Since 1985, MetroPlus Health Plan, Inc., a prepaid health services plan, has been offering low or no-cost quality health insurance to eligible New Yorkers. We provide government sponsored health insurance to people living in the Bronx, Brooklyn, Manhattan and Queens through Medicaid Managed Care, Child Health Plus, Medicaid HIV Special Needs Plan (SNP) and Managed Long-Term Care. MetroPlus also offers Medicare plans, plans for people who are eligible for Medicare and receive full or partial Medicaid benefits, and for people with HIV/AIDS eligible for Medicare with or without Medicaid. Our MetroPlus Gold plan covers all New York City employees, including NYC Health + Hospitals employees, non-Medicare eligible retirees, their spouses or qualified domestic partners, and eligible dependents.
As a proud member of the NY State of Health Marketplace, we offer a broad range of affordable health insurance products to more New Yorkers than ever before. Our Marketplace (QHP) and Essential Plans are now available in Staten Island.
At MetroPlus, we have a strong focus on primary and preventive care. Together with our providers, we continually work to improve member awareness of preventive services and assist members in receiving these services. Our network includes over 27,000 primary care providers, specialists, and other provider offices. In addition to hospital-based providers, our members can also obtain primary and specialty care services at many community-based doctor’s offices and neighborhood family care sites.
Our Care Management Programs help members with chronic conditions stay healthy and provide support to help them manage their illness. Diabetes and Asthma programs encourage members to partner with their PCPs to reduce complications from illnesses and lead healthier lives. MetroMom, our special program for pregnant members, encourages early entry into prenatal care and offers members special privileges. Care Management is also available for members with SSI, Behavioral Health, Complex Medical or Transplant issues.
MetroPlus Member Services is available in 13 languages, Monday through Saturday, 8 am - 8 pm. MetroPlus also has access to numerous other languages through interpretation services. At MetroPlus, we are committed to assuring access to quality comprehensive health care, health education and customer services to our culturally diverse membership.
MetroPlus is certified under Section 4403-a of New York Public Health Law and is a wholly-owned subsidiary of NYC Health + Hospitals.
To provide our members with access to the highest quality, cost-effective health care including a comprehensive program of care management, health education and customer service. This is accomplished by partnering with NYC Health + Hospitals and our dedicated providers.
To provide access to the highest quality, cost-effective health care for our members, to achieve superior provider, member and employee satisfaction, and to be a fiscally responsible, ongoing financial asset to NYC Health + Hospitals. MetroPlus will strive to be the only managed health care partner that NYC Health + Hospitals will ever need. This will be accomplished by our fully engaged, highly motivated MetroPlus staff.
Performance Excellence, holding ourselves and our providers to the highest standards to ensure that our members receive quality care
Fiscal Responsibility, assuring that the revenues we receive are used effectively
Regulatory Compliance, with all City, State and Federal laws, regulations and contracts
Team Work, including everyone at MetroPlus and with our providers to deliver the highest quality care and service to our members
Accountability to each other, our members and providers
Respectfulness in the way that we treat everyone we encounter
And if that’s not enough - We have over 500,000 members – that’s another half a million reasons why. Join us - It’s a smart move!
During 2016, MetroPlus focused on implementing various Employee Engagement initiatives throughout the organization. Employee Engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, enthusiastic about their work and therefore take positive actions to further MetroPlus’ mission, vision and values. Our leadership team believes that improving employee engagement is everyone’s responsibility – it is about accountability and action at every level of the organization. Employee Engagement is not additional work, rather, it is about weaving a new approach and new attitude into our existing processes and initiatives. It is an ongoing dialogue to make what you are already doing, better.
Below, you will find a list of success stories from our Employee Engagement initiatives for the year 2016.
Meetings with the President and CEO, Dr. Arnold Saperstein
Following over a year and half of Focus Group Feedback Sessions with Chief Human Resource Officer, Ryan Harris, our President and CEO Dr. Arnold Saperstein sat down with select staff at various levels in the organization to discuss their experiences and perspectives of engagement here at MetroPlus. Roughly thirty employees had the opportunity to share their thoughts and ideas on how to maximize employee satisfaction and contribution to MetroPlus’ success.
While he has always had an open door policy to all MetroPlus employees, Dr. Saperstein was grateful for the opportunity to meet with staff in candid dialogue during these meetings throughout the month of August, 2016. Special acknowledgment to the focus group participants who took part in these meetings and were willing to share their experiences!
Addressing Equity Adjustment Concerns
At the direction of the Chief Human Resource Officer, Human Resources conducted an extensive investigation to determine inequities in pay among staff. Over the course of 2016, the Chief Human Resource Officer made equity review available to every employee within the organization. As a result equity adjustments were done for several employees within various departments, including, but not limited to, Marketing, Non-Emergency Transportation, Corporate Communications, Customer Services, Utilization Management, Quality Management, Partnership in Care, MIS, etc. Equity analysis is an ongoing effort and will continue in the year 2017.
Creating Promotional Opportunities Across the Plan – The Ladder Program
The purpose of the Ladder Program is to create promotion opportunities for people, not just within their title, but also across the organization. Surfacing in focus groups feedback sessions, employees conveyed feeling limited in their roles, and unaware of how to advance both in promotional opportunities and salary growth outside the cost of living adjustments through the City.
What sets the ladder program a part is that it provides objective and holistic criteria for what employees need to do to qualify to be considered for promotion. Successfully piloted in the Marketing Department, the ladder program has expanded to Utilization Management and Network Relations and is planned for further implementation in other departments in the near future.
Personal Vehicle Expense Reimbursement Policy
During Focus Groups conducted by the Chief Human Resource Officer, concerns regarding not being able to conveniently travel to various sites was brought up by field staff. Several employees felt that they would be able to perform their job functions more efficiently if were to utilize their personal vehicles. Traveling to numerous sites using public transportation was neither efficient nor convenient. As such, employees requested options with respect to using personal vehicles and receiving some reimbursement for travel expenses. Senior leadership heard the employees' concerns and researched policies and procedures regarding travel reimbursements. Thereafter, an agreement was made to reimburse employees for use of their personal vehicle so long as the guidelines prescribed by the policy were adhered to. In fact, Senior leadership agreed to reimburse employees for any additional car insurance premium payment which resulted from adding NYC Health + Hospitals as a co-insured on the employee’s insurance policy. Arrangement has also been made to have Human Resources streamline the process of preparation of justifications for reimbursement on employees’ behalf as a convenience measure.
Individual Development Program
MetroPlus has had to become more aggressive in its strategies in order to be a strong industry competitor in the changing landscape of health insurance and health care, and these strategies require Leaders to improve critical thinking skills as well as competencies. Beginning in 2014, the Marketing Department asked for Leadership Training to help coach managers and supervisors to become better motivators, better communicators and all around better leaders. To that end, we have partnered with Leadership Training Systems to develop the MetroPlus IDP.
From February 2017, President and CEO of MetroPlus Health Plan, Dr. Arnold Saperstein, is holding weekly Roundtable meeting discussions with a cross section of employees from across the company. The purpose of these Roundtables is to engage in an exchange of information, ideas and insights with employees in all departments and at all levels throughout the organization. Each Roundtable has an open invitation to all employees, where attendee groups, no matter how large or small, may enjoy candid discussion with the President and CEO and share perspectives and experiences from their unique vantage point throughout the year.
Executive Leaders Welcome All New Metroplus Employees
MetroPlus has served New York City for over 30 years. Executives have a unique perspective as the leaders of the organization, and they desire to engage new employees as they on-board to the Plan. Beginning March 2017, in MetroPlus’ “Guiding Performance and Success” new employee orientation workshop, new employees will be welcomed by senior leaders for an “Executive Hour” at the beginning of the orientation program. Here, new employees will be able to learn first-hand about the company, culture and community at MetroPlus.
Executive Staff To Participate In Various Departmental Meetings
In order to foster cross divisional cooperation and collaboration, MetroPlus Executive Staff members have a standing invitation to attend other Exec Staff Member team meetings. Their presence and participation will serve to model behavior that all managers and staff are expected to demonstrate. This initiative will enhance exposure and ensure business alignment across business units, assisting the Plan to achieve its goals.
Quarterly Manager’s Meeting
In March 2017, MetroPlus will resume holding quarterly management meetings to communicate Plan wide priorities and shore-up management commitment and alignment for the year. Meeting topics range from Plan performance, future growth, service to the community, quality metrics, and follow with an open forum for questions and answers. All managers will cascade expectations and next steps to their respective teams for implementation.
Grow – Metroplus Career Management Program
At MetroPlus we strive to create an environment for employees to develop professionally and personally. Our career management program, GROW, utilizes career assessment tools, non-anonymous feedback, professional development workshops, and career coaching to provide opportunities for employees to assess their current skills against individual career needs and help plan for a fulfilling career at MetroPlus.
GROW benefits the organization by helping to retain valued employees and establishing a reputation to employee commitment and development in the marketplace.
GROW benefits managers and supervisors by enhancing relationships, improving communication and performance feedback with employees
GROW benefits employees by offering helpful assistance and guidance with their career decisions.
GROW facilitates greater understanding of MetroPlus as a whole and cultivates a supportive and conducive culture to attract and retain top talent. Where do you want to GROW?
Planwide Customer Service Training
To foster an internal customer service culture at MetroPlus, in 2017, the Plan will roll out an organization-wide training program that will establish standards for internal customer service. Creating an internal culture of customer service will create best practices and encourage departmental collaboration for how staff interact with each other on a day to day basis. Defining and reinforcing the expected customer service behaviors will improve how we interact and communicate as a Plan.
HR Job Observation
As part of the Division’s 2017 initiatives, Human Resources & Organization Development (HR&OD) will “shadow” employees in various departments to truly understand how individual roles contribute to the success of MetroPlus as whole. Employees who volunteer for this effort will have the opportunity to showcase their normal day-to-day activities, while HR&OD staff will gain a fuller understanding of the business processes and organizational needs for the departments they serve.
I worked at MetroPlus Health Plan full-time (More than 5 years)
Mission based Health plan looking to grow
City bureaucracy and salaries. People are stressed.
Advice to Management
Value the workers
I applied online. The process took 3 weeks. I interviewed at MetroPlus Health Plan (New York, NY) in September 2017.
I met with the CIO, the Privacy Officer and several senior IT people.
Several times they spoke about the previous security teams and how would I do something different.
That raised a red flag.
Several other security teams? In a HIPAA regulated organization?
Then I realized that within a month, the CISO of Health and Hospitals and MetroPlus both left?
As a security professional, that's concerning.
As a HIPAA regulated organization, to have so many "teams" coming and going isn't good.
Eventually, when it came time for an offer, I declined.
$140k for a 15 year CISO is an insult in NYC.
I've hired security managers for more than that.
It's clear to me: Multiple security teams, lack of resources, no commitment to the proper tool set and subpar salaries? This organization does not value security or protecting of their data and their clients.
After Equifax's breach, I don't want my face plastered all over the internet as the face of a major breach: I declined the offer