Regional Health Improvement Plan Council October 16, 2018
Meeting Objectives • General SWACH Business • Strategic Framework Overview and Progress • Decision Making Criteria • 2019 Policy Priorities
Meeting Minutes • Council Member Action: Approve Meeting Minutes
Operations Dashboard Key Strategies Major Milestones Target Date Success Metric Status • Staffing Opioid Coordinator August 2018 Positions Filled In • Equity Manager Progress • Review organizational roles and potential staffing models that support October 2018 Organizational structure In function to support 2019 Work progress • Marketing & Communications Hired a Communications Director to develop a communications plan August 2018 Position filled/Plan Complete created • Communications Plan Launch and integration of Healthy Living Winter 2018/9 In Collaborative progress • Budget/Funds Flow Board approved operating budget Winter 2018/9 Approved budget In progress • New Opioid funding September Grant approved Complete 2018 • Internal Policies & Procedures Review policies and procedures for gaps and fill gaps Fall 2018 Full policies and In procedures progress • SARs 100% Reporting & Accountability • Implementation Plan submitted • Healthy Living Collaborative Integrate Healthy Living Collaborative programs, staffing, and services Winter 2018/9 In Integration into SWACH regional plan Progress • CHW Neighborhood Pilot Transition
Funds Flow Update
(REVIEW) Four High Level Funds Flow Categories Regional Transformation Community ACH Admin Capacity Plan Resiliency Fund Investments Implementation • Investments impacting social • Administrative operating • Funds paid directly to partners • Funds for Pathways determinants of health and expenses of SWACH to plan for and achieve DSRIP • Funds for ACH to make innovative solutions. • Legal goals and overall regional investments that • Financial transformation. support partners for specific • Facilities • Assessments purposes including workforce, • Equipment • Transformation plans health information, training, • Implementation and other infrastructure funds. support • Funds will be used to promote large scale transformation and sustainability across the region.
(REVIEW) How Many Dollars Are There? DSRIP Incentives $? $8.67M $7.2M $9.2M $7.8M $7.3M $5.9M Community BH Integration Year 1 Year 2 Year 3 Year 4 Year 5 Resiliency Fund ACH Regional Capacity Investments To support $721,217 – Year 1 bi-directional integration across Admin (10%) Clark, Skamania, and Klickitat $1.8M $? $? $? $? Year 1 = $? – Year 2 Counties (25%) $? – Year 3 $721,217 $? – Year 4 Partners Transformation Plans/Implementation (10%) $? – Year 5 $4M $? $? $? $? (55%) % to the Community Resiliency Fund
(REVIEW) Year 1 Transformation Plan Implementation $1.7M Planning $2.3M Binding Agreements Health Information Assessment ($210,000) Binding 2019 agreements negotiated September through December Clinical Assessment ($260,000) These funds will combine with year 2 funds Transformation Plan Submission ($900,000) to support 2019 contracts Non-Clinical Partner Engagement TBD Contracts will take into account Medicaid ($330,000) lives served and can support equity/anti- stigma work as well as partnerships needed to achieve transformation outcomes
Year 1 Transformation Plan Implementation Budget vs. Actual Budgeted Actual Health Information Assessment ($210,000) Spent: $172,500 Owed: $37,500 Clinical Assessment ($260,000) Spent: $220,000 Owed: $30,000 Transformation Plan Submission ($900,000) Spent: $0 (21 plans submitted so far) Non-Clinical Partner Engagement TBD Spent: $0 (RFI is currently open) ($330,000)
Current Thinking/ Board of Trustees Decision in October DSRIP Incentives BH Integration Year 1 thru 5 ACH Admin $0 ACH Admin 10% (roughly $3.7M) Community Resiliency Fund $868K (10%) Community Resiliency Fund 10% (roughly $3.7M) Regional Capacity Investment $2.2M (25.4%) Regional Capacity Investment 25% (roughly $9.3M) Transformation Implementation $5.6M (64.6%) Transformation Implementation 55% (roughly $20.5M)
Current Thinking/ Board of Trustees Decision in October Total of DSRIP Incentives Year 1 thru 5 and BH Integration ACH Admin 8.11% (roughly $3.7M) Community Resiliency Fund 10.00% (roughly $4.6M) Regional Capacity Investment 25.07% (roughly $11.5M) Transformation Implementation 56.82% (roughly $26.1M)
Thank you! • Andy Silver
Our Vision A healthy southwest Washington region where all people have equitable access to quality whole person care and live in connected and thriving communities without barriers to wellness
Our Strategy Snapshot & Dashboards
VISION Partnering to build a healthier future in Southwest Washington – for everyone WHOLE PERSON CARE COMMUNITY CLINICAL LINKAGES Clinical Transformation Integration of Social Determinants into Clinical Transformation COMMUNITY HUB Care Traffic Control COLLABORATIVE IMPACT Learning, Action, Equity, and Sustainability
VISION Partnering to build a healthier future in Southwest Washington – for everyone CLINICAL PARTNERS WHOLE PERSON CARE • Clinical Improvement (Target Populations/issues) Clinical Transformation • Clinical Integration (BH/PH) • Participate in Targeted Learning Collaboratives • Integrated Managed Care - Klickitat STAKEHOLDER ENGAGEMENT SYSTEM: Clinical Transformation Workgroup; Clinical Community Opioid T.F.; Integrated Managed Care CORE (Klickitat); Pre-Managed Learning Collaborative: Tribal Partners SWACH ROLE • Support for Value Based Payment, Workforce Development, Health Information Exchange/Technology, Equity and quality improvements supports and evidenced based interventions towards integrated care for target populations (opioid, chronic disease, behavioral health) • Technical assistance and learning collaboratives
Whole Person Integrated Care Dashboard Key Strategies Major Milestones Target Date Success Metric Status Integrated Care Framework Co-Created Goals October 2018 Implementation In Process • Development Integration of Physical and Behavioral Health Plan Complete • Value Based Payment Goals Established • Success Metrics Established • Workforce Needs Established • Cohort of Providers for Clinical Clinical Partner Assessment July 2018 Transformation Complete • Transformation Review Transformation Plan (TP) Plan Developed • Clinical Transformation Plan developed disseminated and returned August 2018 Transformation Complete Plan Completed • Clinical Transformation Plan review October- Transformation In Process November Plan Mapping 2018 file • Established Cohort of Clinical Partners invited into a binding agreement to December- Binding Pending begin workplan negotiations and Pay for Performance tied to transformation January 2018 Agreements plans. • Provider contracts/MOU executed January 2018 Binding Pending Agreements • TA plan developed for each participating provider December- Binding Pending • Capacity to deliver TA Secure January 2018 Agreements • Learning Collaborative(s) Learning Collaborative process and curriculum developed January-March Collaboratives Pending 2019 Developed
Partner Clinical Transformation Process & Timeline October: Finalize process and decision making criteria tools based on • stakeholder feedback Late October: Recruit Review Team Members (give them tools and plans to • review) November: Convene Review Team for Plan review • December: Recommend partners to move forward into a binding agreement • January: Board Approval •
VISION Partnering to build a healthier future in Southwest Washington – for everyone INDIVIDUAL TRANSFORMATION PARTNER ROLE • Complete a Community Serving Organization Request for Information WHOLE PERSON CARE (RFI) COMMUNITY CLINICAL LINKAGES Clinical Transformation • Cross-sector regional opioid response plan Integration of Social Determinants into • Promote and support CHW neighborhood teams in Clark, Cowlitz and Clinical Transformation Wahkiakum counties • Address barriers to school attendance at McLoughlin Middle School through the Education Community Health worker initiative STAKEHOLDER ENGAGEMENT SYSTEM: Community Health Advocates and Peer Supports Network CHAPS/HLC; Community Councils; Behavioral Health Advisory Board; Healthy Living Collaborative Committee SWACH Role • Matchmaking of Community Serving Organizations to connect social determinants into clinical transformation efforts • Support prioritized initiatives with a target population of opioid, chronic disease, and behavioral health • Continue to support the HLC Community Health Worker Initiatives
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