaries to access information and compare managed care plans underscores the CMS’s commitment to transparency and consumer empowerment. By setting standards for quality ratings and calculation methodologies, the CMS seeks to facilitate informed decision-making among beneficiaries.

New Guardrails for Plan Compensation and Distribution of Personal Beneficiary Data:

To prevent anti-competitive practices and safeguard beneficiary data privacy, the Final Rule prohibits separate payments to agents or brokers that may compromise impartiality. Additionally, stringent guidelines are introduced for the distribution of personal beneficiary data by third-party marketing organizations, ensuring compliance with consent requirements.

Supplemental Benefits for the Chronically Ill (SSCBI) and Health Equity Analysis:

The Final Rule introduces standards for SSCBI eligibility and mandates mid-year notifications for unused supplemental benefits, promoting proactive healthcare management for chronically ill enrollees. Furthermore, the emphasis on health equity analysis aims to address disparities in healthcare access and outcomes.

Integration of Medicare and Medicaid Services:

Efforts to streamline enrollment processes and improve care coordination for dually eligible individuals mark a significant step towards integrated healthcare delivery. By revising enrollment periods and limiting plan options, the CMS aims to enhance the continuity and effectiveness of care for this vulnerable population.

The CMS Final Rule Changes herald a new era of accountability, transparency, and quality improvement in Medicaid programs and CHIP programs. By addressing key areas such as staffing standards, access to care, quality ratings, and beneficiary access, these amendments lay the foundation for a more equitable and efficient healthcare system. As stakeholders navigate these changes, it’s imperative to embrace collaboration and innovation to ensure the delivery of high-quality care to all beneficiaries. Stay tuned for further updates and insights as we navigate the evolving healthcare landscape together.

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References: 

Federal Register, The Daily Journal of the United States Government. (2024, May 10). Medicaid Program; Ensuring Access to Medicaid Services. Centers for Medicare & Medicaid Services.

https://www.federalregister.gov/documents/2024/05/10/2024-08363/medicaid-program-ensuring-access-to-medicaid-services

This content has been reviewed for accuracy by Mike Cantor, Chief Medical Advisor at Aeroflow Health.

Dive into our blog inspired by our webinar, “Common Vs. Normal: Building A Sustainable Strategy For Incontinence Management,” to learn about the significant changes occurring in the realm of continence care and how Aeroflow is actively engaged in supporting patients living with incontinence. For more comprehensive insights, don’t miss the chance to watch the webinar playback.

Table of Contents

What is urinary incontinence? How common is it? How does it affect people’s lives?

Aleece: Urinary incontinence is the involuntary loss of urine from the bladder. Urinary incontinence can be broken down into 5 types:

    • Urge incontinence: This is where someone has an urgent/sudden intense need to use the restroom. This person would have an involuntary loss of urine.
    • Stress incontinence: Occurs when there is increased stress or pressure from the abdominal cavity is applied to the pelvic floor muscles and bladder. Some may experience loss of urine during exercise or a sneeze.
  • Overflow incontinence: Overflow incontinence happens when the bladder cannot hold any more urine, and it usually happens to somebody who has incomplete bladder emptying. We usually would see this potentially in someone who’s had an enlarged prostate. I always explain it to my patients as if you’ve got a glass holding water. It can only hold so much at one time before overflowing. I also commonly see this type for female-identified folks who have a prolapse of that bladder where they’re not able to empty their bladder as much.
  • Functional incontinence: This type is for someone who has a physical or cognitive limitation that disrupts their ability to get to the restroom in time. For example, someone who has severe arthritis or someone who is using an assistive device may take a little bit longer to get to the restroom. This type is also commonly found among those with dementia or Alzheimer’s disease.
  • Mixed incontinence: This type can be any of the above types of incontinence. I explain this to my patients by drawing a Venn diagram and showing how all of the types can overflow.

Regarding who incontinence impacts the most, we are going to see this more among those who identify as female, especially as they age. However, incontinence really can affect anyone. We assume that incontinence only happens to those who are in their 60s-70s or children learning to potty-train, but really, it impacts everyone. I was recently talking to a group of female adolescent athletes struggling with incontinence, and I think that we can forget how many female adolescents are experiencing urinary incontinence. For females, the situations that will increase their risk rate are going to be pregnancy and the type of delivery. Menopause can also cause incontinence. Incontinence affects over 25 million individuals across the U.S., and it does not discriminate. Unfortunately, I do think that because of social determinants of health, some populations are significantly more impacted than others.  1 in 4 men admit to regular bladder leaks and 1 out of 2 women report experiencing bladder leaks. When we think about how incontinence impacts lives, people’s dignity and social lives are under fire. Many of the following questions are asked:

  • Do I smell?
  • Will I be able to find a restroom nearby while I am out?
  • If I have to leave during a movie, will I miss out on things?
  • Will I have access to my products when I need them?

These all can greatly impact mental health. I don’t think we truly grasp and talk about the way incontinence impacts people’s mental health and how it limits people from getting out and doing things. This limitation can lead to anxiety, depression, stress and more. People have lost jobs because of having to leave their desks so frequently to use the restroom. There is a great fear around potentially having an accident and then the shame that it could lead to. There is a stigma around incontinence, and we need to be able to talk more freely about it, as it has happened to all of us at some point. Normalizing incontinence isn’t necessarily the goal, but rather, it is to communicate that it is common and not normal, but there are things we can do about it.

What are incontinence products? Which health plans cover these products and what is covered?

A2: Mica: At a fundamental level, a lot of what we deal with with incontinence management is your disposable wearable incontinence products. You might hear them referred to as “Depends” on the kind of protective underwear style, or you may hear them colloquially referred to as “diapers,” although we try not to use the word diaper because of dignity issues that it can create with the adult population, and then you will also hear about bladder control pads which are often referred to as a Poise pad, typically for a female patient with lite to moderate incontinence. Aeroflow Urology prides itself in providing these types of products to patients through insurance. We don’t treat the underlying condition but rather help individuals manage the symptoms as best we can relative to each person’s unique needs. Having worked with direct patient care for more than 10 years, I would like to highlight that each patient we work with requires a very nuanced approach to care. Our teams like to take a holistic approach to consider what else might be going on in a patient’s life that will impact their incontinence product needs. For example, our team will ask questions like:

  • Are they in the process of losing or gaining weight?
  • Is their mobility diminishing?
  • Are they on any medications?

We strive to ensure that each patient gets the product that best suits their needs. Since most of these products are primarily available over the counter, we see many patients self-managing, and often, they aren’t purchasing the best product to help manage their instances of incontinence. I will also say that is a really underrated aspect of the Medicaid population. To speak to the insurance piece, the only payor category in the United States that currently covers incontinence products is the Medicaid population and so we at Aeroflow Health concern ourselves primarily with identifying patients within the Medicaid and Medicaid Dual population who have coverage of these products and then providing a solution for them. Though Medicaid represents a considerable percentage of insured lives in America, it certainly leaves a huge delta between the total number of people who may have this condition and people who do not have a framework to receive the products they need. 

What are the most common misconceptions about incontinence products?

Mica: I can give you a very common example of one we deal with daily and it’s around a Brief product, which is a product with tabs. If someone has fecal incontinence, a brief product will always be the most appropriate product to help manage this condition, but we see so many challenges with patient adherence because of the dignity aspect of accepting a product with tabs. This type of product can be infantilizing and can make someone more acutely aware of their condition, which can cause shame. This type of scenario often leads to patients self-managing with protective underwear or, even worse, with something like a bladder control pad. Our team has to have hard conversations with patients to let them know that the products they are currently using might not be clinically best for their condition. Even despite having these conversations, we see significant adherence complications in getting patients to accept those products. 

Ryan:  Aeroflow is passionate about trying to normalize the conversation of incontinence and raising more awareness to how many people it does affect. We also hope to educate on the solutions that are available to people so that they don’t be limited in their lifestyle. 

How does Aeroflow overcome the barrier of keeping in contact with patients? How do you continue to engage the patients?

Mica: For Aeroflow Urology, it’s taking a lot of extra time and care to be intentional with patients during the intake phone call. When someone reaches out to us, that initial call can often be a 30-45 minute conversation. We not only walk the patient through the products available but also ask questions like:

  • Do you have a mobile number where we can reach you? 
  • What is your preferred method of communication?
  • Who is your emergency contact?
  • Do you have multiple addresses?
  • Do you have someone who assists in your care?

Going the extra mile to obtain those supplemental data points is very helpful! For the Medicaid population, there is a higher percentage of those using prepaid cell phones and lower utilization rates of email, so having all of this additional information can be helpful in reaching patients if they become hard to reach. We also see patients who experience disruptions in their coverage, and we have to help explain to the patients the details of their insurance. So, really, we’re expanding our depth of explanation from just incontinence product knowledge to health insurance education because that’s what it takes to keep these patients engaged for the long haul.

Regarding engagement, incontinence products are a monthly cycle, which means we’re in contact with our patients at least once a month. It may be as simple as checking in to see if they need a resupply, but we’re reaching out to all of our patients monthly. We often find that when we obtain a patient’s physician information and reach out to the doctor to let them know that the patient is interested in receiving incontinence products through insurance, often that is the first time the physician has heard that their patient is experiencing incontinence. This goes to show that, left to their own devices, many patients are suffering in silence, self-managing as best they can, and because they aren’t engaging with their physician, they aren’t going through the additional screenings. One of the most impactful ways that Aeroflow partners with health plans is by encouraging patients to engage with their providers and insurance companies. We have a proximity that the payor often doesn’t have. 

Access to care is often not evenly distributed. How does health equity impact incontinence care rates?

Mica: I will say that very few people are incontinent just because they are incontinent. There are often interrelated conditions that all play a part in management. Typically, these patients are speaking to so many different specialists that when we ask them who to talk to regarding their incontinence needs, they don’t know who to direct us to.  This is where I see some challenges from the provider/direct patient care of understanding and adherence.
Aleece: Access to care has gotten a little better since COVID-19 and the rise of telehealth and telemedicine. However, I do think that there is value in seeing someone in person so that I can check urine samples and see how much they have left in their bladder. For me, I am always looking at what resources are available in the community for my patients. Is it a mobile health unit or home healthcare? A lot of the time, people are not aware of the resources available to them. I function as a matchmaker sometimes just to raise awareness of the resources available. There is also a huge shortage right now for urologists who can compact this access problem. I have to really get creative on ways to provide access to patients.

Ryan: Aeroflow recognizes that there is a transportation need as it relates to access, and we’re seeing that Centers for Medicare & Medicaid Services (CMS) and many Medicaid plans are trying to determine those Social Determinants of Health and the insecurities that are being created. This is an opportunity for us internally to help identify these data points and relay those back to health plans. I think there is a lot of opportunity around interoperability as we think about caring for these patients holistically. 

How do we treat incontinence, and how often does successful treatment occur? 

Aleece: I am so optimistic. I usually say that we can typically make most patients better. What the degree of better looks like usually depends on each individual, their diagnosis, and what their support system looks like. I really recommend patients see a pelvic floor therapist. There can be some barriers when we talk about occupational therapy or physical therapy subsets. Sometimes, insurance won’t cover these visits, or you’re limited in your visit allowance. For example, if you have 30 visits a year and just had knee surgery, you will have post-surgery therapy to help regain movement. Just this one need could use up all of the allotted visits. These types of physical therapy sessions are often taking precedence for people rather than that of pelvic floor therapy. I have to meet a lot of people where they are for this. There are some oral medications to help, but many people are already taking several other medications, so I have to ask myself if they want to start taking another. Medications are also an additional cost and could complicate the usage of being taken with other pre-existing medicines. Individual treatment and ongoing communication are crucial to successful treatment. Mental health also has a huge impact on incontinence treatment for patients. There is a lot of anxiety, stress, and depression that can come along with incontinence, so pairing patients with a mental health therapist can help streamline successful treatment. 

"Aeroflow has allowed me to play with my great-grandchildren, and to go to the grocery store without staying close to a bathroom. My daughter no longer has to be my shopper. Not to mention the money they are saving, which can be used for utilities."

You can schedule time with our team here to learn more about how Aeroflow provides Urological solutions.
Picture of Michael Cantor, M.D.

Michael Cantor, M.D.

Dr. Mike Cantor is a geriatrician and attorney who has extensive experience designing and implementing value-based care, quality improvement, and care management programs for healthcare providers and health plans. He works as a fractional (part-time) Chief Medical Advisor for Aeroflow Healthcare, Uber Health, and other technology-enabled health services companies, value-based care organizations and digital health companies. Previous roles include: CMO for Bright Health Plan, an innovative health
insurer; CMO for CareCentrix, a leading outsourced home health, durable medical equipment, and post- acute care benefits manager recently acquired by Walgreens; and CMO for the New England Quality Care Alliance (NEQCA), the physician network affiliated with Tufts Medical Center, where he implemented network-wide quality improvement and care management programs for 150,000 managed care lives. He trained in internal medicine at Beth Israel Hospital in Boston and did his geriatrics fellowship at Harvard Medical School. He has degrees in law and medicine from the University of Illinois.

Picture of Ryan Bullock

Ryan Bullock

Ryan serves as Chief Strategy Officer at Aeroflow Health, a premier nationwide provider of durable medical equipment. In his current position, Ryan oversees strategic operations, corporate development and government relations. For over 14 years, Ryan has provided exceptional leadership, management and vision to Aeroflow, resulting in incredible growth and profitability for the company. Ryan holds a Bachelors of Science degree in Electronic Engineering from Western Carolina University and resides with his family in the beautiful mountains of Asheville, North Carolina.

Picture of Aleece Fosnight, MSPAS, PA-C, CSC-S, CSE, NCMP, IF

Aleece Fosnight, MSPAS, PA-C, CSC-S, CSE, NCMP, IF

Aleece serves as the Medical Advisor for Aeroflow Urology and is a board-certified physician assistant specializing in sexual medicine, women’s health, and urology. In 2019, Fosnight opened up her own private practice, the Fosnight Center for Sexual Health, and implemented the sexual health grand rounds curriculum at her local hospital and residency program. Fosnight is also the founder of the Fosnight Foundation, a non-profit organization dedicated to the education and training of professionals in the sexual health field and providing funding for access to healthcare services in her local community.

Picture of Mica Phillips

Mica Phillips

Mica serves as Vice President of Aeroflow Urology, a subsidiary of Aeroflow Health that is a leading provider of high-quality continence care supplies through insurance. He brings creativity to a sometimes stagnant and complacent industry and tries his best to uncomplicate the complex world of Insurance. He is a graduate of the University of North Carolina and holds a Bachelor’s degree in English. In addition to his daily responsibilities, he’s contributed to numerous articles for online journals regarding senior care, incontinence, and navigating insurance benefits.

This content has been reviewed for accuracy by Mike Cantor, Chief Medical Advisor at Aeroflow Health.

Dive into our blog inspired by our webinar, “Food Is Medicine: Empowering Health Plans To Integrate Nutrition for Member Wellness,” to learn about innovative ways to improve member health and well-being. For more comprehensive insights, don’t miss the chance to watch the webinar playback.

Table of Contents

What is “Food Is Medicine (FiM)”? What is a “food prescription,” and how is this different from a FiM program? Is FiM a benefit design? 

Holly: To be honest, if you ask this question to other people in the field, we’re all going to have slightly different answers, and the reason is that there’s no standardized definition. What we’re seeing in the field right now, especially with the White House commitment, is that the FiM discussion is really turning into a movement. By acknowledging and understanding the value of nutrition as part of healthcare and as part of treatment and prevention, we must acknowledge that we won’t see health outcomes the way that we would like to see them if we don’t understand and acknowledge nutrition and the role of food. When thinking about the role of FiM, I use the terminology “Food is Medicine prescriptions,” and what I am doing by saying this is acknowledging and noticing that we need to put more focus on treatment plans for individuals who might be struggling with food insecurities and/or chronic conditions. Food prescriptions should be part of the continuum of services that healthcare providers engage patients with. This could take on various forms. For example, produce prescriptions, medically tailored groceries or medically tailored meals can all engage patients with optimal nutrition options when living with a chronic disease or medical condition. When we think about benefit design, in my worldview, it’s not just about a program; it’s about how we meet the patients where they are.  Every patient will have a different scenario that requires a different treatment plan. For example, if a patient was recently discharged from the hospital, it may be that they need medically tailored meals for a time, and then once fully recovered, they can come off the system. Food should be a part of the discussion for patient treatment plans. 

What has the traditional approach to nutrition and FiM been for health plans, and how is that evolving?

Sophie:  Traditionally, there hasn’t really been an approach, and now that FiM is becoming more relevant and a more frequented conversation, I think in the literal sense, we see food and nutrition as critical interventions for disease prevention and for treatment. As Holly mentioned earlier, the FiM movement is all about supporting members who need extra support to meet their nutritional needs so they can manage their disease states effectively and have the inputs they need to be successful and food secure.  Referring to the FiM program and the defining of what it means for health plans, I see it as a recognition of the broader Social Determinants of Health (SDoH) that go into patients developing disease and addressing these root causes rather than waiting for patients to enter the healthcare system or continue to inundate the issue. Figuring out how to prevent patients from utilizing large portions of the healthcare system and providing them with what they need in order to live a healthy, fulfilled life should be the goal. 

Why is Aeroflow Health interested in the Food Is Medicine movement?

Ryan: Our interest in nutrition services and viewing food as medicine began in our Mom and Baby division. We were supplying breastfeeding products and recognized a need to also include lactation counseling as a part of our holistic approach to breastfeeding and providing moms with the resources, products, and education they deserve. In this continued conversation among our team, nutrition services became a topic of consideration, and we started looking at the potential of adding Nutrition Therapy to the Mom and Baby division. These conversations really opened our eyes internally to look at what the other product categories, and disease states are that we focus on, supplying patients with their durable medical equipment products that have a correlation to food. This is how Aeroflow Diabetes became an additional business line for us and, most recently, the addition of Sophie as our Registered Dietitian who provides Medical Nutrition Therapy to qualifying patients. 

The “Food Is Medicine” movement is gaining traction. What are some FiM successes? What are the opportunities?

Holly: Before I started my time with The Milken Institute, I was the Chief of Food Policy Planning for the City of Baltimore, and I led the nutrition security response for COVID-19. One of the key lessons that we’re seeing right now in the FiM movement is understanding how important food insecurity plays in impacting health conditions and acknowledging that access alone is not enough. Jumping forward to where we are now, the White House Conference on Hunger, Nutrition and Health, in my opinion, has been one of the greatest successes in mobilizing stakeholders and unifying everyone to point in the same direction. When you look at the successes of the last several years of FiM, I would say we’re finally seeing pockets of pilot programs coming to scale. We are seeing evidence of growth building way beyond 100 to 200 population groups, even in the 2000s, in many states. Also, we’ve seen movement when we look at Medicaid 1115 waivers. Only a couple of years ago, we only saw a handful of states and now we’re seeing 7-12 depending on how you count in their status, whether they’re approved right now or pending, and so I think that we’re pointing in the right direction.  As it relates to some of the challenges we are seeing, I believe we need to be ready with implementation strategies when policies and reimbursements scale. We need to look into data, technology, interoperability and where there might be financing gaps regarding reimbursement. A lot of what we’re doing at The Milken Institute is looking at what the future might hold and planning for the next steps if these policies pass.

How would you recommend health plans consider the allocation of financial responsibility for Food is Medicine when there are already federal programs like the Supplemental Nutrition Assistance Program (SNAP) in place?

Holly: When we talk about SNAP, we’re talking about providing supplemental amounts of food that lessen the probability of hunger. SNAP ensures that people do not have to skip meals, but it doesn’t necessarily meet a need when we’re talking about health outcomes and treating disease.  Food is Medicine should never replace federal nutrition assistance programs; I see it more as an opportunity to stack benefits.  For example, for those on SNAP, we know that by definition, supplemental food only means enough to not be hungry, but the amount of supplemental food provided may not be enough to treat someone in a diseased state. 

How can technology, such as telehealth and mobile applications, be utilized to support and empower members in their “Food Is Medicine” journey?

Holly: We’re already seeing quite a bit of movement in this space. For example, we’ve seen some more FiM companies coming on the scene to help with interoperability. Grocery stores, pharmacies, and other third parties are beginning to understand the significance that they play in providing the data they receive back to health plans; however, I don’t believe all of the dots have been connected yet. One of the things that The Milken Institute is learning in our most recent findings related to the role of pharmacies is that pharmacies understand how to stay HIPAA compliant, but oftentimes, those at the front of the store aren’t able to report back to health plans. In addition, there is the issue of ensuring that pharmacists have access to the information they need to provide a patient with the care outlined, and then going the step further would be making sure that the pharmacist is able to communicate to the Registered Dietitian all that they should know.

Ryan: Aeroflow realized that with our close proximity to patients, we could be an integrator of all the moving pieces and touchpoints that often the health plan or provider doesn’t have the opportunity to do. We’re able to synthesize data points within our own system with the patients that we’re servicing and then package up that data to give to health plans. To Holly’s earlier point, in our business, we’re not very connected with pharmacies, and truthfully, it could be beneficial for the Aeroflow clinical team to have the data from pharmacies as they assist and navigate patient circumstances. On the flip side, though, our teams have so much information that we could share back with providers, health plans, and the rest of a patient’s care team; it’s just a matter of navigating the process of making that a reality. For example, when Aeroflow Diabetes is working with a patient to optimize their CGM device and get them set up with our Registered Dietitian, we gather a lot of patient data that a health plan could use to be a closer care partner than they would be otherwise. 

What is Aeroflow Health doing to provide nutrition support to members who are in-network? 

Sophie: Aeroflow Health is now offering Aeroflow Nutrition Services, a medical nutrition therapy program for patients with chronic diseases like type 2 diabetes. We offer one-on-one and group sessions to empower patients to utilize food to improve their health. Patients meet with a Registered Dietitian and work on dietary changes that can help them lose weight, reduce their A1C, and lower their risk for heart disease. Aeroflow just released a blog that covers in detail what the program includes and how they are trying to be a part of the greater nutrition solution. If you are wanting to learn more, you can check out the blog here.

To learn more about how Aeroflow partners with health plans to provide nutrition services, schedule time with our team.
Picture of Michael Cantor, M.D.

Michael Cantor, M.D.

Dr. Mike Cantor is a geriatrician and attorney who has extensive experience designing and implementing value-based care, quality improvement, and care management programs for healthcare providers and health plans. He works as a fractional (part-time) Chief Medical Advisor for Aeroflow Healthcare, Uber Health, and other technology-enabled health services companies, value-based care organizations and digital health companies. Previous roles include: CMO for Bright Health Plan, an innovative health insurer; CMO for CareCentrix, a leading outsourced home health, durable medical equipment, and post- acute care benefits manager recently acquired by Walgreens; and CMO for the New England Quality Care Alliance (NEQCA), the physician network affiliated with Tufts Medical Center, where he implemented network-wide quality improvement and care management programs for 150,000 managed care lives. He trained in internal medicine at Beth Israel Hospital in Boston and did his geriatrics fellowship at Harvard Medical School. He has degrees in law and medicine from the University of Illinois.

Picture of Ryan Bullock

Ryan Bullock

Ryan serves as Chief Strategy Officer at Aeroflow Health, a premier nationwide provider of durable medical equipment. In his current position, Ryan oversees strategic operations, corporate development and government relations. For over 14 years, Ryan has provided exceptional leadership, management and vision to Aeroflow, resulting in incredible growth and profitability for the company. Ryan holds a Bachelors of Science degree in Electronic Engineering from Western Carolina University and resides with his family in the beautiful mountains of Asheville, North Carolina.

Picture of Holly Freishtat

Holly Freishtat

Holly Freishtat is the senior director of Feeding Change at The Milken Institute. Ms. Freishtat is the Senior Director of Feeding Change with The Milken Institute. She is an experienced director, transformative leader, and strategist with a 20-year track record developing and implementing food system policies and programs. Holly served as Baltimore City’s first Food Policy Director and Chief of Food Policy & Planning, where she founded and directed the Baltimore Food Policy Initiative. Holly spent over a decade building an equitable and resilient food environment by creating policies and programs that directly impact health & economic disparities. As a result, Baltimore City has become internationally renowned for innovative food governance and leadership. Holly has received national and international recognition for her public speaking skills and food systems expertise. She has presented at 125 international and national speaking engagements and has been interviewed by CNN, NBC, Huffington Post, Politico, and the Associated Press. In addition, Holly has been awarded numerous accolades for her contributions to food systems, including the Mayor's Medallion for Meritorious Service Award, Maryland Daily Record’s Top 100 women, and the 2016 Milan Urban Food Policy Pact Award. Freishtat has served as a food systems strategist, agricultural marketing director, nutrition educator, and grower. She holds an M.S. in Agriculture, Food, and Environment from the Friedman School of Nutrition Science & Policy at Tufts University, a B.S. in Nutrition from the University of Vermont, and an executive certificate from Carey Business School.

Picture of Sophie Lauver, MS, RD, LDN, NBC-HWC

Sophie Lauver, MS, RD, LDN, NBC-HWC

Sophie Lauver is a Registered Dietitian and Board Certified Health and Wellness Coach passionate about helping people take control of their health and get excited about nutrition. Sophie has a Bachelor's degree in Communication from the University of Delaware and a Master’s degree in Dietetics from Eastern Michigan University. Sophie has worked in a wide variety of settings, including hospitals, long-term care, rehabilitation, and wellness technology, and most recently, served as the director of the nation's largest diabetes prevention program. Sophie lives in Baltimore, MD, with her husband, infant son, and their two dogs and two cats. When she’s not working with clients, she enjoys cooking, not doing dishes, trying new restaurants, and spending time being active outside (especially on warm and sunny days).