Medicaid Advisory Committee December 6, 2017 9:00-12:00pm Oregon - - PowerPoint PPT Presentation

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Medicaid Advisory Committee December 6, 2017 9:00-12:00pm Oregon - - PowerPoint PPT Presentation

Medicaid Advisory Committee December 6, 2017 9:00-12:00pm Oregon State Library, Room 102-103 Salem, OR 1 Webinar Housekeeping Register: https://attendee.gotowebinar.com/register/60503775 77263604227 Join audio by calling in:


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Medicaid Advisory Committee

December 6, 2017 9:00-12:00pm Oregon State Library, Room 102-103 Salem, OR

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77263604227

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Welcome & Introductions

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Meeting objectives

  • Regular business (e.g. approve minutes)
  • Hear updates from OHA and DHS on the Medicaid program
  • Understand the process for developing expectations for “CCO 2.0” (the

next five years of CCOs) and provide input on CCO 1.0 (the first five years)

  • Begin discussing and developing recommendations on the role of CCOs in

addressing social determinants of health

  • Hear highlights from additional CCOs and a community partner about

their work in social determinants of health, especially with regard to health-related services and community health workers

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AGENDA

Time Item Presenter Purpose

9:00

Welcome and Introductions  Adopt minutes Co-chairs Action

9:10

Agency Medicaid update Don Ross (OHA), Anna Lansky (DHS) Informational

9:20

CCO 2.0 Update: Building on Oregon’s Health Care Transformation Gains Lori Kelley, Jeff Scroggin (OHA) Informational and Discussion

9:50

Break

10:00 Public comment 10:10 The Role of CCOs in Addressing Social

Determinants of Health All Discussion

10:45

Using health-related services to address social determinants of health  AllCare  Next Door, Inc.  Health Share  Q&A and Discussion (30 minutes) Elizur Bello, Next Door, Inc. Sam Engel, All Care Health Rachel Arnold, Health Share of Oregon Informational & Discussion

11:55

Closing Co-chairs

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Agency Medicaid Update

Don Ross, Integrated Health Programs, OHA Anna Lansky, Office of Developmental Disabilities Services, DHS

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CCO Maturity Assessment Framework Update

Lori Kelley, OHA, Health Policy Unit Manager Jeff Scroggin, OHA, Health Policy Analyst December 6, 2017

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Overview

  • The first five-year contract cycle for

Oregon’s Coordinated Care Organizations (CCOs) is ending December 31, 2018.

  • To ensure that the next contracting

cycle capitalizes on the health care transformation progress made by CCOs, the Oregon Health Authority will be extending current contracts for one year to allow more time to develop the new five- year contracts.

HEALTH POLICY Health Policy andAnalytics

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Why is OHA extending current contracts?

Lengthening the new contract development process will allow for:

  • Deeper engagement of stakeholders,

partners, and legislators

  • Better understanding of existing

successes, challenges, and best practices

  • Clearer targets for 2.0 goals
  • Space to consider unforeseen changes

(e.g., federal reform)

  • Opportunity for CCOs and communities to

plan for future changes

  • Review and consideration of changes to

rate-setting processes and methodology

HEALTH POLICY Health Policy andAnalytics

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Policy goals

Based upon the OHPB’s Action Plan for Health and direction from the Governor, the Board will:

  • Focus on social determinants of health and

equity

  • Increase value and pay for

performance

  • Improve the behavioral health system
  • Maintain a sustainable cost growth

A key part of this work will be the engagement

  • f stakeholders and community partners and

measuring progress

HEALTH POLICY Health Policy andAnalytics

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CCO 1.0 Maturity Assessment

GOALS:

  • Reflect: Assess coordinated care model to inform a data

driven picture of what was accomplished from an output and

  • utcome perspective.
  • Analyze: Provide an analysis of what processes

experienced challenges and where outputs and outcomes were not as expected. Not a CCO by CCO analysis.

  • Focus and Contextualize: Organize qualitative and

quantitative data in a cohesive and goal orientated structure, to allow for more careful and clear policy development.

  • Prepare: Set the stage with more qualitative and quantitative

information and analysis to inform future CCO model.

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CCO 2.0 DRAFT DEVELOPMENT TIMELINE

All dates are estimated Phase 1 - Current Contracts O N D J F M A MJ J A S O N D J F M A M J J A S O N D J F M A Final phase of CMS review/approval for 2018 contracts Contract period Develop/revise 2019 contract provisions * Finalize and sign 2019 contracts Amended contract extension period Phase 2 - New Contracts Evaluation of CCO 1.0 Public input process on 2.0 goals Final OHPB recommendations Procurement development & process New contract period begins 2018 contract period 2019 contract period 2020 2017 2018 2019

To date:  Confirmed 2.0 timeframe  Formally notified stakeholders and CCOs of one-year contract extension  In process of drafting CCO 2.0 project plans and timelines  Confirmed internal governance structure  Developed draft maturity assessment data sources and measures  Continued developing work plan for one-year extension

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Oct

Nov Dec Jan 2018 Feb-Jul

Logic Model Developed to Assess CCO 1.0

Public Input Process CCO 2.0:

  • Medicaid Advisory Committee
  • Health Equity Policy Committee
  • Health Information Technology Oversight Council
  • Healthcare Workforce Committee
  • Public Health Advisory Board
  • Primary Care Collaborative
  • Behavioral Health Collaborative

MA Draft Logic Model, Timeline and Design Presented for Feedback & Approval Feedback received from OHPB, and SME Incorporated in Final MA

CCO 2.0 Goals Developed Incorporating Maturity Assessment Findings

MA Final Draft Presented for Review and Approval MA Draft Framework Presented for Feedback & Approval Nov Meeting Dec Meeting Retreat

CCO 1.0 Maturity Assessment Timeline

OHA Staff Develops Logic Model with Information from existing resources:

  • Waiver

Evaluation

  • Outcomes Data
  • Cost Data
  • Action Plan
  • Transformation

Center Work Policy development and recommendations, public input continues OHA Solicits Feedback on Focus and Content:

(Including, not limited to)
  • CCOs
  • Medicaid Advisory

Committee

  • External Subject

Matter Experts, Partners & Stakeholders

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Oregon Medicaid HST Logic Model DRAFT

CCOsimplemented

  • CCO Contract

Focus on quality of care CCO metrics reports Delivery system partnerships Increased primary care utilization health equity initiatives VBP initiatives & utilization Local community innovations Delivery system accountability Co-located and managed clinics Memoranda of understanding/ agreements between community partners and CCOs Increased transparency & reporting Improved transitions of care Improved consumer engagement and activation Shared savings

Inputs*

(what was designed/intended)

Outputs

(activity results/products)

Outcomes* (what we expect to see)

Improved coordination

Vision & Goals ~

CCOs developed

  • Request for Application

Community planning *1

  • Transformation Plans
  • Community Health Assessments
  • Community Health Improvement

Plans

  • Strategies to reduce health

inequities

  • Flexible Services

Sustainable funding

  • 3.4% rate of growth
  • 2% test
  • Global budget methodology
  • CCO APM adoption
  • Rural Hospital APMs
  • Incentive Payments

Coordinating & integrating

  • CAC
  • LTSS & Duals
  • PH
  • County BH
  • PCPCHs
  • FQHCs
  • DCOs
  • Hospital Services
  • Specialty Services
  • HIT & HIE implementation

Public reporting & measures

  • Fiscal & Organizational
  • Performance Measures, Metrics

& Outcomes Supporting & providing TA

  • Transformation Center
  • Learning collaborative
  • Quality improvement

Improved quality of care Improved access Improved health equity Greater utilization of APM/VBP Improved health outcomes Sustainable costs/ bending the cost curve Community driven transformation Integrated physical, behavioral and oral health services

Vision Communities and health systems work together to find innovative solutions to reduce overall spending, increase access to care and improve health; Promote local and regional accountability for health and health care Goal Improve health and increase the quality, reliability, availability and continuity of care and reduce the cost of care through an integrated and coordinated health care system

CCOs designed

  • 1115 Waiver
  • 2010 Action Plan for Health
  • HB 3650 (2011), SB 1580

(2012) Local governance systems

  • Coordination to respond to

community needs between healthcare providers, Medicaid Members and other community members Global budget policy

  • Per-capita payments for global

healthcare management w/ up and down side risk and flexibility to meet local needs Integrated physical, behavioral and oral health care services policy Single point of accountability for access and quality policy

  • Public reporting of

performance and outcomes Pay for performance policy

  • Measure design, monitoring and

adjustment infrastructure

  • Incentive measure financing
  • Federal, state & community

resources Enhanced Care Coordination

  • PCPCHs
  • THW
  • Care Delivery Systems
  • HIT/HIE

Activities^

(what was done)

CCO 1.0 Assessment framed with a lens towards outcomes

JJS 12/1/17

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Oregon Medicaid HST Logic Model DRAFT

Outcomes

  • Improved quality of care
  • Improved access
  • Improved health equity
  • Greater utilization of APM/VBP Improved

health outcomes

  • Sustainable costs/ bending the cost curve
  • Community driven transformation
  • Integrated physical, behavioral and oral

health services

  • Improved coordination

Are we focusing on the right outcomes? What data and measurements should be considered?

JJS 12/1/17

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Improved Access

General expectations/vision Source

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Adequate, timely and appropriate access to hospital and specialty services will be required. OHPB Implementation Plan

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In selecting one or more coordinated care organizations to serve a geographic area, the authority shall: (a) For members and potential members, optimize access to care and choice of providers; (b) For providers, optimize choice in contracting with coordinated care organizations; and (c) Allow more than one coordinated care organization to serve the geographic area if necessary to optimize access and choice under this subsection. HB 3650

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Consumers can get the care and services they need, coordinated locally with access to statewide resources when needed, by a team of health professionals who understand their culture and speak their language; A holistic approach that focuses

  • n the patient, not the symptoms, and emphasizes preventive care and healthy lifestyles.

2010 Action Plan

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The goals of the CCO will be moving from fragmentation to organization and delivering the right care in the right place at the right time to patients who are meaningfully engaged. RFA, Transformation Plan Access Outcome Measure Data Source Notes

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Access to care overall (6 subcategories) Summative waiver evaluation, metrics 2016 report, OHIS REPORT

  • 1. members w/ any health care 2. getting care

quickly (adults) 3. getting needed care (adults)

  • 4. physicians accepting new medicaid pts. 5.

physicians caring for mediciad pts 6. pt w/ medicaid coverage

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Access to primary care Summative waiver evaluation, PRIMARY CARE REPORT Access decreased slightly, likely due to Medicaid expansion 1. Members with any primary care 2. Children and Adolescents' access to primary care (1-6) 3. Children and adolescents access to primary care (7-19) 4. Adults access to primary care (20-44) 5. Adults access to primary care (45-64)

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Access to behavioral health care Summative waiver evaluation

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Access to dental care: Members with any dental visit; members with a preventive dental visit Waiver summative evaluation; Oral Health in Oregon CCOs metrics report

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Access to care (CAHPS) statewide - patient experience measure 2016 Metrics Report, summative waiver eval Incentive Measure

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Ambulatory care - ED utilization 2016 Metrics Report, summative waiver eval Incentive Measure

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Follow-up after hospitalization for mental illness 2016 Metrics Report, summative waiver eval Incentive Measure

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Prenatal and postpartum care 2016 Metrics Report, summative waiver eval Incentive Measure

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Outpatient utilization 2016 Metrics Report, summative waiver eval State Performance Measure

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Compliance: Participation in Learning Collaborative if unable to meet access metric Transformation Center If OHA identifies Contractor as underperforming on access, quality or cost against performance and outcome metrics established under this Contract, Contractor will be required to participate in an intensified learning collaborative intervention. Questions for Broader Analysis: What role did workforce capacity play in these measures? In cases where larger workforce gaps are at play, does the CCO have any responsibility to incentivize / recruit new providers? What role did coordination of care play?

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Next steps

  • Finalizing internal governance structure and assigning teams.
  • Creating work plan for the one-year extension. Identifying timeline

and changes that may need to be included.

  • Beginning maturity assessment. Will bring back data on those

questions in January.

  • January OHPB meeting:

– Review maturity assessment results to inform future priorities. – Map out and charter work on major policy areas of focus. – Create public timeline for 2018 – Solicit stakeholder and expert committee input

  • Fall 2018: OHPB implementation plan to OHA.
  • 2019: Launch procurement.

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Role of CCOs in addressing SDOH

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June-Sept 2017

Oct Nov Dec

Jan 2018 March April

May 23

PHASE 1 PHASE 2

Committee background and work plan Final work products approved SDoH definition drafted April 25 Approve final framework (Phase 1) Apr 18 HRS guide(s) drafted Mar 12 consultation with CCOs at QHOC Full SDoH framework (definition, roles) drafted Jan 24 Priority area(s) for health related services guide(s) identified Jan 1-15 SDoH Stakeholder survey fielded SDoH stakeholder survey created Milestone 1 Milestone 2 Milestone 3 Milestone 4 Milestone 5&6

MAC SDOH Timeline & Critical Milestones

*We are here!

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Insights from national scholars on the role of health care in SDOH:

Should health care be the “hub” for SDOH work?

  • Advantages: health care

funding; experience w/contracting; growing broader focus on “health”

  • Risks: inefficient resource

management, competing interests in communities, risk

  • f overmedicalizing2

Risk of overmedicalizing

  • “there is a danger that a medical

approach to these nonmedical factors will lead to more health care versus more cost-effective and community- based interventions.”1

  • “providers may prioritize medical

interventions (i.e. laboratory screenings)…as opposed to unfamiliar community-oriented interventions (i.e. sidewalks or housing)”2

1. Magnan, S. (October 2017). Social Determinants of Health 101 for Health Care. National Academy of Medicine. 2. Taylor, Hyatt, Sandel. (November 2016). Defining the Health Care Systems Role in Addressing the Social Determinants of Health and Population Health. Health Affairs blog.

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Insights from the November 3 panelists

  • n the role of CCOs:

Data Hub

  • “Hub for communications and

data exchange”

  • “Create digital equity” between

health care systems and others (e.g. provide secure email system to partners)

  • Provide “good, accurate, timely

data

Convener

  • Ex: community advisory councils
  • Use collective impact model –

bring diverse partners together around shared goals and metrics

  • Important for CCOs/partners to

identify collective priorities

Internal infrastructure/training

  • Internal equity

trainings/committees

  • Be trained to be most

effective thought partners

Partner with local focus/local control

  • Local aspect of CCOs is very important –

needs are different in different communities

  • Partners in community health assessment

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Insights from MAC members: member survey results

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Why is it important for CCOs, as Medicaid health plans, to address the Social Determinants of Health?

  • Must address SDOH to improve health (SDOH have

a larger impact on health than health care)

  • Must address SDOH to eliminate health inequities
  • State can’t achieve triple/quadruple aim without this

work

  • It’s good for business! Improving health will cut costs
  • It’s the right thing to do.

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What are the roles a CCO can play in addressing social determinants of health? (red – committee additions)

  • Direct investment (CCO managed programs, grants to community
  • rganizations, community infrastructure investments – e.g. creating

healthy places)

  • Utilize health-related services
  • Alternative Payment Models/Value-based Payment
  • Workforce
  • Convener
  • Data/Analytics support
  • General alignment/collaboration (incl. offering space/staffing for

education/social service partners)

  • Internal infrastructure changes
  • Direct member engagement/identifying members for social needs
  • Policy/government relations

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What do you see as the best/most effective role(s) for a CCO to play in addressing the social determinants of health?

Internal/structural changes Identifying consumers with social needs CCOs should rank based on needs of communities

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Why do you feel these are the best/most effective role(s) for a CCO to take in addressing the social determinants of health?

  • Capitalize on CCO strengths/role as a payer

– “Direct investment, using health related services funding, and APMs/VBP all make use of CCOs' unique role as a payer accountable to the triple aim. Have the most direct correlation and ability to impact health the most” – “HRS, Workforce, identifying consumer needs – direct resource impact and funding based on individual/family needs” – “Workforce – use workforce in creative ways…[CCOs] can change their payment models to reimburse for new ways of doing business.”

  • Roles that support existing efforts, avoid duplication of work

– “General alignment/collaboration is often better than serving as a convener or HUB, if that function is better served by a community organization or coalition” – “As a clinician, I see where the gaps in care exist and want more resources available to close them working within the systems that already exist, but I want them to work more closely and smoothly” – “Providing data on utilization and costs can allow providers to develop care models and address needs”

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From a member/community perspective, what are some possible risks or concerns related to CCOs addressing social determinants

  • f health that the MAC should consider in its recommendations?
  • Duplication/reinventing the wheel rather than capitalizing on unique

strengths

– “I didn't pick "workforce" or "convener" because these can put the CCO in a position of reinventing the wheel or duplicating services, and aren't necessarily uniquely the strength of a CCO.” – “Tackling a problem that is already or can be addressed using another funding source” – “Important to align incentives, financial or otherwise, so all parties working to address SDOH (e.g. through Health-related Services) without fear of financial loss or compromised mission”

  • Lack of research & community engagement to identify the “right” work

– “Lack of coordination with -- or without the input of -- providers, community

  • rganizations, and patients.”

– “CCOs really, really, need to invite broad discussion to explore what counts as SDoH before funding anything. There is a lot of community wisdom out there about what is worth paying for and what is not.” – “Interventions picked are known to actually have a positive health impact, or …we at least study them as a pilot before rolling them out widely.”

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From a member/community perspective, what are some possible risks or concerns related to CCOs addressing social determinants

  • f health that the MAC should consider in its recommendations?
  • Lack of sustained investment resulting in limited impact, or not

enough data to measure effectiveness

  • Focusing only barely upstream (air conditioner vs childhood food

insecurity).

  • Ignoring infrastructure needs to do the work well

– E.g. ensuring have culturally specific staff to work with specific populations

  • Relying on a one-size-fits-all approach– e.g. a strategy geared

toward people with physical disabilities not necessarily transferable to full disability community (i.e. including people with IDD)

  • Poor communication around work causing confusion/

miscommunication of members

  • Bureaucracy, causing implementation and funding getting stalled

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Other feedback

  • “[the different roles offer] an array of options, going from the

"individual need" that can make the difference for one person or family (Flexible services), to conven[ing] or leadership of innovative programs, to the Advocacy, education and changing of the concept

  • f health, transforming the system from "remedial" only, to

proactive.”

  • “I think we need to ask what CCOs have the capacity to invest in,

and to consider what CCOs are currently investing in. You need a third party to do this (the state). …OHA needs to ask if they want the current investment to be different, or if they want more investment. And will our recommendations cause CCOs to shift focus away from things they are already invested in?”

  • “I don't like…very detailed recommendations because I don't trust

the implementation part. I see sometimes a poor conception of the challenges where the recommendations…become a "check list“”

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MAC discussion

  • What is the most effective role or role(s) a CCO

can play in addressing social determinants? Why?

  • Are there risks/concerns you have about CCOs

engaging in social determinants of health work? How can CCOs/the state prevent these?

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Role of CCOs in addressing SDOH Part 2 Panel: Community Health Workers and Health-related Services

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Community Health Workers and Coordinated Care Organizations Address Social Determinants of Health

By: Elizur Bello, Director of Programs The Next Door, Inc. Hood River and The Dalles, OR

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What do we already know or imagine about Community Health Workers?

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Community health worker programs & social determinants of health

  • Health Promotion Services

– Clinical Community Health Worker

  • Provides patient education, system navigation, and

connection to services

– Services include; transportation, housing, food, and mental health services

– Mid-Columbia Health Equity Advocates (MCHEA)

  • Focused on collaborating with community partners

(social service and health related service

  • rganizations), and community members to address

policies related to health equity including SDoH.

– Participation in the Mayor’s Latin@ Advisory Counsil – Community listening sessions on housing – Participation on boards including local transportation, CCO’s-CAC, food security coalition, immigration advocacy

– Community Health Worker training

  • Provides OHA approved 90 hour training for CHWs

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Community health worker programs & social determinants of health

  • Economic Development Services

– RAICES

  • A CHW led gardening program that teaches

community members gardening skills and provides them the opportunity to sell their produce at local farmers markets or in Community Supported Agriculture CSAs.

  • Participants also learn leadership skills by

participating on the RAICES board.

– Empresas

  • A 12 week popular education series led by

CHWs

  • Teaches community members on the process of

starting up a new business and provides support to them during the process of becoming entrepreneurs.

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CCO support for CHW programs

  • Helped fund the first round of local

CHW training

– Helped our organization purchase a license for Multnomah County Health Department Community Capacitation Center’s “We Are Health” curriculum to become a training center for CHWs in the Gorge and our region.

  • Funded a CHW pilot program called

the Community Health Team to work with the top 200 utilizers of health care in our region.

– Community based home visiting CHW program connecting people to services – Worked with community members to empower them in taking charge of their own health to prevent misutilization of health care services.

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Opportunities for a CCO to support CHW programs

  • Support for local Regional Health Equity

Coalition

  • Adopt a payment code for CHW services

prescribed by providers

  • Expand health related services, how they

can support the work of CHWs, and inform CHW organizations of health related services.

  • Develop relationships with, and listen to

CHWs as they are directly connected to the communities CCOs are tasked to serve.

  • Fund CHW programs, or adopt CHW

models into health care delivery

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Thank you!

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AllCare Health

Social Determinants of Health

Changing healthcare to work for you.

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Social Determinants

Education Housing Utilities Natural Environment Build Environment Nutrition Transportation Violence Income Education Housing Community Engagement Housing Utilities Nutrition Transportation Violence

Built environm Biology and genetics 30% Healthcare 10% Social 15% Lifestyle and Behavior 40%

Health Factors

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Silver Bullet Silver Buckshot

As a team, company, community, and as individuals,

  • ur goal is to tackle interconnected problems

concurrently to make the greatest impact for the most people as quickly as possible.

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ACEIT Team

AllCare Community Engagement and Investment Team

Cynthia Ackerman, RN Chief Quality Officer Built this team and

  • versees our work in

the community Kelley Burnett, D.O. Associate Medical Director Provides clinical expertise addressing SDoH in children and families Kari Swoboda Wellness Programs Supervisor Oversees and advises CHIP integration and Health and Wellness investments. Lana McGregor Behavioral Health Integration Manager Oversees and advises all mental and behavioral health integration investments Laura McKeane Oral Health Integration Manager Provides expertise in oral health integration and oversees

  • ral health investments

Susan Fischer Health and Education Integration Coordinator Oversees and advises early childhood and education investments Andi Ross Finance Manager Advises funding methods and policy and budget insight for investment

  • pportunities

Sam Engel SDoH Coordinator ACEIT Team Facilitator Oversees housing and nutrition investments and provides integration coordination

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Oral Health Integration

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Oral Health Integration

  • 4x more children 0-6 received Oral Health

Assessments at their pediatricians’ office with AllCare than with the next highest CCO

  • Oral Health included in Care Coordination
  • Family oral health education
  • Fluoride varnish applied in the providers’ offices
  • Family practice integration initiative in progress with

Oregon Oral Health Coalition First Tooth Program:

  • 250 medical staff trained in all three counties
  • Developed dental referral materials
  • Over 2,000 children served

“Kids that are 0-3 will see their pediatrician 11 times in the first three years of life but most won’t see a dentist at all.”

  • Laura McKeane
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Education and Family Strengthening

“Good things will naturally grow, they don’t have to be mandated.”

  • Teresa Sayre

PAX Good Behavior Game Trauma Informed School Districts Support of CASA, Foster Parents, and DHS Child Welfare Family Strengthening Programs Cradle to career initiatives Boys & Girls Club and other youth development programs

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Housing Partner: Rogue Retreat

Many types of housing makes for adaptive service

  • Second-chance housing
  • Diverse array of options
  • Strong case-management
  • Evolving investment model
  • Member-centric
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Research and Evaluation

Internal evaluation and reporting Third-party external review

  • Health outcomes
  • Healthcare costs
  • Social Determinants improvements
  • Member / partner satisfaction
  • Engagement
  • Sustainability
  • Economic impact

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SDoH – Quality Metrics – APMs

These three tools, your SDoH foci, Quality Metrics, and provider APMs can work together to be mutually informative and supportive and promote behavior change in the community.

  • APMs linked to Quality Metrics
  • Quality Metrics used to inform SDoH investments
  • Feedback from providers used to prioritize SDoH
  • SDoH investments targeting QM and APM areas
  • QM and AMPs can be targeted to SDoH needs

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SDoH – Quality Metrics – APMs

Project Baby Check and Siskiyou Pediatric Care Coordinator: QM: Developmental Screening Childhood Immunizations Adolescent Well-Care APM: Developmental Screening Childhood Immunizations Adolescent Well-Care SDoH: Home environment Transportation Trauma-informed Screenings and assessment

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Smoking Cessation: QM: Smoking Prevalence APM: Smoking Prevalence Member Satisfaction SDoH: Smoking Prevalence Assessment Member Satisfaction Transportation: QM: Developmental Screening Childhood Immunizations Member Satisfaction ED Visits APM: Developmental Screening Childhood Immunizations Member Satisfaction (Provider Satisfaction) ED Visits SDoH: Trauma-informed Food security/nutrition

Isolation

Transportation

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Thank you for the opportunity to share our thoughts and approach to SDoH work and for engaging in this work in your own communities. If the goal is to improve individual lives and outcomes, therefore improving community wellness; then collectively, we are improving community health as part

  • f making Oregon, as a whole, a healthier state.

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Compounded Benefits: Transportation and Fitness

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Ready Ride Gym Membership

43% reduction in healthcare costs for a traditionally underserved and high-risk population.*

*based on 12 months of fee-for-service non- inpatient medical claims.

QM: Member Satisfaction APM: Provider and Member Satisfaction SDoH: Transportation, preventative wellness, fitness, TI

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And with that…

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A Healthy Community for All

Health Related Services Investments

Medicaid Advisory Committee December 2017

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SLIDE 54

Health Share’s mission is to partner with communities to achieve ongoing transformation, health equity, and the best possible health for each individual. Everything we do is designed to address a social determinant of health– poverty.

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Commitment to Health Equity

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SLIDE 55

Two types:

  • 1. Flexible Services
  • Targeted interventions for individual members

that supplement covered benefits

  • 2. Community Benefit Initiatives
  • Investments in broader programs that improve

population or community health 55

Health Related Services

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SLIDE 56
  • Partnership with Project Access Now (PANOW)
  • All Health Share health plans can use Clara system
  • Online system allows care coordinators to

authorize flexible services for patients 56

Flexible Services

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SLIDE 57

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Flexible Services Examples

HEALTH SHARE CATEGORY EXAMPLES OF SERVICES

  • 1. Training/Education for health

improvement or management Class on health meal preparation

  • r diabetes self-management

curriculum

  • 2. Self-help or support group

activities Postpartum depression programs, Weight Watchers groups

  • 3. Home/Living environment items
  • r improvements or non-DME

items to improve mobility, access, hygiene, etc Air conditioner, athletic shoes, or

  • ther special clothing
  • 4. Transportation not covered

under State Plan Benefits Ride to a gym, cooking class

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SLIDE 58

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Flexible Services Examples

HEALTH SHARE CATEGORY EXAMPLES OF SERVICES

  • 5. Housing supports related to

social determinants of health Shelter, utilities, critical repairs, short term rental assistance

  • 6. Care coordination or case

management activities High utilizer intervention programs

  • 7. Assistance with food or social

resources Meals on Wheels

  • 8. Other

Cell phones, Visa gift cards to purchase health-related support items not available through the

  • ther categories.
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SLIDE 59

Housing Supports 3% Care Coordination 82% Food/Social 1% Home Improvements 2% Other 1% Self Help 1% Training 1% Transportation 9%

SERVICES BY MEMBERS SERVED

Flexible Services Delivered

2016 Q1 - 2017 Q2

Housing Supports 40% Care Coordination 37% Food/Social 3% Home Improvements 5% Other 3% Self Help 1% Training 5% Transportation 6%

SERVICE CATEGORIES BY COST 59

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SLIDE 60
  • OHA rules and financial reporting

requirements in flux for 5 years

  • Provider education
  • Lack of guidance from OHA around how to

show return on investment

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Barriers to Flexible Services

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SLIDE 61
  • Highlights from current investments
  • Medical Legal Partnership Pilot
  • Community Health Worker Infrastructure

Investment

  • Ready + Resilient Strategic Plan for

2017-2020

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Community Benefit Initiatives

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SLIDE 62
  • Medical Legal Partnership (MLP) is a

model that integrates legal services into the health care setting to address legal issues that affect health

  • Ex: Substandard housing where housing codes are

not enforced

  • Also includes transforming health care

delivery and focus on public policy to affect population health

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CBI Highlight: Medical Legal Partnership

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SLIDE 63
  • Health Share piloted the first Medical

Legal Partnership in Oregon

  • Partnership with OHSU’s Richmond Clinic
  • In it’s first 10 months, the MLP pilot served

154 clients with 217 distinct legal issues

  • Producing an evaluation of the pilot in

2018 to encourage statewide adoption

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CBI Highlight: Medical Legal Partnership

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SLIDE 64

Community Health Worker

Community health workers are trusted members of their

  • community. CHWs serve as a link between individuals and

communities with health and social services to improve quality and cultural competence of service delivery.

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CBI Highlight: CHW Workforce Infrastructure

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SLIDE 65

Community Health Workers & Social Determinants of Health

Culturally specific and community-based CHWs have increased success building relationships with and connecting Medicaid members to services addressing social determinants of health and improving health outcomes

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CBI Highlight: CHW Workforce Infrastructure

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SLIDE 66

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CBI Highlight: CHW Workforce Infrastructure

Goals:

  • Support workforce stability and improvement in outcomes through standardized training,

professional development and supervision.

  • Create a platform to build necessary information technology enabling documentation of CHW

efforts in a standardized way and evaluates outcomes.

  • Create and sustain an infrastructure that enables various systems to reliably contract for

culturally specific and community-based CHWs.

  • Identify a sustainable payment model that values community-based community health

workers, increasing capacity and support of culturally specific community-based CHWs.

  • Workforce Development
  • CHW Integration
  • Technical Assistance
  • (ORCHWA) Internal Capacity

$3.3 Million Investment in Infrastructure

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SLIDE 67

Start Strong: Children are ready for kindergarten, and families are connected to the health and social resources they need to thrive. Support Recovery: People are able to access quality mental health and substance use services delivered by a trauma-informed workforce when and where they need them. Share Health: Our equity first approach prioritizes eliminating health disparities for future generations. 67

Ready + Resilient

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SLIDE 68

Strategy 1: Improve quality and quantity of screening

  • f women and children in health care and

community settings Strategy 2: Build and enhance clinical and community interventions and referral systems Strategy 3: Improve systems of care for populations with complex needs 68

Start Strong

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SLIDE 69

Strategy 1: Strengthen the Behavioral Health Workforce Strategy 2: Improve the Substance Use Disorder system of care Strategy 3: Improve the availability of information across care settings 69

Support Recovery

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SLIDE 70

All six strategies have health equity elements built in to the key outcomes, tactic, metric, or activity level.

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Share Health

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SLIDE 71

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SLIDE 72

Thank you!

Next MAC Meeting: January 24, 2018 9:00am-Noon WEBINAR

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