Acumentra Health served as the Medicare Quality Improvement Organization (QIO) for Oregon from 1984 through July 2014. In August 2014, we transitioned to a new role as the Oregon affiliate of HealthInsight, which serves as the regional Quality Innovation Network-Quality Improvement Organization (QIN-QIO) for Nevada, New Mexico, Utah, and Oregon under Medicare’s reorganization of the QIO Program. We continue to serve as part of a national network with a statutory mission to improve the effectiveness, efficiency, economy, and quality of services provided to Medicare beneficiaries.
Initiatives with providers and communities
In August 2014, Acumentra Health began a new round of work as part of HealthInsight’s QIN-QIO contract. In coordination with Oregon stakeholders and patients, as well as similar efforts in states in our region, we are launching an exciting array of initiatives that build on Oregon providers’ achievements in previous projects to support the three-part aim of the National Strategy for Quality Improvement in Health Care:
- Better health
- Better care
- Reduced costs through quality improvement
The initiatives incorporate dynamic support for community-based learning and change, including learning and action networks (LANs)—focused collaborative initiatives that engage providers, patients, and community partners to address common goals.
Aim: Healthy People, Healthy Communities
- Improving cardiac health and reducing cardiac disparities
- Reducing disparities in diabetes care and outcomes through patient self-management
- Coordination preventive care using HIT
Aim: Better Healthcare for Communities
- Reducing hospital-associated infections
- Reducing care-acquired conditions in nursing homes
- Coordinating care to reduce readmissions and adverse drug events
Aim: Better Care at Lower Cost
- Technical assistance with physician reporting initiatives
Similar to IHI Breakthrough Series Collaboratives, LANs are mechanisms for fostering large-scale improvement toward a specific aim. A LAN convenes stakeholders, providers, and improvement experts in an “all-teach, all-learn” model that encourages peer sharing, rapid testing of change ideas, and support for adaptation and spread of successful improvements. LANs typically involve periodic face-to-face or virtual learning and reporting sessions, as well as action periods for trying new approaches and monitoring progress in the care setting.
The LANs are intended to bring together diverse stakeholders, using their different perspectives to plan effective responses. An advisory council, including the Medicare beneficiary perspective, informs planning for LANs.