Transformation plans

Transformation plans

InterCommunity Health Network CCO (IHN-CCO) received approval from the Centers for Medicare and Medicaid Services (CMS) for its transformation plans beginning July 1, 2013. The approval allows IHN-CCO to put in place programs and projects that are aimed at improving local health and health care in Benton, Lincoln and Linn counties: The purpose
The transformation plans serve a two-fold purpose: first, to establish a mechanism that facilitates Oregon Health Authority's (OHA) partnership with CCOs to achieve Oregon’s health system goals; and, second, to encourage continuous quality improvement, recognizing that transformation is an iterative process and that a CCO’s transformation plans will and should evolve over time.

Eight standards
All plans are subject to eight minimum standards:
  1. Mental health and physical health care and addictions and dental health integration – Develop and implement a health care delivery model that integrates mental health and physical health care and addictions and dental health. Must specifically address the needs of individuals with severe and persistent mental illness. (See IHN-CCO’s Benchmark 1, found on page 2 of plan)
  2. Patient-Centered Primary Care Home (PCPCH) – Continue implementation and development of PCPCH. (See IHN-CCO’s Benchmarks 2.1 and 2.2, found on page 2 of plan)
  3. Alternative payment methods – Implement consistent alternative payment methodologies that align payment with health outcomes. (See IHN-CCO’s Benchmark 3, found on page 3 of plan)
  4. Community health assessments – Prepare a strategy for developing Community Health Assessment (CHA) and adopt an annual Community Health Improvement Plan (CHIP) consistent with Senate Bill 1580 (2012), Section 13. (See IHN-CCO’s Benchmark 4, found on page 4 of plan)
  5. Electronic health records – Develop a plan for encouraging electronic health records; health information exchange; and meaningful use. (See IHN-CCO’s Benchmark 5.1 and 5.2, found on pages 4-5 of plan)
  6. Culturally appropriate and health-literate communications – Assuring communications, outreach, member engagement, and services are tailored to cultural, health literacy, and linguistic needs. (See IHN-CCO’s Benchmark 6, found on page 5 of plan)
  7. Services/staffing that reflect diversity and address disparities – Assuring provider network and staff ability to meet cultural diverse needs of the community (cultural competence training, provider composition reflects member diversity, nontraditional health care workers composition reflects member diversity). (See IHN-CCO’s Benchmark 7, found on page 6 of plan)
  8. Quality improvement plans – Developing a quality improvement plan focused on eliminating racial, ethnic and linguistic disparities in access, quality of care, experience of care, and outcomes. (See IHN-CCO’s Benchmark 8, found on page 6 of plan)

A significant milestone
“This marks a significant milestone for our CCO — the culmination of over two years of planning by diverse community, county government, and private organizations — and sets in motion the first phase of implementation to transform and unify our local health care systems and processes,” said Kelley Kaiser, chief executive officer for IHN-CCO. “It is our intention to be transparent and timely in sharing the progress and results of our transformation plans with the communities we serve. We will continue to seek input and feedback from our members and communities through our public meetings and our multiple community advisory councils at the local and regional, tri-county level. We see this two-way communication as essential to ensuring that we deliver new and better ways to prevent and manage health problems and address the cost of care.”


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