progress report - Oregon Primary Care Association

Dashboard
Progress Highlights
Jan - Sept 2014
Goal 2: SDoH
Goal 1: Quality Metrics
Clinical & total cost of care metrics
Social determinants of health
Align behind metrics & improve
Develop shared understanding of SDoH & CHC role
Upstream metrics for CHCs
SDoH measurement
Pursue alignment & develop plan to address
Develop tool to pilot measurement
Upstream metric for CCOs
Develop strategy to advance CCO attention
Goal 3: Health Home Access
Enrollment targets
Goal 4: Valued Partners
Employers of choice
Set & meet
Assist CHCs in getting there
Patient-provider continuity
Successful & sustainable ops
Enhance within CCOs
Support CHCs in getting there
APM
Community partnerships
Spread & transition
Support CHCs in getting there
Divergent payer sources
Advanced models of primary care
Align with advanced primary care model
Lead & support development
Primary care position
Clinic-consumer partnerships
Optimize under health reform
Integrate care model changes to enhance them
CHC value
Promote with process & outcome data
Oregon Primary Care Association
www.orpca.org
Goal 1: Quality Metrics
We are making good progress on the Data
Transparency Project, a collaboration
between OPCA and Oregon’s community
health centers. Our goal: Improve the
performance of Oregon’s health centers on
six clinical metrics. Clinics are sharing data
on these measures with OPCA and with
other health centers in their cohorts.
• Twenty-three CHCs have aligned
behind, and reported on, one or more
of the six metrics.
• All CHCs know their baseline for at
least two of the metrics.
• As of August 2014, in aggregate,
CHCs reporting their data to OPCA
are exceeding either the CCO or
Healthy People 2020 benchmarks for
three of five measures.
• Two upstream metrics - housing and
food insecurity - were supported by
the Data Transparency Groups for
CHC tracking.
Goal 2: SDoH
We're working with our CHC members to develop a shared
understanding of social determinants of health and health
centers’ role in addressing them. We're also working with
partners on a tool to pilot measuring SDoH factors that
may be highly predictive of outcomes and costs. And we're
developing a strategy to focus CCO attention on defining
and tracking at least one upstream metric.
• OPCA partnered with NACHC, the Association of Asian Pacific Community Health Organizations and the Institute for
Alternative Futures to develop a patient risk assessment tool. The tool is based on an environmental scan of existing
tools to assess and address social determinants of health, a review of cost literature, alignment with national initiatives
like the Institute of Medicine report, and a survey of CHCs and patients that assesses the cost/quality impact of
measures. The tool will be piloted in 2015 with four implementation teams. Teams will comprise at least seven CHCs,
including one Oregon clinic.
• One of our grant deliverables is a summary of high-impact metrics of interest to payers. The project team is guiding
the creation of the summary.
Goal 3: Access
We are working to ensure that vulnerable
populations have timely access to a
sustainable health home at CHCs. We're
focusing on outreach & enrollment,
patient-provider continuity, aligning
divergent payer sources, spreading
alternative payment strategies, and
promoting the value of CHCs through
robust process and outcome data.
•
We're working with CareOregon to
align bonus payment around APCM
metrics.
•
In the 2015 state legislative
session, we will introduce a bill that
authorizes payment for same-day
behavioral health visits.
•
We partnered with members to
begin curtailing OHA efforts to
divert funds from Oregon’s 340B
prescription drug program. We
funded a comprehensive 340B
report and are working with OHA to
address 340B-related issues.
Goal 4: Valued Partners
OPCA is focused on supporting CHCs as they become highly
effective and valued organizations in their communities.
We assist CHCs in becoming employers of choice, support
them as they strive to be operationally successful and
sustainable, promote partnerships between clinics and
their communities, lead the development of advanced
models of primary care and integrate care model changes
that enhance clinic-consumer partnerships.
• We completed the FQHC Advanced Primary Care Practice Demonstration Project (APCP) from the Centers for Medicare
& Medicaid Services. Fifty percent of the six APCP health centers have received NCQA recognition. We anticipate that
100 percent will be recognized by the end of 2014.
• In 2014, OPCA will hold a total of four face-to-face advanced care model learning events focused on patient
centeredness, managing advanced transformation and sustaining new workflows.
• By the end of October, we will have finalized metrics for quality, access, cost and segmentation for the advanced
payment and care model dashboard.
• We trained a second cohort of health educators in the use of SBIRT (Screening, Brief Intervention and Referral to
Treatment). Three clinics joined the program, for a total of eight participating CHCs.
• We focused on oral health integration through the Strengthening the Oral Health Safety Net initiative. We facilitated
peer network meetings for dental directors and provided trainings for “dental home” transformation.
Meet Our Staff
Connect with us
503-228-8852
Charles Ashou
APCM Project Manager
[email protected]; x250
Focus: OPCA's advanced payment & care
model initiative.
Bob "Max" Maxwell
CHC Financial Improvement Manager
[email protected]; x240
Focus: CHC financial & operations issues.
Stephanie Castano
Outreach & Enrollment Coordinator
[email protected]; x224
Focus: Outreach & enrollment at CHCs.
Irma Murauskas
Director of Primary Care Transformation
[email protected]; x226
Focus: OPCA's primary care transformation
process.
Krista Collins
Data Analytics & QI Specialist
[email protected]; x245
Focus: Data & quality improvement at CHCs.
Rachelle Nickerson
Executive & Policy Coordinator
[email protected]; x249
Focus: Support of executive & policy teams.
Terese Cook
Office Coordinator
[email protected]; x228
Focus: Office management & support.
Matt Payne
Operations Director
[email protected]; x244
Focus: CHC and OPCA operations.
Victoria Demchak
Policy Coordinator II
[email protected]; x223
Focus: Policy support; CHAO forums.
Beth Quartarolo
Director of Marketing & Communications
[email protected]; x222
Focus: Marketing and communications for
OPCA and CHCs.
Sarah Dryfoos
Technical Assistance Projects Coordinator II
[email protected]; x246
Focus: SBIRT pilot; Strengthening the Oral
Health Safety Net initiative.
Carlos Rojas
Fiscal Manager
[email protected]; x230
Focus: OPCA's financial system.
Laurie Francis
Senior Director, Clinic Operations & Quality
[email protected]; x233
Focus: Leadership of OPCA's clinical training
& technical assistance programs.
Laura Sisulak
Strategic Advisor & Special Projects Director
[email protected]; x232
Focus: Administrative policy, organizational
strategic planning & special projects.
Craig Hostetler
Executive Director
[email protected]; x227
Focus: Executive leadership of OPCA.
Cindy Tan
Events & Human Resources Coordinator
[email protected]; x221
Focus: Events & human resources
coordination.
John Hummel
State & Federal Policy Director
[email protected]; x238
Focus: State & federal public policy.
Claire Tranchese
Training & Development Manager
[email protected]; x243
Focus: CHC community growth & board
training, health literacy, special populations.
Brandon Lane
Health Care Data Specialist
[email protected]; x241
Focus: Data collection & presentation.
Amy Vasereno
APCM Project Coordinator
[email protected]; x242
Focus: Support for OPCA's advanced
payment & care model initiative.
Diane Lechner
Technical Assistance Project Coordinator
[email protected]; x231
Focus: Transformations e-newsletter, support
for Data Transparency & other projects.
Jessica Yen
Social Determinants of Health Manager
[email protected]; x248
Focus: Social determinants of health.