Healthcare Reform (2011-2013)

Focus Area: HealthCare Reform
Project: Coordinated Care Organization Support

Community Champions & Leadership

Doug Flow, CEO MRIPA and AllCare CCO; Jennifer Lind Regional Executive Jackson Care Connect CCO,  Roylene Chambers, CEO Primary Health CCO

Key Stakeholders:
Jackson, Josephine, and Curry County Regional Hospital systems, FQHCs, Mental Health Agencies, Addictions Service Agencies, multiple Primary Care clinics, Oregon Health Plan consumers

Key Stakeholders:
Jackson, Josephine, and Curry County Regional Hospital systems, FQHCs, Mental Health Agencies, Addictions Service Agencies, multiple Primary Care clinics, Oregon Health Plan consumers

Scope

Jackson and Josephine County CCO's

Goals

  • Support collaborative and inclusive dialogue for stakeholders in a neutral setting.
  • Support formation of CCOs and committees as needed
  • Connect newly formed CCOs to wider healthcare arena to support improved health and healthcare resources for our community while decreasing costs

JRHA Activities 2011-2013

  • Participated and convened early conversations for regional CCO formation with key stakeholders in Jackson County
  • Participation in Stakeholder Meetings for AllCare CCO formation
  • Created and led the early Community Advisory Council for Jackson Care Connect
  • Supported the creation of the Clinical Advisory Panel for Jackson Care Connect
  • Invited Jackson County CCOs to participate in presentations to Educators and Business leaders
  • Supported Jackson and Josephine County CCOs collaboration in creation of a shared Community Needs Assessment
  • Invited CCOs to participate in Jefferson Health Information Exchange, Choosing Options Honoring Options, end of life programs, High Utilization Pilots, and Opioid Guideline Pilots
  • Participate in Jackson Care Connect CCO as a Board Member
  • Invited CCOs to participate in JRHA Retreat meeting as presenters
  • Recruited CCO participation in JRHA as Ex Officio Board members

Next Steps for CCOS and potential for JRHA assistance

  1. Continue early development of programs to move the OHP population toward triple aim of decreased costs and improved care and outcomes for people.
  2. Work to coordinate these efforts between and within CCOs and the healthcare community at large.
  3. Continued promotion of JRHA’s role to support collaborative efforts within competitive environments by building networking relationships and a neutral platform for dialogue and action.

Key Learnings

  • There are circumstances when coordination of participation from all CCOs is beneficial to the community’s health promoting stewardship for the community’s resources: Jefferson Health Information Exchange, Opioid Prescriber Group Guideline implementation, and Community Needs Assessment.
  • Offering a neutral platform for networking and dialogue that JRHA provides is an essential component.
  • There is much to do which will require creative resourcing.
  • Entities outside of the CCOs will benefit the CCOs and benefit from the CCOs when connected through JRHA, in the end benefitting the community as a whole.
  • As organizations begin to integrate disciplines within their operations we need to be aware that this does not equal systems integration (for primary care, addictions services, mental health and dental health)

Current obstacles/opportunities

  • Uncoordinated efforts across the community; the opportunity is to aggressively engage all stakeholders to participate toward common goals
  • Individual organizations challenged with change efforts without funding resources
  • Change is slow and expensive and without adequate infrastructure of data and metrics to show benefit
  • Models of care still tied to old payment methods may be at risk because not aligned.
  • Organizations must strive for Systems Integration vs. Discipline or Organizational Integration as we look to bring in new models of care

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Respectfully submitted by Anne Alftine MD
JRHA Consulting Project Director