November 1, 2018 Presented by Marni Kuyl, HHS Director Integrated - - PowerPoint PPT Presentation

November 1, 2018 Presented by Marni Kuyl, HHS Director

• Integrated EMS System based on a collaborative

public/private partnership

• Transparency and Accountability
• Responsive
• Fiscally Responsible
• Clinical Excellence
• Operational Effectiveness
• Culture of Safety and Mindfulness

Washington County EMS Office

Board of County Commissioners

EMS QI Committee

EMS Advisory Council

 Current financial model keeps transport costs low for

patients

 Advisory Council able to make policy recommendations for

systems improvements

 County and Franchisee have ability and willingness to

amend contract

 Medical direction coordination provides uniform and

aligned clinical and operational protocols

 Good response time and high cardiac resuscitations rates  Excellent coordination and collaboration with all hospital

systems

 Agreed upon foundational principles and prioritized system

enhancements and improvements

 No single regulatory oversight for all EMS providers;

system coordination is voluntary (QI, training, etc.)

 Current financial model does not provide funding

mechanism for system enhancements

 Systems improvements can be slow through a council

model

 Lack of transparency for system issues  Lack of quality systems performance metrics in place

EMS Alliance (190)

• Oversight for

implementation of integrated EMS plan and budget

• Coordinated medical
• versight
• Support central dispatch
• Lead and coordinate system

activities: QI, training, system complaint investigation

• Develop system policies
• Monitor and report system

wide performance

• Rate analysis and

recommendation

• Support and promote

systems innovation

• Support and promote new

and evolving revenue

• pportunities

Washington County

• Statutory Authority; ASA Plan and County

Administrative Rules

• Administer and oversee ambulance

provider contract

• Administrative home for Alliance (staffing

support, budget, audit)

• Formal annual ambulance rate approval

Membership:

• Washington County
• City of Hillsboro
• Forest Grove, Cornelius, and Gaston
• Banks Fire District
• Tualatin Valley Fire & Rescue

Subcommittees:

• Technical Advisory
• Consumer/Community

Private Provider

• Primary Transporter
• With WC develop new revenue

model (i.e., return on revenue) that supports systems improvements/enhancement

• Participant in EMS systems

development through Alliance subcommittees

 Governance agencies have shared authority for

systems improvements and enhancements

 Governance agencies all contribute and participate in

coordinated activities: QI, training, compliance metrics

 Increased systems transparency  Smaller policy group to move policy agreement  System complaints and issues focused on systems QI  Supports strengths and assets of current system

(e.g., coordinated medical direction, collaboration with hospitals)

 Transition planning with EMS Council  New financial model needs to fund resources needed

for improvements and enhancements

 Potential rate implications  Coordination between policy group and

subcommittees will take time to develop

 Everyone needs to contribute something to achieve

collaboration desired

 Recommendation from EMS Advisory Council  Engagement with Board of Commissioners  Timeline Development  Implementation Plan