Medicaid Advisory Committee
December 6, 2017 9:00-12:00pm Oregon State Library, Room 102-103 Salem, OR
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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:
December 6, 2017 9:00-12:00pm Oregon State Library, Room 102-103 Salem, OR
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77263604227
1-888-398-2342 Code: 3732275 (public line) *Member code on calendar invite*
in the “questions” box if you would like to submit written comment.
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next five years of CCOs) and provide input on CCO 1.0 (the first five years)
addressing social determinants of health
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
Don Ross, Integrated Health Programs, OHA Anna Lansky, Office of Developmental Disabilities Services, DHS
Lori Kelley, OHA, Health Policy Unit Manager Jeff Scroggin, OHA, Health Policy Analyst December 6, 2017
Oregon’s Coordinated Care Organizations (CCOs) is ending December 31, 2018.
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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Lengthening the new contract development process will allow for:
partners, and legislators
successes, challenges, and best practices
(e.g., federal reform)
plan for future changes
rate-setting processes and methodology
HEALTH POLICY Health Policy andAnalytics
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Based upon the OHPB’s Action Plan for Health and direction from the Governor, the Board will:
equity
performance
A key part of this work will be the engagement
measuring progress
HEALTH POLICY Health Policy andAnalytics
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GOALS:
driven picture of what was accomplished from an output and
experienced challenges and where outputs and outcomes were not as expected. Not a CCO by CCO analysis.
quantitative data in a cohesive and goal orientated structure, to allow for more careful and clear policy development.
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:
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:
Evaluation
Center Work Policy development and recommendations, public input continues OHA Solicits Feedback on Focus and Content:
(Including, not limited to)Committee
Matter Experts, Partners & Stakeholders
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CCOsimplemented
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
Community planning *1
Plans
inequities
Sustainable funding
Coordinating & integrating
Public reporting & measures
& Outcomes Supporting & providing TA
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
(2012) Local governance systems
community needs between healthcare providers, Medicaid Members and other community members Global budget policy
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
performance and outcomes Pay for performance policy
adjustment infrastructure
resources Enhanced Care Coordination
Activities^
(what was done)
CCO 1.0 Assessment framed with a lens towards outcomes
JJS 12/1/1715
Oregon Medicaid HST Logic Model DRAFT
Outcomes
health outcomes
health services
Are we focusing on the right outcomes? What data and measurements should be considered?
JJS 12/1/1716
Improved Access
General expectations/vision Source
1Adequate, timely and appropriate access to hospital and specialty services will be required. OHPB Implementation Plan
2In 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
3Consumers 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
2010 Action Plan
4The 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
5Access to care overall (6 subcategories) Summative waiver evaluation, metrics 2016 report, OHIS REPORT
quickly (adults) 3. getting needed care (adults)
physicians caring for mediciad pts 6. pt w/ medicaid coverage
6Access 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)
7Access to behavioral health care Summative waiver evaluation
8Access to dental care: Members with any dental visit; members with a preventive dental visit Waiver summative evaluation; Oral Health in Oregon CCOs metrics report
9Access to care (CAHPS) statewide - patient experience measure 2016 Metrics Report, summative waiver eval Incentive Measure
10Ambulatory care - ED utilization 2016 Metrics Report, summative waiver eval Incentive Measure
11Follow-up after hospitalization for mental illness 2016 Metrics Report, summative waiver eval Incentive Measure
12Prenatal and postpartum care 2016 Metrics Report, summative waiver eval Incentive Measure
13Outpatient utilization 2016 Metrics Report, summative waiver eval State Performance Measure
14Compliance: 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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and changes that may need to be included.
questions in January.
– 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
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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!
Should health care be the “hub” for SDOH work?
funding; experience w/contracting; growing broader focus on “health”
management, competing interests in communities, risk
Risk of overmedicalizing
approach to these nonmedical factors will lead to more health care versus more cost-effective and community- based interventions.”1
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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Data Hub
data exchange”
health care systems and others (e.g. provide secure email system to partners)
data
Convener
bring diverse partners together around shared goals and metrics
identify collective priorities
Internal infrastructure/training
trainings/committees
effective thought partners
Partner with local focus/local control
needs are different in different communities
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a larger impact on health than health care)
work
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healthy places)
education/social service partners)
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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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– “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.”
– “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
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 coordination with -- or without the input of -- providers, community
– “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
enough data to measure effectiveness
insecurity).
– E.g. ensuring have culturally specific staff to work with specific populations
toward people with physical disabilities not necessarily transferable to full disability community (i.e. including people with IDD)
miscommunication of members
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"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
proactive.”
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?”
the implementation part. I see sometimes a poor conception of the challenges where the recommendations…become a "check list“”
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can play in addressing social determinants? Why?
engaging in social determinants of health work? How can CCOs/the state prevent these?
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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Community health worker programs & social determinants of health
– Clinical Community Health Worker
connection to services
– Services include; transportation, housing, food, and mental health services
– Mid-Columbia Health Equity Advocates (MCHEA)
(social service and health related service
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
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– RAICES
community members gardening skills and provides them the opportunity to sell their produce at local farmers markets or in Community Supported Agriculture CSAs.
participating on the RAICES board.
– Empresas
CHWs
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
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.
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
Coalition
prescribed by providers
can support the work of CHWs, and inform CHW organizations of health related services.
CHWs as they are directly connected to the communities CCOs are tasked to serve.
models into health care delivery
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Social Determinants of Health
Changing healthcare to work for you.
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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As a team, company, community, and as individuals,
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
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
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
Sam Engel SDoH Coordinator ACEIT Team Facilitator Oversees housing and nutrition investments and provides integration coordination
Oral Health Integration
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Oral Health Integration
Assessments at their pediatricians’ office with AllCare than with the next highest CCO
Oregon Oral Health Coalition First Tooth Program:
“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.”
Education and Family Strengthening
“Good things will naturally grow, they don’t have to be mandated.”
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
Research and Evaluation
Internal evaluation and reporting Third-party external review
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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.
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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
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
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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
Medicaid Advisory Committee December 2017
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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that supplement covered benefits
population or community health 55
authorize flexible services for patients 56
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HEALTH SHARE CATEGORY EXAMPLES OF SERVICES
improvement or management Class on health meal preparation
curriculum
activities Postpartum depression programs, Weight Watchers groups
items to improve mobility, access, hygiene, etc Air conditioner, athletic shoes, or
under State Plan Benefits Ride to a gym, cooking class
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HEALTH SHARE CATEGORY EXAMPLES OF SERVICES
social determinants of health Shelter, utilities, critical repairs, short term rental assistance
management activities High utilizer intervention programs
resources Meals on Wheels
Cell phones, Visa gift cards to purchase health-related support items not available through the
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
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
requirements in flux for 5 years
show return on investment
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Investment
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model that integrates legal services into the health care setting to address legal issues that affect health
not enforced
delivery and focus on public policy to affect population health
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Legal Partnership in Oregon
154 clients with 217 distinct legal issues
2018 to encourage statewide adoption
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Community Health Worker
Community health workers are trusted members of their
communities with health and social services to improve quality and cultural competence of service delivery.
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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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Goals:
professional development and supervision.
efforts in a standardized way and evaluates outcomes.
culturally specific and community-based CHWs.
workers, increasing capacity and support of culturally specific community-based CHWs.
$3.3 Million Investment in Infrastructure
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
Strategy 1: Improve quality and quantity of screening
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
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
All six strategies have health equity elements built in to the key outcomes, tactic, metric, or activity level.
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Next MAC Meeting: January 24, 2018 9:00am-Noon WEBINAR
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