bht – certification submission template · 2017-05-31 · phase i certification submission...

PhaseICertificationSubmissionTemplate(April14,2017)

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PhaseICertificationSubmissionTemplate

ACHCertificationPhaseI:SubmissionContact

ACH BetterHealthTogether

Name AlisonCarlWhite

PhoneNumber 509.499.0482

E-mail [email protected]


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TheoryofActionandAlignmentStrategyDescription

EachACHisexpectedtoadoptanalignmentstrategyforhealthsystemstransformationthatissharedbyACHpartnersandstaff.Thegoalistoensuretheworkoccurringwithintheregion(e.g.,clinicalservices,socialservicesandcommunity-basedsupports)isalignedandcomplementary,asopposedtothepotentialofperpetuatingsilos,creatingdisparateprograms,orinvestingresourcesunwisely.

Provideanarrativeand/orvisualdescribingtheACH’sregionalprioritiesandhowtheACHplanstorespondtoregionalandcommunitypriorities,bothfortheMedicaidpopulationandbeyond.PleasedescribehowtheACHwillconsiderhealthdisparitiesacrossallpopulations(includingtribalpopulations),includinghowtheACHplanstoleveragetheopportunityofMedicaidTransformation

References:ACH2016SurveyResults(IndividualandCompilation),SIMContract,MedicaidTransformationSTCSectionII,STC30Instructions

Pleaseensurethatyourresponsesaddressofthequestionsidentifiedbelow.Totalnarrativeword-countrangeforentiresectionis400-800words.ACHStrategicVisionandAlignmentwithHealthierWashingtonPrioritiesandExistingInitiatives In2012,theEmpireHealthFoundationjoinedwithcommunityhealthleaderstoseizeontheopportunitycreatedbytheACAtodramaticallyreducehealthdisparitiesinourregion.Conversationsaround“OddsAgainstTomorrow”exposedalarminghealthinequities,includinga17-yearlifeexpectancydifferencebetweenSpokaneneighborhoodsandthatNativeAmericanssuffermorethananyotherethnicitywithamortalityrate1.6higherthanCaucasiansinWashingtonduetodisparitiesrelatedtoobesity,substanceabuseandsmoking1.Fastforwardto2017–BetterHealthTogetheralignedeffortstodeveloparegionalhealthtransformationTheoryofAction(TOA)focusedondecreasinghealthinequitiesandimprovingcommunityhealth.Ourmomentumandeffectcontinuetoexpandaswecollectivelydeliveronkeycommunitypriorities:

• Reducingandretaininguninsuredratestounder5%.• SupportingRuralHealthCoalitionsforAdams,Lincoln,Stevens,FerryandPendOreilleCounties.• LaunchingaPathwaysHubpilotfocusedonjailtransitionsinFerryCounty,soontoinclude

SpokaneCounty.

Wespentthefirstyearandahalfhostingcommunityconversationstobetterunderstandourcommunities’perspectiveonbrightspotsandtoidentifyhealthdisparities.Theseconversationsuncoveredseveralkeyconcerns,suchasaccesstocare,chronicdisease,obesity,AdverseChildhoodExperiences,andinadequateaccessandcoordinationofcommunityresources.Asoureffortsevolved,wecametoashareddefinitionof“goodhealth”withalenstowardcreatinghealthequitywherepeoplelivelonger,moreproductiveliveswithfewerandlesssevereillness;take

1https://www.srhd.org/documents/PublicHealthData/HealthInequities-2012.pdf,p.44/76


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personalresponsibilitywithaccesstopreventativesupports;arenurturedandnurtureothersforemotional,socialandpsychologicalwell-being;andcompletehighschoolandbecomeemployedinmeaningfulworkthatpaysthebillswithsomeleftoverforsavings.ThisvisionassistedusindevelopingourLeadershipCouncilandBoardapprovedHealthPriorities:

• Dramaticallyimprovewhole-personcarethroughtheintegrationofbehavioral,physicalandoralhealthsystems.

• Expandoralhealthaccess.• Developstrongcommunitysystemsthatlinkhousing,education,transportation,foodsecurity

andincomestabilitytothehealthcaresystem• Dramaticallydecreaseobesityratesacrossallpopulationsthroughprevention.• Scalingcommunity-basedcarecoordinationtoimprovehealth.

OurTOAblendsmulti-sectorstrategiesandinitiativestoachieveourvisiontoradicallyimprovethehealthoftheregion.Thefourcorepillarsofthisworkaligncommunityeffortsto:

• Payforoutcomesbothinhealthcareandinsocialdeterminantsofhealth.• Createrobustlinkagesbetweenhealthcareandsocialdeterminantsofhealthtoimprove

populationhealth,achievecostsavings.• ExpandEquitableAccesstoCaretoensureculturallyappropriatecareinthebestsetting.• Aligncommunityeffortstoleveragefundingandpolicydevelopmentthroughtheuseof

CommunityStrategyMaps.

TotestourTOAandsatisfyourSIMfundedRegionalHealthProject,weselectedthePathwaysModeltoexplorecommunity-basedcarecoordination.Pathwaysassistat-riskclientsinovercomingbarrierstotheirhealthbyconnectingthemtosocialandhealthresourcesandservicesthroughevidencedbasedprocess.ThePathwaystechnologyplatformprovidesreal-timedatatoidentifyresourcegaps,andmonitortheeffectivenessofbestpracticeinterventionsandqualityoftheagenciesandCareCoordinatorsimplementingthem.AfundamentalelementofPathwaysistheabilitytobraidfundingfrommultiplesourcestopayforoutcomes.WeplantoleveragethePathfinderHubtosupportadata-drivencaseforalignmentofcommunityinvestmentsneededtotackletheseverehousingshortage,lackofjobsinruralareas,andinsufficienttransportationinourregion.WefeelconfidentinPathwaysasatoolforcollaboration,alignment,andbraidedfundingtosupportourvisionofbetterhealthandreducinghealthinequities.OurDemonstrationeffortswillhaveamulti-tieredapproach.WelaunchedourplanningprocesswithanopenLetterofInterestforoptionalprojectselection,framedasanall-callforcommunityprojectstoinventoryandidentifyprojectswithcommunitymomentumandinterest.We’vepairedtheseeffortswithtargetedconversationswithhealthsystempartnerscentraltothedevelopmentofanintegratedwholepersoncaresystem.Thisisacollaborativecommunityapproachtomeetingindividualmissionandfinancialneedswhiledevelopingacohesiveregionalcommunityhealthportfoliotoimprovepopulationhealth.BHTcontinuestolookforopportunitiesbeyondthewaivertosupportourcommunityhealthvisionandhassuccessfullysecuredfundsforotherkeyinitiativesfromUnitedWay,HealthSciences&ServicesAuthority,Providence,CityofSpokane,andWashingtonDentalServicesFoundation.WeintendtofurtheralignourHealthBenefitExchangecontractforNavigatorservicesbyconnectingthePathfinderHubthroughtheHealthInsurancePathway.ToaddressOralHealthAccess,weareworkingwithWDSFtosupportbundledbillingforpregnantmothersanddiabetics;workingwithProvidenceandEHFtosupportthelaunchofaDentalResidencyClinicinSpokane.Lastly,EHFhascommitted$240,000in2017.


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Attachments:TheoryofActionGraphic

GovernanceandOrganizationalStructureDescription

TheACHisabalanced,community-basedtablewherehealthcare,social,educational,andcommunityentitiesinfluencehealthoutcomesandalignprioritiesandactions.Tosupportthis,theACHmustclarifyrolesandresponsibilities,adoptbylawsthatdescribewhereandhowdecisionswillbemade,anddescribehowtheACHwilldevelopand/orleveragethenecessarycapacitytocarryoutthislargebodyofwork.

References:ACHDecision-MakingExpectations,MedicaidTransformationSTC22andSTC23,MidpointCheck-InsforAccountableCommunitiesofHealth,DSRIPPlanningProtocolInstructionsPleaseensurethatyourresponsesaddressallofthequestionsidentifiedbelow.Totalnarrativeword-countrangeis800-1,500words.ACHStructure

BetterHealthTogether(BHT)hasintentionallybuiltamulti-tieredgovernancestructurewithdistributeddecision-making,jointownership,andmutualaccountabilitythatdrivesinnovationandcreativity,fosteringco-investmentthatleadstoresults,notprocess.

BHTisledbyindividualsandorganizationspoisedtohavethegreatestimpactonradicallyimprovingthehealthofourregion.Thisstructuresupportsregionalstakeholderreadinesstoadoptanamplified“evidence-based,healthinallpolicies”approach.BHTBy-lawsandLeadershipCouncil(LC)charterwerepurposefullyconstructedtoensurebroadmulti-sectorandcross-organizationcollaborationandengagement.TheBHTBoardwasestablishedin2013whenBHTwasincorporated,inaccordancewithadoptedbylawstoreflectdiversecommunityleadersandorganizationsthat,ifaligned,coulddramaticallyimprovethehealthoftheregion.WelaunchedourinitialhealthinsuranceexpansionnetworkbycreatingaLCthatprovidedaforumforrepresentativesfromtheneededsectorstoachieveouraudaciousgoals.ThecombinationofstrategicalliancesandcommunityengagementstrategiessafeguardsthatBHTcanfocusonthehealthstatusandprioritiesofthewholecommunityandthatnosingleentity,sector,orpersondominatesthedecision-makingoractivitiesoftheAccountableCommunityofHealth.


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Thisfiguredemonstratestheintegrated,inter-dependentgovernancestructurethatconnectstheACHLeadershipCouncil,HealthChampions,andBHTBoardtoourengagementpartnersattheRuralCountyCoalitions,CommunityActionStrategyTeams,andourACHRegionalProjectTeam.Thefigurealsoemphasizestheimportanceofacommonagenda,continuouscommunications,andmutuallyreinforcingactivities.WhiletheapprovalofACHactivitiesandpoliciesisultimatelytheresponsibilityoftheBHTBoardofDirectors,itistheexpectationthattheAccountableCommunityofHealthLeadershipCouncil(LC)andCommunityActionTeams/HealthChampionswillplayasignificantroleininfluencingthedevelopmentofourregion’shealthtransformationplans.

Fromourinception,BHThasfocusedonmaximizingimpactacrossthepopulationandexpandingtheamountofinvestmentavailableforourcommunity.Welookforopportunitiesforstrategicalignmentacrosspotentialprojectsandprioritieswithlocalandstatewideefforts.TheLeadershipCouncil,asthestrategicsynthesizerforregionalpriorities,holdstheACHaccountabletobalancingcommunityneedsandprioritieswithachievement.

BetterHealthTogether’sAccountableCommunityofHealthLeadershipCounciliscomprisedofkeyleadersinourregionincludingorganizationalleadersandAmbassadorsfromourHealthChampionsfromRuralHealthCoalitionsandSpokaneCountyCoalitions.TheLCwillmeet8-10timesayeartosynthesizeandrecommendtheactivitiesnecessarytoaccomplishmulti-sectorsolutionsandtoidentifythesocialcapitalrequiredforaction.TheLCisbroadbasedandinclusive,andisdesignedtobeopentoallstakeholderswhoengageandembraceBHT’sprinciples:

• Focusonimprovinghealthoutcomes,notsimplyimprovingthehealthcaresystem;• Shareaunified,regionalvoiceforEasternWashingtonregardinghealthpriorities;• Collaborateacrosssystemstoimproveourcommunitysafetyandwell-being;• Utilizeacollaborativeinfrastructurethatcreatesefficiencyandscale;• Deliverculturallycompetentservices,whichincludeslanguageaccess;and• Driveactionorientedmeasurableoutcomesthroughtheuseofevidence-baseddataandlocal

voice.

OurexpectationoftheLeadershipCouncilistoprovidestrategicguidanceonissuescriticaltoimprovinghealthinourregionincludingPopulationHealth,SocialDeterminantsofHealth,IntegrationofPhysical,BehavioralandOralHealth,ValueBasedPayments,IntegratedMedicaidPurchasing,andPracticeTransformation.BHTstrivesforethnic,political,geographic,sectorandagediversityinthecompilationofourLeadershipCounciltoensurediverseperspectivesarerepresented.

Tosupportactiveandinclusiveinvolvement,BHTworkscloselywithRuralCountyHealthCoalitionsineachofourfiveruralcountiesaswellasmanycoalitionsinSpokaneCounty.ThesecoalitionsarecriticaltolocalizedcommunityactivationandareknownasourHealthChampions.

BeforethecreationoftheACH,theCriticalAccessHospitalNetworkappliedforHRSAfundingtosupportthedevelopmentofRuralCountyHealthCoalitionsinFerry,PendOreille,Adams,andLincolnCounties.TheseRuralCountyHealthCoalitionsserveasalocalacceleratorforintegrationbetweenphysicaland


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behavioralhealth.Overthepasttwoyears,activecoalitionshavelaunchedinmanyofourruralcountiesfocusingonthesocialdeterminantsofhealthandservingascommunityactivatorstoimprovehealth.InStevensCounty,theStevensCountyCommissionershostaquarterlyhealthroundtabledesignedtosupportcollaborationofhealthimprovementacrossthecounty.

In2017,theBHTboardformalizedtheroleofourHealthChampionstoincludeadesignatedAmbassadorpositionforeachRuralHealthCoalitionontheACHLeadershipCouncil.WeareintheprocessofidentifyingAmbassadorsforeachofourregions.

Decision-making BHThasembracedadispersedownershipmodelofdecision-makingthatpositionstheBHTboardas“co-ownersandco-investors”intheACH,notmerelya“communitybasedspectatorboard.”ThismodelhasresultedindurablecommunitypartnershipsthatleveragecoreACHinvestmentsbyHealthCareAuthorityandotherorganizationstocreatemeasurable,long-termoutcomes.In2016,BHTadoptedacommunitydrivenboardrecruitmentprocessforfouropenseats,expandingthesizeanddiversityoftheboardto17members.BHTbroadlyrecruitedapplicantsfromourLeadershipCouncilandcommunitypartners.NomineeswerevettedbyBoardGovernanceCommitteeandapprovedbytheGoverningboard,andBHTinstitutedtermslimitsofthree,3-yearterms.BHTwillcontinuetouseanopencommunitynominationprocessforfutureopenseats.

TheBHTBoardservesasthefinaldecisionmakerforallACHrelateddecisions.DecisionsonWaiverProjectsandBudgetareinformedbythediscussion,activities,andrecommendationsoftheLC,ACHProjectTeams,TaskForces,andHealthChampions.WhendecisionsarepresentedtotheLCforfeedback,wecallavoicevote,seekingconsensus.Ifconsensuscannotbereached,thenasimplemajorityisused.Startingin2017,wehaveallottedtimefortargetedsmallgroupactivitiestogeneratediscussionandfeedbackineveryLCmeeting.BHTBoardmembersarealsoactivemembersoftheLeadershipCouncil,allowingforgenerativediscussionandfeedbacktooccur,andasummaryispresentedatBoardmeetingstoinformtheirfinaldecision.

BHT’smissionincludesworkthatspansoutsideoftheACH,andasisstandardpracticefornon-profits,Boardmeetingsarenotpublic.BHTreliesonitsthree-chambergovernancemodelfortransparentcommunicationandengagementbetweenallbodies,andBHTboardmeetingminutesaremadepubliconBHT’swebsiteonceapproved.OnACHrelatedagendaitems,theBoardwillhostanopencommentperiodonceaquarter,immediatelybeforethemeeting,beginningJune2017.

Specifictoprojectselection,BHTwillhostapubliccommunityshowcaseofpotentialprojectsonJune14thwhereweaskthepublicforfeedbackandevaluationofproposedprojects,andanadditionalopenhousestyleprojectshowcaseinAugustasprojectsplansareclosertobeingfinalizedbyworkteams.

TheBHTBoardwillrefrainfrommakingdecisionsthatcontradictarecommendationoftheACHLeadershipCouncil,ProjectTeamorCouncilwithoutfirstgoingbackforfurtherconsultation.TheBHTBoardreservestherighttomakepolicydecisionsonbehalfoftheregionbasedonurgencyoftimingbutwillcommunicatedecisionstotheACHcommunity.

BHTvaluesabroadsetofperspectivestoinformourdecision-making.WeplaceahighvalueonlocalperspectiveandhaveformalizedalocalstructuretoencourageactiveparticipationthroughourRuralHealthCoalitionsandotherHealthChampionsforums.Ourcommunityengagementstructureincludesbuilt-infeedbackloopsbetweeneachofthethreetiersthatmakeupourACH.HealthCoalitionAmbassadorsconveyinformationbackandforthbetweenHealthChampiongroupsandtheLeadershipCouncil,whileBoardmembersserveonanattendLeadershipCouncilmeetingsandreceiveasummaryfromBHTstaffateachBoardMeeting.(Seeattacheddecision-makingflowchart).

StaffingandCapacity


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Inourcommitmenttotransparentdecisionmaking,BHThasactivelyinvestedincommunicationsandprojectstafftoensureaccessibilitytoACHstafftoshareconcerns,askquestions,orrequestinformation.AllBoardmeetingminutesarepostedonourwebsiteonceboardminutesareapproved.Onceaquarter,beginninginJune2017,theBHTBoardwillhostanopencommentperiodfrom12:30-1:30asanopportunityforcommunitymembersandorganizationstoengagewiththeBoard.PresentatthismeetingwillbeatleasttwoexecutivecommitteemembersandfourBHTboardmembers,plusBHTstaff.

TheExecutiveDirectorhasauthoritytospenddollarsasapprovedintheboardadoptedbudget.ExecutiveDirectorisaccountabletoprovidemonthlyfinancialreports,mid-yearadjustedbudgetprojectionsandquarterlycashflowprojectionstothefinancecommittee.TheExecutiveDirectoradditionallyhasoperationalauthoritytoimplementBoardpolicyandstrategydecisions.

TheExecutiveDirectorisevaluatedannuallyonperformance.Anyconcernsaboutdecisionoractionsoutsideofboarddirectionwillbeevaluatedasappropriate.

ExecutiveDirector

Name AlisonCarlWhite


Email [email protected]

YearsinPosition HiredJune2014

DataCapacity,SharingAgreementandPointPerson

BetterHealthTogetherhasreliedonthedatainformationstructureandsharingthattheHealthCareAuthorityhasprovidedundertheSIMgrant.BHTintendstocontractwithProvidenceCOREtodevelopfurtherdatainfrastructuretoallowintegrationofHCAshareddata,PathwaysDataandothersocialdeterminantofhealthdata.WehaverequestedadatasharingagreementwithHCAandexpecttohaveguidanceonnextstepsshortly.ThisisanareaoffocuseddevelopmenttoensureBHTcanprovideaproperlevelofdatabaseliningforourprojectdevelopmentandanongoingsystemformeasurementandtrackingtoassuresuccessfulimplementationoftheDemonstrationprojects.

DataSharingAgreementwithHCA?

YES NO Inprogress

DataPointPerson:

Name HadleyMorrow


Email [email protected]


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Attachment(s)Required A. Visual/chartofthegovernancestructure.B. CopyoftheACHsBy-lawsandArticlesofIncorporation.C. Otherdocumentsthatreflectdecision-makingroles,includinglevelofauthority,and

communicationexpectationsfortheBoard,committeesandworkgroups.D. Decision-makingflowchart.E. RosteroftheACHdecision-makingbodyandbriefbiosfortheACH’sexecutivedirector,board

chair,andexecutivecommitteemembers.F. OrganizationalchartthatoutlinescurrentandanticipatedstaffrolestosupporttheACH.


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TribalEngagementandCollaborationDescriptionACHsarerequiredtoadopteithertheState’sModelACHTribalCollaborationandCommunicationpolicyorapolicyagreeduponinwritingbytheACHandeveryIndianHealthService,triballyoperated,orurbanIndianhealthprogram(ITU)intheACH’sregion.Inaddition,ACHgoverningboardsmustmakereasonableeffortstoreceiveongoingtrainingontheIndianhealthcaredeliverysystemwithafocusontheirlocalITUsandontheneedsofbothtribalandurbanIndianpopulations.ProvideanarrativeofhowITUsintheACHregionhavebeenengagedto-dateasanintegralandessentialpartnerintheworkofimprovingpopulationhealth.DescribeanddemonstratehowtheACHcompliesorwillcomeintocompliancewiththeTribalEngagementexpectations,includingadoptionoftheModelACHTribalCollaborationandCommunicationPolicyorotherunanimouslyagreed-uponwrittenpolicy.

References:MedicaidTransformationSTC24,ModelACHTribalEngagementandCollaborationPolicy,workshopswithAmericanIndianHealthCommission

Pleaseensurethatyourresponsesaddressallofthequestionsidentifiedbelow.Totalnarrativeword-countrangeis700-1,300words.ParticipationandRepresentation Despiteadifficultlaunch,overthepastsixmonthstheBHTBoardandstaffdeterminedlyincreasedoureffortstoeffectivelyengagewithourtribalpartnersandhavebeenmetwithpositiveresponsefrommany.InAugustof2016,BHTStaffandBoardmembersparticipatedinaNativeHealthlearningsessionsponsoredbytheAmericanIndianHealthCommissionatTheNativeProject.JessieDean(HCA)andVickiLowe(AIHC)providedaninformationalsessiononAmericanIndians/AlaskaNativesandIndianHealthServices(IHS).IncludedwasafacilitatedconversationonhowtoincreaseandsupportcollaborationbetweenIHS/Tribal/UrbanhealthfacilitiesandtheACH.IHS/Tribal/UrbanhealthfacilitiesrepresentativescommunicatedsignificantbarrierstocollaborationsuchasthelogisticalburdenoftravelingtoSpokaneformeetingsaswellaslimitedstaffingcapacityforACHwork.Withanincreasedcommitmenttotribalrepresentation,BHTnotedthatitwouldlaunchanopennominationprocesstorecruitnewboardpositionsinSeptemberandspecificallyinvitenominationsfromtheNativecommunity.TheBHTGovernanceCommittee,withsupportfromtheBHTBoard,prioritizedtribalrepresentationbyappointingtwooffouropenseatstotribalrepresentatives.BHTacceptedopenapplicationsandusedacommunitydrivenprocessfornominations,andsentannouncementsofthenominationandapplicationprocessdirectlytorepresentativesofeachoftheTribesinourregionandTheNativeProject.NomineeswerevettedbytheBoardGovernanceCommitteeandapprovedbythefullBHTBoard.FirsttheGovernanceCommitteescreenedforcompleteapplications;unfortunately,oneofthethreetribalapplicationswassubmittedasincompleteandwassubsequentlyscreenedout(intotal4applicationsweresubmittedincompleteandscreenedout).TheGovernanceCommitteeadditionallyplacedahighvalueonethnicdiversitytoensurethatwehadincreaseddiversityontheboard.Theboardrankedapplicantsbasedonexperience,leadershipcapacity,commitmenttohealthequity,andabilitytoeffectivelymovetheACHworkforward.JessicaPakootasoftheKalispelTribeofIndiansandAlisonBalloftheConfederatedTribesoftheColvilleReservation,werethehighestrankedapplicantsandelectedthroughthisprocess.PleasenoteToniLodge,CEOofTheNativeProject,didnotapply.TheboardunanimouslyapprovedtheslateofnewofficersandtheirtermsbeganJanuary2017.


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Tofurthersupportactiveengagement,theBHTBoardapprovedJessicaPakootasandAlisonBallastheCo-ChairsofourACHTribalLeadersPartnerCouncilinMarch2017.TheACHTribalLeadersPartnerCouncilwillserveasaforumforcontinuedpartnership,education,andsharedlearningswithIHS/Tribal/UrbanhealthfacilitiesasACHworkdevelopswithaspecificfocusonprovidingimpactanalysisonprojectsandboardpolicydecisions.InApril,wehostedaplanningsessionwithJessicaandAlisonBalltodetermineourfirstfewsteps,anddeterminedthefollowing:

• TherewasadesiretolevelsetwithHCAabouttheirvisionfortribalengagementvialocalACHsandthroughtheTribalCoordinatingEntity.BHTagreedtosetupawebinarwithHCAtodiscuss,thisoccurredonApril26withJessieDean,HCATribalLiaison.

• WeidentifiedtheneedforaBHTProjectManagertoworkcollectivelyandindividuallywitheachofourtribalpartners.Thiswassuggestedbyourco-chairs.WepostedthejobpositiononApril10thandhavehiredJennySlagle,asourACHTribalSeniorProjectManager.ShewillbeginonMay15th.JessicaparticipatedonbehalfoftheACHTribalLeadersPartnerCouncilinourfinalinterviewwithJenny.

• WehavesetourfirstfullTribalLeadersPartnerCouncilmeetingforMay25th.AlisonBallandJessicahaveagreedtoreachoutviaphonetoTawhneeColvin,AssistantDirectorforHealthandHumanServicesfortheSpokaneTribeofIndians,ToniLodgeoftheNativeProjectandRebeccaCrockeroftheHealingLodgeoftheSevenNationstoencourageparticipation.PertheTribalCollaborationandCommunicationpolicy,weintendtomeetmonthlyforthenext5monthstoinsuredirectcontactwithtribalrepresentativesforfeedbackonpotentialBHTboardpolicies.

InadditiontodirectinvolvementoftheKalispelandColvilleConfederatedTribesontheBHTBoard,inMarch2017,ExecutiveDirectorAlisonCarlWhitemetwithTawhneeColvin,AssistantDirectorforHealthandHumanServicefortheSpokaneTribeofIndianstodiscussactiveengagementwiththeACHandMedicaidWaiverprojects.TawhneehassharedthatherteamwasalreadylookingatopportunitiestoparticipateinACHprojectsandwelcomedadditionalengagementthroughtheTribalLeadersPartnerCouncilandotherwork.

LessonsLearned

WhereengagementwithTheSpokaneTribeofIndians,theKalispelTribeofIndians,theColvilleConfederatedTribes(collectivelycalledthe“Tribes”),TheHealingLodgeoftheSevenTribes,andTheNativeProjectUrbanIndianHealthCenterhasbeenchallenging,continuingconversationshavehelpedustorecognizethisisduetoacombinationofgeographiclogistics,timedemandsontriballeaders,ineffectivecommunication,andunintentionaloversightonbehalfofBHT.

AsweformedouroriginalACHLeadershipCouncil,therewerepassiveattemptsatengagementofTheNativeProject,SpokaneTribeofIndians,theKalispelTribeofIndians,andtheConfederatedTribesoftheColvilleReservation.Wehadlimitedactiveengagement,butattemptsweremade,comparabletootherpartnersaroundtheregion.WeappreciatethefaithfulengagementoftheKalispelTribeofIndiansconsistentlythroughourACHLeadershipCouncilandthePendOreilleHealthCoalitionsincetheinceptionofourefforts.

AfteratenseacknowledgementattheStateofWashingtonTribalConsultationinMay2016,theBHTstaffandboardunderstoodtheneedtoactivelyshiftourpassivestrategytoanintentionalandrespectfulrelationship,buildingeffortthatappropriatelyacknowledgesthespecialrelationshipthattribeshaveinourregionasSovereignNations.Sincethisconsultation,BHThasprioritizedbuildingpowerfulandimpactfulrelationshipswiththeIHS/Tribal/Urbanhealthfacilitiesinourarea.


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PolicyAdoption InAprilof2017,theBHTBoardapprovedtheModelACHTribalCollaborationandCommunicationsPolicy(minutesattached).ThepolicywassenttoallthreeTribesandtheNativeProject.RepresentativesfromKalispelandColvilleTribesweresatisfiedwiththepolicy;SpokaneTribeandTheNativeProjectdidnotrespondtoourrequestforcomment.BoardTraining Toaddsupportwithlogisticalchallengesvoicedattheeducationsession,BHThiredJennySlagleinMay2017asourACHTribalSeniorProjectManager(jobdescriptionattached);shewillworkcollaborativelywiththeTribesandUrbanIndianHealthProgramsonACHrelatedworkandhelpsupportandcoordinateMedicaidTransformationProjects.JennyisanenrolledmemberoftheYakamaNationandhasworkedfortheKalispelTribeastheyopenedNorthernQuestResort&Casino.MostrecentlysheservedastheCommunicationsManagerforTheNativeProject.WeanticipatethisrolewillgreatlyincreasecapacityforcollaborationwithIHS/Tribal/Urbanhealthfacilities.ThisTribalProjectManagerwilltravelfrequentlybetweentheTribestobemostavailableforengagementandwillworktobuildrelationshipsthatwillfurtheropencommunication,trust,andopportunitiesforcollaborationalongsideTribalcommunitiesasweexploreMedicaidTransformation.Infutureopportunitiesforcontinuedlearning,ourMayBoardmeetingwillbehostedatTheCamasCenterforCommunityWellness,thewellnesscenterandclinicfortheKalispelTribe(insteadofaregularmeetinginSpokane).IntheFallof2017weintendtohostaTribaleducationsessionforourBoardandLeadershipCouncil,similartotheprevioussessionhostedbytheAmericanIndianHealthCommissionatTheNativeProjectinAugustof2016.WehavereachedouttoVickiLowe(AIHC)andJessieDean(HCA)inanattempttoscheduleinOctoberorNovemberbuthavenotbeensuccessfulyet.AlsoinMay,ourACHstaffwillparticipateinaTribalClientRelationsTrainingbasedoffoftheS.Brite,Inc.ClientRelationsManual,hostedbyEmpireHealthFoundation.

Attachment(s)Required:

A. DemonstrationofadoptionofModelACHTribalCollaborationandCommunicationPolicy(BoardMinutesAttached)

OtherAttachments:

B. LettersofSupport(optional)

C. JobdescriptionforACHTribalProgramManager


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CommunityandStakeholderEngagementDescription

ACHsareregionalandaligndirectlywiththeMedicaidpurchasingboundaries.Thisintentionalapproachrecognizesthathealthislocalandinvolvesaspectsoflifeandcommunitybeyondhealthcareservices.Theinputofcommunitymembers,includingMedicaidbeneficiaries,isessentialtoensurethatACHsconsidertheperspectivesofthosewhoaretheultimaterecipientsofservicesandhealthimprovementefforts.

ProvideanarrativethatoutlineshowtheACHwillberesponsiveandaccountabletothecommunity.References:MedicaidTransformationSTC22and23,MidpointCheck-InsforAccountableCommunitiesofHealth,NoHLA’s

“WashingtonState’sAccountableCommunitiesofHealth:PromisingPracticesforConsumerEngagementintheNewRegionalHealthCollaborative,”DSRIPPlanningProtocolInstructions

Pleaseensurethatyourresponsesaddressallofthequestionsidentifiedbelow.Totalnarrativeword-countrangeis800-1,500words.MeaningfulCommunityEngagement Asanewlyformedentityledbynewandestablishedcommunityleaders,BHTlaunchedoureffortsbyhostingcommunityconversationstodevelopanunderstandingofcommunityneeds,buildauthenticrelationships,andgeneratenewopportunitiesforcollaborationandalignment.Theseconversationsidentifiedanetworkof160partnersnecessarytotransformourhealthsystem.Thefollowingdetailsourregion-wideefforts:

• June-September2013,hosted109individualandregionalcommunityconversationsfocusedonpromisinghealthpracticesineachcountyandidentifyinghighestareasofconcerns

• September2013,hostedfirstACHregionalconveningforHealthChampionswith104cross-sectorleadersinattendance

• January2015,hostedsecondannualACHregionalconveningforHealthChampionstolaunchourcommunitydesignsessionworktofurtherdevelopasetofregionalstrategyactionplanstocatalyzeactionandalignment,with83cross-sectorleadersinattendance

• February-March2015,wehosted6intensivedesignsessionsbypriorityareaandasessiononcommunitynetworkmapping,with47cross-sectorleadersandprogrammanagersinattendance

• FromJune-September2016,wehostedintensivecommunityengagementandfeedbacksessionstodeveloparegionalalignmentofPopulationHealthandSocialDeterminantofHealtheffortsandpriorities.78organizationsengagedinthesesessions,whichwerecompiledintoourCommunityStrategyMaps(attached)

• FromNovember2016toMarch2017weenlistedthehelpoftheSRHDDataCentertoconductaregionallinkagemapsurvey.Intotal165individualsparticipatedrepresenting95organizationswith9,063uniquelinkagesbetween565organizationsintheinitialsurveyreport

• SinceJune2013,wehavehosted8-10ACHLeadershipCouncil(LC)meetingsannually.OurACHLeadershipCouncillaunchedwith25organizationswith53organizationsasofApril2017andgrowing.


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Themostsignificantbarrierstoengagementarelogistical.Ourregionisgeographicallyspacious,covering12,273squaremiles.WeunderstandthatnoteveryorganizationandindividualcanactivelyparticipateinmeetingsinSpokane,generallyheldduringtheworkday.BHTiscommittedtotravelingtoourpartnerstodemonstrateourcommitmentresponsivelymeettheneedsofcommunitymembersandtofullyunderstandtheirculture,challenges,andopportunities.Anotherchallengeistheincrediblyfastflowofinformation.Thesheercomplexityofcreatingsharedknowledgeacrossmultiplesectorsandpartnersmakesitdifficulttokeepcommunitymembersuptospeedthroughoutthisprocess.Whereverpossible,wedeployourACHteamtoaddcapacity.Infact,itisararedaythatACHstaffareintheofficeatall–theteamisusuallyscatteredacrossour6countiesformeetingsandoutreach.Additionally,ourProjectManagershelptostaffandcoordinateRuralHealthCoalitionmeetingstosupportlocalcommunityworkandserveasalinkbacktotheregionalperspectiveattheLeadershipCouncil. PartneringProviderEngagement InMarch2017,ourACHGoverningBoard(Board)approvedanexpandedpolicyformalizingtherelationshipbetweentheBoard,ACHLeadershipCouncil(LC)andHealthChampions(HC)toclarifytherolesandresponsibilitiesformembership.BeginninginJune2017theBHTBoardwillhostaquarterlyopenpubliccommentperiodwherecommunitymemberscanprovidefeedbackdirectlytotheBoardfrom12:30pm-1:30pmimmediatelybeforeboardmeetingsinJune,September,December,andFebruary.TheBoardreceivesareportonLCMeetingseachmonthfromoneofourco-chairs,andatleast2-3boardmembersattendeachLCMeeting,buildingtrustandtransparencybetweenthetwobodies.Eachofourprojectteams,councilsandtaskforcesareco-chairedbyaBoardMemberandLCMembertoensureopencommunicationandalignment.OurLCmeetsmonthlyandisopentoanyonewhowantstobeengaged.MembershiptotheLCisbyorganizationandisinitiatedbysigningourCommunityCommitmentformwhichcommitsorganizationstoactiveparticipationinourcollaborativevisionforahealthiercommunity.SinceBHT’sinception,wehaveworkedtolinkcommunitypriorityareaswithidentifiedbrightspotsandaccelerateourabilitytomovefromone-offpilotstoaregionallyintegratedcommunityhealthsystemthatresultsinpopulation-levelhealthimprovement.ThisworkhasbeenrealizedthroughourHealthChampions(HC),whicharecomprisedofRuralCountyHealthCoalitions,CommunityStrategyTeams,andSpokaneCoalitions-allofwhichconvenelocalhealthconversationsonstrategyandpriorities,andfeedlocalperspectivebacktotheLeadershipCouncil.TosupportandensureopenlinesofcommunicationandinformationexchangebetweentheBoard,LC,andHC,werequestthatCoalitionsnominatearepresentativetoserveontheLConbehalfofthecoalition.Thispersonisresponsibleforreportingupdatesandbringingbackinformationtotheirrespectivecoalitions.BHTwillconveneaquarterlycallbetweenallHealthChampionstofurtheropportunitiesforsharedlearningandalignment.ThisupdatedstructurewasmetwithonlypositivefeedbackwhenannouncedatourApril25,2017,LCandweexpectthesenewinternalprocesseswillgreatlysupportmeaningfulengagement.OurHealthChampionsAmbassadorConferenceCallistentativelyscheduledforJune26,2017,dependentonourpartners’schedules.WepartnerintensivelywiththeNWRuralHealthNetwork(formerlytheCriticalAccessHospitalNetwork)inthiscoalitionwork.Tofurtheranalignedcommunityeffort,weutilizetheResultsBasedAccountabilitymodelwhicharticulatestheidealstateofhealthinourcommunityandidentifiesgaps,neededpartners,andeffectivestrategies.Thismodeliscommonlyusedformulti-sectorcollaborationintheregionbyPrioritySpokane,UnitedWayofSpokaneCounty,andProvidenceCommunityBenefit.TheflexibilityofthemodeltoreflectothercommunityeffortsacceleratedalignmentreflectedinourCommunityStrategymaps,whicharound75organizationsgaveinputinto.


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Tosupportfeedbackandabilityforthecommunitytoinfluencedecisions,wewillhostadditionalsessionsspecificallydesignedforMedicaidBeneficiaries.Wewillusean“equitylens”toensurerepresentativesfacedwithhighlevelofdisparities(e.g.,Tribalmembers,immigrants,personsofcolor,individualswithdisabilities,theaged,orthosewithlimitedEnglishproficiency,etc.)havetheopportunitiesandsupportresourcestheyneedtobeengagedininformingACHprioritiesandactivitiesbyschedulingworksessions,interviews,andfeedbackgroupsduringtimesthatMedicaidbeneficiariesandothercommunitymembersareavailable,especiallyduring“non-traditional”workhours.Wewillalsoprovideresourcestoensuremeaningfulengagementthatincludesresourcesfortransportation,childcare,interpreters,accommodationsforindividualswithdisabilities,andstipendsforparticipation. TransparencyandCommunications Weacknowledgethereisoftenagapinknowledgeacrosspartnersduetothecomplexitiesofcurrenthealthandsocialdeterminantsystems.Asharedunderstandingiscriticalforsuccessinradicallyimprovingourcommunityhealthsystemand,tothatend,wehostatleastonceamonthopen“Drop-InHours”wherecommunitymembersandpartnerscanwalkorcallintotalktoBHTstaffabouttheACH.Wegenerallyholdthesehoursattheendoftheday(3pm-6pm)toallowtimeforfolkstocomeinaftertheirworkday.Thishasbeenverywellreceivedwith23peopleparticipatingsincewestartedinMarch2017.Timeisoneofthemostlimitedresourcesforleadersworkingtotransformourhealthsystem,sotoassistininformationsharingeffortsandcontinuouslyensuringahighdegreeoftransparency,BHTinvestedheavilyinarobustwebsiteandcommunicationstrategyforeasilyaccessibleinformation.TheBetterHealthTogetherwebsiteincludesmeetingschedulesforthewholeyear,aswellasnotes,documents,andrecordingsfromeveryLeadershipCouncilmeeting.Weregularlypostsynthesizedcontentonourblogineasytodigestformatstomakesurethereissharedknowledgebetweenourhealthcareandsocialdeterminantofhealthpartners.WepostedourDesignationApplicationandwillpostourCertificationApplicationforPhase1and2assoonasitissubmitted.Pleaseseeattachmentsforacomprehensivelistofengagementopportunities.BHTalsoproducestworegulare-newslettersthroughMailChimp.ThefirstnewsletterisforACHLCMembersandhascloseto200subscriberswithinformationaboutupcomingLCmeetings,documentsreferenced,andnotesonidentifiednextsteps.Thesecondisageneralnewsletterlistwhichincludesnearly1,000voluntaryregionalandstatewidesubscribersandincludesaquarterlynewsletterandnotefromourExecutiveDirector,linksto6relevantblogpostswithupdates,andlinkstocontentfromHCA.Additionally,weareactiveTwitterusers,andattempttotweeteachmeetingordiscussionswithpartnerstoincreasetransparency.Asweenterintoplanningfordemonstrationprojects,therearemanymoreopportunitiestoengagewithACHworkthroughworkgroupsandplanningteamslaunchinginJune2017.Thesesessionswillseekbroadengagementfromthecriticalpartnersnecessarytobuildarobustdeliverysystemreformstrategy.WeintendtobuildonourRegionalHealthNeedsInventorydata,regionalpriorityfocus,andouridentifiedstrategiesfromoursocialdeterminantandpopulationhealthcommunitystrategyteams.Attachment(s)Required: A.Documentwithlinkstowebpageswherethepubliccanaccessmeetingschedulesandotherengagementopportunities,meetingmaterials,andcontactinformation.


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BudgetandFundsFlowDescription

ACHswilloverseedecisionsonthedisbursementofDemonstrationincentivefundstopartneringproviderswithintheregion.Thisrequiresatransparentandthoughtfulbudgetingprocess.DemonstrationfundswillbeearnedbasedontheobjectivesandoutcomesthatthestateandCMShaveagreedupon.Demonstrationfundsandfundsfromotherfederalsources(e.g.,StateInnovationModelsub-awards)shouldbealignedbutACHscannotduplicateorsupplantfundingstreams.

ProvideadescriptionofhowProjectDesignfundingwillsupportProjectPlandevelopment.

References:MedicaidTransformationSTC31andSTC35,DSRIPPlanningProtocolInstructions

Pleaseensurethatyourresponsesaddressallofthequestionsidentifiedbelow.Totalnarrativeword-countrangeis800-1,500words.ProjectDesignFunds BHTlaunchedourorganizationin2013withastronginfrastructureinvestmentbytheEmpireHealthFoundationandotherfundersalignedwithBHT’svisionforimprovingcommunityhealth.ThisallowedBHTtostretchourSIMgrantdollarsfurtherinthedevelopmentofourAccountableCommunityofHealth.Webuiltastrong,nimblestaffthatwillsupportthecontinuedworkofourSIMfundedACHwork,allowingDemonstrationProjectDesigndollarstobeinvestedintargetedcapacitytoachieveourregionalhealthimprovementgoalsandensureadequateinfrastructure.Phase1Certificationdollarswillbeutilizedinthefollowingways:

• InvestmentinMarketMover’sinternalcapacityfordesign,planning,andinfrastructureactivities• Increasestaffprojectmanagement,allowingforincreasedsupportforTransformationdesign

andplanningactivities• Incentingourstaffteamtomeetcoredeliverables,asapprovedbytheBoardofDirectors,to

holdourACHteamaccountableinthesamewayweholdourTransformationpartnersItisourintenttodirect95%ofourPhase2Certification,FIMCIncentives,andYear1DesignEarnedIncentivestotheprovidercommunity.BHTwilltakelessthan5%inadministrativefeesfromthesefundswithanintenttobuildcommunitycapacity,notastaffheavyACH. FiscalIntegrity BetterHealthTogetherBoardofDirector’sFinanceCommitteemeetsmonthlyandtheAuditCommitteemeetstwotimesayear.TheFinanceCommitteereviewsmonthlymanagementreportsthatincludebalancesheets,profitandlossbyprogram(class)actualtobudget,andquarterlyanalysisonyeartodateperformance.Additionally,theFinanceCommitteeinpartnershipwiththeExecutiveDirectorandCFOleadtheannualbudgetprocess.Afterreview,theFinanceCommitteesubmitsthemonthlyfinancialstotheboardforapproval,generallyasaconsentagendaitem.Thefullboardisengagedinatwo-monthbudgetingprocessthatincludesaBoardBudgetOverviewinNovemberandafinalpresentationforapprovalinDecember.Thefullboardapprovestheannualbudget.PleaseseeattachedboardapprovedfinancialpoliciesforFinancialControlsandprocess.BetterHealthTogethercontractsforbackofficeserviceswiththeEmpireHealthFoundation.EmpireHealthFoundationemploysJillAngelo,ChiefFinancialOfficerforBackOfficeServices,andWendyXue,AccountingManager.JillhasbeenaCPAforover20yearsandhasaB.A.inBusinessManagementand


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Accounting.ShehasheldseveralexecutivelevelpositionswithintheSpokanemedicalcommunityoverthepast14yearsincludingmedicalclinics,hospitals,andagraduatemedicaleducationresidencyprogram.Wendyhasmorethan10yearsofaccountingexperienceandhasaB.S.inAccountingandaB.A.inMarketing.Shehasworkedastheaccountingmanagerorfull-chargeaccountantforaninternationaltravelcompanyandseveralnon-profits.TheExecutiveDirectorhasspendingauthorityforallapprovedbudgetitemsexceptfornon-budgeteditemsover$25,000wheretheExecutiveDirectorwillseekspendingauthorityfromtheFinanceCommittee.Regardingstaffing,theExecutiveDirectorretainshiringauthorityforallstaff;fornewpositionsoutsideofthebudget,theExecutiveDirectorwillseekapprovalfromtheFinanceCommittee.BetterHealthTogetherbackofficecontractswiththeEmpireHealthFoundationprovideallaccountingfunctions.BackofficeservicesutilizeQuickBooksPremierNonprofit2016asouraccountingsoftwareandpayrollprocessing.QuickBooks“Class”areusedtodifferentiatebothprogramsandsubprogramtracking.Forexample,BHTACHClasswillbesub-groupedintoSIM,Pathways,andDemonstration.PleaseseesampleClassReportintheattachments.TheCFOisresponsibleforoverallaccountingandreporting,includingreviewofallexpenses,disbursements,transactions,andjournalentriesrecorded.TheCFOisresponsibleforreviewingandreportingtotheExecutiveDirectorandtheExecutiveDirectorandCFOreporttotheBoardFinanceCommitteeandtheBoardonfinancialresultsversusapprovedbudget.TheCFOisresponsibleforthecreationofannualfinancialstatementsforaudit.BetterHealthTogetherintendstoemploysufficientstafftomeetcommunityandprogrammanagementandgeneralfinancialcapacities.WewillexpandourexpertiseaswehaveclarityabouttheroleoftheFinancialExecutorandstaterequirementsforbiannualreporting.Aspreviouslymentioned,weexpecttoinvestinourcommunitypartnersandmarketmoverstosupportclinicalandstrategicdesigndevelopmenttoensureourregionalprojectportfolioreflectsregionalhealthneedsandprioritiesandourcommunityhealthsystem’smissionandfinancialrequirements.AswemovethroughthedesignprocessfromMaythroughOctober,wearepreparedfortheneedtocontractwithsubjectmatterexpertsrelatedtomodelsreflectedinthetoolkitandotherstrategicneeds.BetterHealthTogetherintendstocontractwithProvidenceCoretoalignourDemonstrationmetrics,BHTcommunityprioritymetrics,andthePathwaysHubdataintoastructure.Furthermore,weareexploringrobustpartnershipswiththeWashingtonStateHospitalAssociationforadditionaldatasharingcapacitiestolinkPathwaystotheirEDIE,Pre-Managed,andinternalhealthsystemreportingsoftware.Finally,weintendtopartnerwithDr.PatrickJonesofEasternWashingtonUniversitytolinkhisSpokaneCountyCommunityIndicatorsandruralcountyworkwithourRHNIdata.

Attachment(s)Required: A.High-levelbudgetplan(e.g.,chartorexceldocument)forProjectDesignfundstoaccompanynarrativerequiredabove.

PhaseICertificationSubmissionTemplate(April14,2017) 10

ClinicalCapacityandEngagementDescription

ThedemonstrationisbasedonaDeliverySystemReformIncentivePayment(DSRIP)program.Assuch,thereneedstobeengagementandinputfromclinicalproviders,includingbutnotlimitedtoMDs,RNs,ARNPs,CHWs,SUDproviders,andmentalhealthproviderssuchastherapistsandcounselors.

References:MedicaidTransformationSTC36,DSRIPPlanningProtocolInstructionsPleaseensurethatyourresponsesaddressallofthequestionsidentifiedbelow.Totalnarrativeword-countrangeis500-1,000words.AsnotedintheCommunityEngagementsection,todateBHThasfocusedconversationswithkey“MarketMovers”neededforsuccessfulsystemschange.Thesehaveincludedlocalmedicalandclinicaldirectors,CEOoftheSpokaneMedicalSociety,andotherleaderswhoworkatacontractsigninglevel.Thishasfeltappropriatetouswhileourdiscussionsremainatasystemslevel.Wedonotassumetheseleadersrepresentpracticingphysicians.Asweshiftourcommunityengagementeffortsfrombigpicturevisiontooperationallytransformingourcommunityhealthsystem,wearedevelopingincreasedopportunitiesforkeystakeholders,clinicalchampions,toprovidespecificfeedback.OureffortswillstartwithourindividualHealthSystemTransformationplans.WeexpectthatclinicalintegrationandengagementfromemployedclinicianswillbeincludedineachsystemTransformation’splan.Ourengagementeffortshavealwaysbeenopentothepublic,andwehavebenefitedfromandaregratefulforparticipationbyafewkeyphysicianchampions:Dr.GaryKnox(RockwoodClinics),Dr.DarinNeven(ConsistentCareatProvidence),Dr.JeffLiles(ColumbiaMedicalAssociates),Dr.JimSledge,DDS(retiredDentist&UWfaculty)andDr.BobLutz(RockwoodClinicsandSpokaneCountyBoardofHealthmember).Wehavealsoaddedformerfamilyphysician,Dr.JayFathi,toourBHTBoardofDirectors.AswedevelopedourPathwaysHub,wehavereceivedregularguidancefromco-founderofthemodel,Dr.SarahRedding.Additionally,weengagedwithMedicalDirectorsatUnitedHealthCareandCoordinatedCarehereandinOhio,plusClinicalManagersfromMolina,andaregisterednurse.Additionally,severalleadersinourcommunityhealthsectorareformernurses,psychologistsandbehavioralhealthspecialists.Inputfromclinicalexpertsalignedwithourbroadercommunityfeedbackabouttheimportantneedtoincreaseoureffortsforwholepersoncarebycreatingstrongerlinksbetweensocialdeterminantsofhealthservicesandthehealthsystem.InApril2017,webeganrecruitingforourOpioidTaskForce.TheTaskForcewillbeco-chairedphysicianchampionDr.MattLayton(WSUSchoolofMedicineandSpokaneRegionalHealthDistrictHealthDirectorforMethadoneClinic)andTorneySmith(AdministratorSpokaneRegionalDistrict).Also,nominatedforthistaskforceisDr.FrancesGough,MedicalDirectorfromMolina,andDrSamuelJ.Huber,ChiefMedicalOfficerforBehavioralHealthMultiCare.WeareintheprocessofnominatingaclinicalpractitionerwithOralHealthexpertisetosupportourregion’sefforttodevelopacomprehensiveOpioidtreatmentandpreventionprogram.Movingforwardinourcommitmenttoengagingprovidersthroughoutthetransformationprocess,wehavehiredAppliedInsighttohosttwofeedbacksessionswithclinicalproviderstofurtheralignourregionalplanningeffortsandsolicitfeedbackoutsideofourindividualhealthsystemplanning.ThefirstsessionwillbeheldinlateJuneandwillfocusonanoverviewoftheDemonstrationProjectsand


proposedmodel.WewillbelisteningforinvestmentthatcouldbemadetobetterlinkPrimaryCare,PediatricsandFamilyMedicinewithourPathwaysHubmodeltoimproveaccesstosocialdeterminantsofhealth.WewillalsoseekoutinformationfromdiscussionsandsurveysalreadyconductedbytheSpokaneMedicalSocietyandtheWashingtonStateMedicalSociety,andutilizeothersurveys,whitepapers,etc.theyhavecreatedonvalue-basedpayments,workforcedevelopmentandintegratedcare.ThesecondsessionwillbeheldinSeptembertoprovideinformationonourlinkedindividualHealthSystemTransformationplansandourMedicaidTransformationDemonstrationRegionalProjectPortfolio.WewillworkcloselywiththeSpokaneMedicalSociety,SEIU,SpokaneDentalSocietyaswellastheClinicDirectorsfromourfiveruralhealthclinicsandFQHCsplusphysicianchampionsassociatedwitheachoftheTribesandUrbanIndianHealthCentertoensurethatwehavebroadrepresentationandperspective.Inthesesessions,wewillalsolookforclearinputonhowproviderswishtobeinvolvedinthisdesignwork.Wewillaskforfeedbackinhowtomostaccessiblycommunicateoutinformation,andwhichkindofconversationsproviderswanttoparticipatein.WewanttounderstandtheirperspectivehowtheACHcanbestsupportpractitionersinkeepingtheirpatientshealthy.Attachment(s)Required: A. Biosorresumesforidentifiedclinicalsubjectmatterexpertsorproviderchampions


AttachmentsChecklist

ApplicationSection RequiredAttachments RecommendedAttachments

TheoryofAction&AlignmentStrategy

None None

Governance&OrganizationalStructure

A. Visual/chartofthegovernancestructure

B. CopyoftheACH’sBy-lawsandArticlesofIncorporation

C. Otherdocumentsthatreflectdecision-makingroles,includinglevelofauthority,andcommunicationexpectationsfortheBoard,committees,andworkgroups

D. Decision-makingflowchartE. RosteroftheACHdecision-

makingbodyandbriefbiosfortheACH’sexecutivedirector,boardchair,andexecutivecommitteemembers

F. OrganizationalchartthatoutlinescurrentandanticipatedstaffrolestosupporttheACH

None

TribalEngagementExpectations A.DemonstrationofadoptionofModelACHTribalCollaborationandCommunicationPolicy,eitherthroughbylaws,meetingminutes,correspondence,orotherwrittendocumentation

B. StatementsofsupportforACHcertificationfromeveryITUintheACHregion

Community&StakeholderEngagement

A.Documentwithlinkstowebpageswherethepubliccanaccessmeetingschedulesandotherengagementopportunities,meetingmaterials,andcontactinformation

None

Budget&FundsFlow A.High-levelbudgetplan(e.g.chartorexceldocument)forProjectDesignfundstoaccompanynarrativerequiredabove.

None

ClinicalCapacity&Engagement A. Bios or resumes for identifiedclinicalsubjectmatterexpertsorproviderchampions

None

bht – certification submission template · 2017-05-31 · phase i certification submission...

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