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2016-2017 Clinical Innovation Fellows and Faculty

The Oregon Council of Clinical Innovators is a statewide, multidisciplinary cadre of innovation leaders, consultants and mentors who are actively working with project teams to implement health system transformation projects in their local communities.

The 2016-2017 fellows are pictured below, along with their affiliated CCOs, supporting organizations, bios and project descriptions.

Elizur Bello 

Elizur Bello, M.S.W.

Mental Health Promotion Using Community Health Workers
PacificSource - Columbia Gorge
The Next Door, Inc.

Elizur Bello has been program manager of Nuestra Comunidad Sana since 2013. Elizur spent over 10 years as a community health worker at both One Community Health (OCH) and Nuestra Comunidad Sana while working towards his Bachelor of Arts - Physical Education at Seattle Pacific University. At OCH he worked as a diabetes and chronic disease health promoter. Elizur earned his Master of Social Work at Portland State University to help address mental health issues faced by Latino and disadvantaged community members in a culturally sensitive manner.

Project abstract

June 2017

Problem/need
Latinos of the Mid-Columbia Region are in need of mental health services that make sense to them and their cultures and address the lack of transportation and high cost for mental health care.

Project description/intervention
Latino mental health promotion will increase awareness, decrease negative perceptions of mental illness, and help service providers become more culturally sensitive. An advisory committee helps guide the project to ensure it aligns with needs and strengths of Latino communities. A popular education curriculum will be adapted and used to train community health workers on how to facilitate the series for Latino communities. Community health workers will refer Latinos with mental health needs to providers and also help train providers on how to work with Latinos.

Results to date
Funding has been secured.

Lessons learned
Lessons learned include a need to increase access to service for Latino populations in the Gorge, and there is genuine interest among mental health providers to learn to better serve Latinos.

Transformation impact
This will be a community-driven program to help increase access to care that honors the cultural aspects of dealing with mental health issues. It has the potential to change the way mental health services are delivered to Latino populations by meeting people where they are most comfortable.

Next steps
Next steps for this project include adapting the Salud Para Todos curriculum into lesson plans to develop the first training for community health workers, and implement the project in the community.

Wil Berry 

Wil Berry, M.D.

Deschutes County Behavioral Health Clinical Vision Workgroup
PacificSource - Central Oregon
Deschutes County Behavioral Health

Wil Berry is a psychiatrist new to Deschutes County Behavioral Health as well as Central Oregon. Wil went to medical school at University of California, San Francisco, and completed his psychiatric residency at New York University/Bellevue in New York City, where he also served as chief resident. He recently completed a fellowship in forensic psychiatry at Oregon Health and Science University. In addition to public and forensic work, Wil’s academic interests include historical and cultural aspects of psychiatry, psychodynamic therapy and cross-cultural psychiatry. When not working, he enjoys spending his time with his wife and two young children, reading, cooking and playing sports.

Project abstract

Deschutes County’s behavioral health organization, like the population it serves, has grown rapidly in recent years. This project describes the effort to integrate a community behavioral health organization across various clinical programs, geographic locations and levels of care. We developed the Clinical Vision Workgroup as a multidisciplinary group – including management and clinicians – to develop the clinical structure and vision for the organization. The overall objective is to develop the clinical structure and vision of Deschutes County Behavioral Health. This includes identifying the structure of each clinical team and role of each team member; developing specific guidelines for staffing of patients for multidisciplinary teams; producing evidence-based practice guidelines and clinical policies across clinical sites; preparing for certification as a Certified Community Behavioral Health Clinic (CCBHC); developing a detailed project plan for next 24 months; and establishing multidisciplinary case staffing across teams.

name 

Stuart Bradley, M.P.H.

Willamette Valley Community Health Equity Strategy
Willamette Valley Community Health
WVP Health Authority

Stuart Bradley is a public health professional serving as the director of quality and operations for WVP Health Authority. During his tenure at WVP, Stuart has worked on a wide variety of initiatives aimed at improving the health and well-being of Medicaid recipients in Marion and Polk counties. Stuart’s day-to-day responsibilities include overseeing the development and implementation of all plan-wide quality improvement activities for Willamette Valley Community Health (WVCH), a coordinated care organization (CCO) that serves over 100,000 Medicaid members.

Project abstract

The Willamette Valley Community Health (WVCH) Equity Strategy was designed to address unmet medical needs of minority populations in Marion and Polk counties. WVCH recognizes that the elimination of health disparities necessitates the development of a comprehensive strategy that applies a health equity lens to all CCO activities. With the largest portion of Hispanic members of all coordinated care organizations, future iterations of the WVCH equity strategy will focus attention on improving access and outcomes for Hispanic members. The strategy will serve as a roadmap connecting members with patient-centered primary care homes (PCPCHs) in order to enhance utilization of preventative services.

The process of developing a CCO equity strategy has proven challenging; however, the experience has enabled WVCH to establish critical relationships with community partners. The challenges experienced during the development process highlight the magnitude of the issues being addressed and reinforce the need for comprehensive community participation. The work done during the CCI fellowship has enabled the community to develop the building blocks for future initiatives and brought much needed focus on the issue of health equity. Next steps will include continued community collaboration and developing an explicit process for updating documents and driving improvement efforts.

Kelly Burnett 

Kelley Burnett, D.O.

Navigating pediatric behavioral health referrals in Josephine County
AllCare Health

Kelley Burnett is the pediatric medical director at AllCare Health. She previously worked as a pediatrician in Grants Pass, OR, for 20 years. She has been a member of the AllCare CCO board and the quality improvement and alternative payment method committees. She served as department chair of the Three Rivers Medical Center Department of Maternal and Child Medicine, as well as chair of the ethics committee. She is a board member for Southern Oregon Head Start. She recently was appointed to the OHA Pharmacy and Therapeutics Committee. She lives with her husband and two daughters. She enjoys gardening, knitting and reading.

Project abstract

June 2017

Patients, families and providers can find the referral process for accessing pediatric behavioral health services challenging, which can adversely impact successful referral completion.

This project aimed to develop accurate and easily understood written materials for patients and families (as well as referring providers) to clarify this process and highlight the pathways to various types of services and resources. An additional objective was to realistically manage patient/family expectations to improve compliance and satisfaction.

Provider and patients were surveyed to assess their experiences and preferences regarding the current referral process. “How to” handouts were developed for both groups, as well as a directory of available programs and resources. These new materials are now in use by pediatric providers and our local mental health services. Materials have also been embedded in our provider portal. Handouts have been adapted for use in other counties within our service area and have been shared with other state partners.

Several lessons were learned over the course of this project. There was a relatively poor response to patient surveys; future endeavors to solicit patient input will require methods to increase patient participation (for example, input from patient-family advisory councils). This project led to increased knowledge of state requirements regarding member communications (literacy requirements), which will streamline efforts in the future. Most importantly, the process of developing partnerships across organizational boundaries can be challenging, but teamwork is invaluable for this type of quality improvement effort.

Kevin Cuccaro 

Kevin Cuccaro, D.O.

Pain management in the patient-centered primary care home
Intercommunity Health Network

Kevin Cuccaro is a pain specialist whose mission is to fundamentally change health care’s understanding and approach towards pain in order to provide higher quality pain care and improve pain outcomes. He frequently speaks on pain and related topics to both physicians and the public, consults health systems on chronic pain and maintains a private clinic in Philomath, Oregon.

Kevin attended medical school at the Chicago College of Osteopathic Medicine, completed his residency in anesthesiology at the University of Chicago and fellowship in pain medicine at the University of Michigan. He previously served as associate program director of the Naval Medical Center San Diego’s Pain Medicine Fellowship program.

Project abstract

June 2017

Problem/need

 Since 2000, the prevalence of chronic pain in the United States has increased 122% and opioid prescriptions increased four-fold without improvement in function, quality of life or report of pain. Instead a prescription opioid epidemic was created. Additionally, other expensive pain therapies with low or unproven benefit increased straining health care resources without improving outcomes.

Project description/intervention

 This intervention used a multifaceted educational approach to improve knowledge, treatment of, and confidence in treating pain in the patient-centered primary care home with the goal to improve outcomes, reduce harm and improve utilization of resources.

Results to date

  • 35% of all PCPCHs in Linn, Benton and Lincoln Counties participated
  • 60+ primary care clinicians trained
  • Highly rated by participants (average 9.3 on 0-10 scale)

Conclusions/lessons learned

 Lessons learned included the need for “horizontal messaging” (front office staff) and “vertical messaging” (specialty care) and the need for additional, pain-informed resources. However, practice patterns can improve by focusing on understanding the problem first (pain) then discussing treatments (opioids). Clinicians may feel more empowered in the process.

Transformation impact

 This pilot started a greater, system-wide awareness from “an opioid problem” to “we have a PAIN problem” with continued efforts toward safe and effective pain treatment.

Next steps
This intervention provides a novel approach to addressing the pain and opioid epidemic by first improving understanding of pain, then providing context on when, where and how to utilize opioids and other therapies.

Brian Frank 

Brian Frank, M.D.

CSA Partnerships for Health
Health Share of Oregon
Oregon Health and Science University Department of Family Medicine

Brian Frank is a graduate from OHSU School of Medicine. Since 2011 he has had the good fortune to provide care to multi-generational families and individuals in all stages of life at the OHSU’s Family Medicine Clinic at Richmond. Brian serves on the executive board of CSA Partnerships for Health, a collaboration of local farms, universities and public health entities studying the benefits of community supported agriculture “prescriptions” for patients in a primary care practice. In addition, Dr. Frank is part of a national research collaborative evaluating the impact and scalability of teaching kitchens in medical centers across the country.

Project abstract

June 2017

Problem
Food insecurity affects nearly 75% of Medicaid-eligible individuals and is associated with poor diet quality. It is an independent risk factor for diabetes, depression and ischemic heart disease, and costs the US economy over $150 billion annually.

Project description
Community-supported Agriculture (CSA) Partnerships for Health is an interdisciplinary collaborative of private, academic and governmental organizations with a shared goal: to improve access to fresh produce by connecting local farms with clinics serving low-income families to improve individual and community health. Families receive subsidized shares of locally grown fruits and vegetables along with supportive programming to create the knowledge base and social networks necessary for sustained dietary change.

Results to date
Participants report increased consumption of fresh fruits and vegetables, decreased consumption of junk food and sugar-sweetened beverages, and greater comfort trying and cooking with a wider variety of nutritious foods.

Aim
Evaluate the impact of subsidized CSA membership on diet quality and culinary knowledge in populations with high rates of food insecurity.

Method
Mixed-methods using surveys and focus group interviews with CSA participants.

Status
Ongoing

Lessons learned
The program was highly valued by participants. Many expressed an increased sense of community and a connection with farmers who grew the food. Despite a small sample size, this program had a positive impact on participants’ dietary habits.

Next steps
In 2018, we will build on our successes to prepare us to scale our program in the coming years. ltimately, we hope to demonstrate a return on investment for insurers, increased financial security of our farmers and an improved sense of wellness and community among participants.

Shellie Holk 

Shellie Holk, B.S.N., R.N.

SHINE: Shifting Healthcare through Integrated Networks and Engagement
Health Share of Oregon
Albertina Kerr/CareOregon

Shellie Holk is a registered nurse of 26 years and is the ‎quality assurance operations manager at CareOregon.

Prior to this role, she was manager of nursing and clinic operations at Albertina Kerr, a nonprofit organization that supports people with developmental disabilities and mental health challenges to realize their full potential. Shellie was responsible for overseeing clinical operations for Albertina Kerr’s Community Based Mental Health Services, Children’s Developmental Health Services and the nursing program at the Inpatient Crisis Psychiatric Care facility for children and adolescents in crisis.

Through her career she has had various opportunities to contribute toward health reform through clinic projects, including creating a medical home model, patient engagement strategies and alternative care delivery models to improve care and outcomes at a reduced cost. She is passionate about health equality and the social impacts on health. 

Project abstract

June 2017

Problem
Children with development and behavioral disabilities often require multiple providers for their care. When this care is not coordinated and goals are not shared, it leads to fragmented care and confused patients. This was a pilot between a health plan and medical clinic to assess the impact of coordinated trans-disciplinary care financed in an alternative payment model. It allows for the right amount of care to be delivered at the right time, while reducing overall costs driving toward the triple aim.

Project description
This model was designed to allow for children to receive needed services often not covered by health plans. It also was developed in a manner to not limit the child to a prescribed number of visits; rather it allows the team to provide the care at the time the care is needed for how long it is needed.

Results to date
Forty-nine children were served but only 20 were able to maximize their care under this model due to program constraints. The pilot ended six months into the one-year cycle.

Conclusions/lessons learned
It is important to look broadly at the work being performed and ensure the right parties are part of the process of creating the model.

Transformation impact
Alternative payment models are very much on the forefront of health care. Health plans such as CareOregon have a continued interest in improved models of care and reimbursement. The framework and goals of this project could be extrapolated and applied to other medical specialty services.

Next steps
I am going to be meeting with a group from OHSU who currently work with children with disabilities. They are hoping I can provide them with some mentoring and guidance as they look at ways to reduce fragmentation and confusion for families, while improving care, outcomes and reducing cost.

I will continue to look for opportunities within the organization I work and the state to offer my involvement.

Jennifer Johnstun 

Jennifer Johnstun, R.N.

Regional High-Dose Opiate Reduction
PrimaryHealth of Josephine County

Jennifer Johnstun is the director of health strategy at PrimaryHealth of Josephine County, with responsibility for oversight of the CCO Transformation Plan, external quality improvement and population health initiatives. Jennifer began working in Medicaid in 2008 and has led several projects focused on areas such as maternal medical homes, community health workers and integration of behavioral health and addictions services. She serves on the executive council of the local Early Learning Hub and the Josephine County Board of Health. She received her Bachelor of Science in Nursing from Oregon Health and Science University in 2001. Jennifer lives in Merlin with her husband Mark and their two children.

Project abstract

June 2017

The Oregon Health Authority and Oregon coordinated care organizations (CCOs) are taking a statewide approach to reducing high-dose opioid prescribing. The CCO Statewide Performance Improvement Project, is a multi-year performance improvement initiative involving all 16 CCOs focused on reducing high-dose opioid prescribing. Four regional CCOs with a combined reach of 108,000 members formed the Southern Oregon CCO Opioid Collaborative to execute interventions with a unified front. Regional collaboration was central to activities and interventions of the project because high-dose prescribing and prescription fills/1000 members is higher in this region than in others.

The major goals were improving knowledge regarding opiate safety and overdose risk, promoting effective strategies and expectations for pain management, increasing provider knowledge and resources, increasing consistency between CCO coverage guidelines, improving medication-assisted treatment, and naloxone awareness and access. Regional collaboration initially required time investment, then implementation moved quickly. Five topic-specific work groups met monthly to address objectives and carry out interventions including educational mailings to members and providers, simultaneous benefit changes to 90 MED across all four CCOs, and development of resources for CCO staff and providers, including provider toolkits and educational videos.

Initial data shows reduction in high dose opioid reduced over 2016 at all four CCOs as well as decreases in county rates of prescribing. Providers appreciated the collaborative approach. Next steps include an expansive media campaign, reinforcing provider supports, ensuring members have successfully tapered from high doses, and improving workforce competency in mental health and movement techniques for chronic pain.

Mimi McDonell 

Miriam D. McDonell, M.D.

Step It Up! The Dalles: A North Central Public Health District and OHSU Knight Cancer Institute Community Partnership Program
PacificSource - Columbia Gorge
North Central Public Health District

Miriam D. McDonell is a health officer at North Central Public Health District, which serves the residents of Wasco, Sherman and Gilliam Counties. Mimi is board certified in obstetrics and gynecology, and also bariatric medicine.

In addition to her clinical duties, Mimi is active in health promotion. She was the driving force behind the Oregon Solutions Project, “Wasco County Community Action Plan for Reducing Childhood Obesity,” and is the director of the “Fit in Wasco County” coalition. She is a voting member of the Columbia Gorge Clinical Advisory Panel and a participant in the Oregon Health Authority Health Evidence Review Commission Obesity Task Force.

Project abstract

June 2017

Problem
The 2013 community health assessment determined that the most common health risk factor in The Gorge is the prevalence of overweight or obesity.

Description
Step It Up! The Dalles implements the Center for Disease Control’s Community–based Walking Group Program, an evidence-based plan that uses social support to improve the physical activity habits of community members. Walking groups are created and supported with leader trainings, weekly social media challenges, t-shirts, local walk/run event sponsorships and more.

Results
Nine weekly walking groups have been established, with 72 individuals participating in the groups. Walking group members have been sponsored to participate in local walk/run events in the area.

Conclusions/lessons learned

  • Dynamic, engaged leaders are the key to creating successful walking groups.
  • Building on existing activities significantly improves participation in community events.
  • T-shirts are amazingly powerful motivators!
  • The initiation and facilitation of this project required dedicated staff time of 30-40 hours per week.

Transformation impact
This project will demonstrate that a small amount of money spent on facilitating physical activity can create significant benefits over time by improving the health of participants and decreasing medical costs. This data can be used to change the allocation of health care resources toward increased funding of health promotion efforts.

Next steps
A 6-month no-cost extension has been granted. The public health district will be applying for another Knight Cancer Institute Community Partnership Program grant to continue this work for an additional year.

Charlene McGee 

Charlene McGee, B.S.

Refugee and Immigrant Maternal, Children and Family Medical Home
Health Share of Oregon
Multnomah County Health Department

Charlene McGee is a native of Liberia and migrated to Oregon with her family. In 2015, she was appointed deputy refugee health coordinator for Multnomah County Health, responsible for leading efforts to provide high quality health care and mental health services for newly arriving refugees. With 15 years of public health experience domestically and internationally, Charlene’s passion for social justice and community-informed solutions has focused on the complex needs responsible for inequities among diverse communities including refugee and immigrants, low-income individuals and families, intravenous drug users and communities of color. She is a proud alumna of Oregon State University.

Project description

This project proposes to develop a refugee and immigrant-specific maternal-child and family medical home. Once implemented; it will be Oregon’s first.

This model will track Medicaid eligible refugee and immigrants to ensure Medicaid quality improvement targets are met, focusing on the health care needs of pregnant women, children, adolescents and families. The project will include a triaged approach to behavioral and mental health that differentiates trauma from developmental delays especially among children and adolescents, while ensuring integrated and coordinated wrap-around care and referral for appropriate services. Our aims are to:

  • Improve the Medicaid enrollment and re-enrollment rates of qualifying refugees and immigrants
  • Ensure all family members have necessary health screenings, including culturally specific adequate prenatal care, contraception care, behavioral health care and developmental screening of (young and adolescent) children and improve immunization rates
  • Collect case studies to understand and address health needs of refugee and immigrants
Caryn Mikelson 

Caryn Mickelson, Pharm.D.

Southern Oregon Pharmacist-Prescribed Naloxone
Western Oregon Advanced Health

Caryn Mickelson is the director of pharmacy services at Western Oregon Advanced Health, the coordinated care organization serving the Medicaid population of Coos and Curry counties. She received her Doctor of Pharmacy degree from Oregon State University and Oregon Health and Sciences University. Caryn is an active member of the Academy of Managed Care Pharmacy, serves on the Oregon State Pharmacy Association Board of Directors and is a member of the OHA Pharmacy and Therapeutics Committee. Caryn lives in North Bend, Oregon, where she is passionate about promoting community health.

Project abstract

June 2017

Problem
Deaths from opioid overdose now exceed deaths from automobile accidents. All-cause mortality in US whites ages 45-54 years is increasing while mortality has decreased in other populations. This is due in part to an increase in opioid overdoses. Naloxone is an opioid antagonist that reverses an opioid overdose. Increasing access to naloxone can reduce the number of opioid overdose deaths. Pharmacists are easily accessible health care providers that can prescribe naloxone.

Project description/intervention
The mission of this project is to increase access to naloxone through pharmacist education and prescribing of naloxone by partnering with the Oregon Board of Pharmacy to provide continuing education events on pharmacist prescribed naloxone in Coos, Jackson and Josephine Counties.

Results to date
Oregon Board of Pharmacy continuing education events were completed in Coos Bay, Medford and Grants Pass. Eighty-two pharmacists and pharmacy technicians attended. The number of naloxone prescriptions paid for by the Southern Oregon coordinated care organizations is increasing.

Conclusions/lesson learned
Leveraging the authority and expertise of the Board of Pharmacy was critical to influence pharmacist prescribing and promote the events. Engaging executive leadership of the chain pharmacies may have fostered greater participation.

Transformation impact
Implementing new legislation allowing pharmacists to prescribe naloxone is transformational to pharmacy practice and patient safety. Educating and engaging pharmacists to prescribe naloxone will increases access and reduce the number of opioid overdose deaths.

Next steps
Next steps include targeted outreach for patients on high dose opioids or concurrently prescribed benzodiazepines to request naloxone be prescribed. A media campaign is under development that will promote naloxone awareness.

Chad Partington 

Chad Partington, E.M.T.

Community Paramedics: A Healthcare Delivery Strategy to Achieve the Triple Aim
Cascade Health Alliance
Oregon Mobile Healthcare

Chad Partington has been an entrepreneur and a paramedic since 2008. He has over 18 years of experience with hospitals, fire departments, private ambulance services and business development. He has held multiple clinical positions at Sky Lakes Medical Center. He has served 14 years with Rocky Point Fire & EMS, retiring from the fire chief’s position in 2013. He has held flight paramedic and business relations positions for Emergency Airlift. Recently, he was a business relations consultant for REACH Air Medical Services. Currently, he is the founder and managing member of Oregon Mobile Healthcare.

Project abstract

June 2017

In Klamath Falls, Cascade Health Alliance had a growing concern for their “high risk” members receiving timely follow-up care after hospitalization. At last count, more than 50% of their 21,000 members live outside the range of local home health programs and many without a support network. Current follow-up wait times to see a primary care physician post hospital discharge range from 2 to 3 weeks. This program repurposes the EMT and pre-hospital encounter model into a mobile integrated resource that provides in-home medical treatments, timely post-hospital discharge follow-up, diabetic A1c tests, high blood pressure screening, and colorectal cancer kits anywhere in Klamath County.

From September 2016 through March 2017, 513 members were engaged, including 364 cancer and diabetic screenings, 149 post-hospital visits, and 372 follow-up calls. Home visits provided feedback on key social determinants that may be hindering progress. Members reported the program has reduced anxiety and suffering with disease process education. Physicians favor the ability of shifting lower-acuity care to a lower-cost setting. Payers enjoy reducing long-term cost created by untreated health problems, while building trust in the community.

Discussions are underway with Sky Lakes Medical Center, the Klamath Tribes, and the VA to explore additional partnership opportunities. A unique approach to filling gaps in our health care delivery system, through this program we can improve the quality of care, improve member satisfaction, and reduce the cost of care.

Maggie Bennington-Davis 

Maggie Bennington-Davis, M.D., M.M.M.

Health Share of Oregon
Council of Clinical Innovators Faculty

Maggie Bennington-Davis is chief medical officer for Health Share of Oregon, Oregon’s largest coordinated care organization (CCO). Health Share coordinates physical, dental and mental health benefits for 240,000 Medicaid-enrolled Oregonians.

Maggie serves as chair of the Incentive Metrics and Scoring Committee, the body that determines incentivized outcome measures for all CCOs in Oregon.

Prior positions were chief medical and operating officer at Cascadia Behavioral Healthcare, Salem Hospital chief of staff, and psychiatry medical director where she implemented trauma-sensitive services and eliminated use of seclusion and restraint. Maggie co-authored a book, published articles and chapters and has done numerous consultations regarding organizational change, trauma-informed engaging environments and leadership.

Maggie completed her M.D. and psychiatry residency at Oregon Health and Sciences University where she remains on faculty, and a Master of Medical Management degree at Tulane University School of Public Health in 2005.

Rick Kincade 

Rick Kincade, M.D.

Lane County Community Health Centers
Council of Clinical Innovators Faculty

Rick Kincade is a practicing family physician and medical director of the Lane County Community Health Centers. He serves on the Trillium CCO Clinical Advisory Panel, Community Advisory Council (CAC), Primary Care Medical Home Sub-Committee and CCO/CAC Prevention Team. In the community and state, Rick has multiple board positions with Oregon Academy of Family Physicians, CCO Oregon, Oregon Research Institute, United Way and Volunteers in Medicine, and chairs the 100% Health Community Coalition Executive Committee. Rick has been a past leader in the PeaceHealth system executive team and locally in the Oregon region for over 10 years. He has served in multiple capacities for the Oregon Medical Association, including as its president. He has practiced in both rural and urban settings over 25 years. He has been a long-time advocate for patient and family-centered care, as well as collective impact efforts to improve community health. Rick was the 2016 recipient of United Way’s Community Voice Award and the 1996 recipient of the OMA’s Oregon Doctor-Citizen of the Year Award. He enjoys all facets of outdoor life in the Northwest and treasures his time with his wife and two daughters.

Areas of professional interest:

  • Behavioral health integration
  • Primary care medical homes
  • Social determinants of health
  • Community needs assessment and improvement plans
  • Community prevention programs
  • CCO development – leadership and governance
  • Public/private collaboration
Dan Reece 

Dan Reece, L.C.S.W.

OHA Transformation Center, Consultant
Council of Clinical Innovators Faculty

Dan Reece has served on the Clinical Innovators faculty since the program’s inception. He has over 30 years of health care experience, including over 20 years in a variety of administrative positions with PeaceHealth in Eugene. He’s been responsible for inpatient, outpatient, primary care, home health, hospice and long-term care programs. He’s had many program development opportunities, often involving collaboration with community partners. He’s participated in several leadership and quality improvement training programs. He’s a board member for Volunteers in Medicine in Springfield. Dan’s wife and two adult daughters all share his interest in international travel, particularly Africa.

Areas of professional interest:

  • Physical and behavioral health integration
  • Social determinates of health
  • End-of life care
  • Telehealth
  • Healthcare workforce development
Ron Stock 

Ron Stock, M.D.

OHA Transformation Center, Consultant
Council of Clinical Innovators Faculty

Ron Stock is a geriatrician, family physician, clinical health services researcher and currently clinical innovation advisor to the Oregon Health Authority Transformation Center. A graduate of the University of Nebraska College of Medicine, Ron completed his residency and faculty development fellowship in family medicine at the Medical University of South Carolina and University of North Carolina-Chapel Hill and has a certificate of added qualifications in geriatric medicine. He is currently an adjunct associate professor of family medicine at Oregon Health & Sciences University. Before joining OHSU in 2012, he served as executive medical director of geriatrics and care coordination services, and medical director of education and research at PeaceHealth Oregon Region. With support from public and private nonprofit grants, he has dedicated his career to improving the quality of health care for vulnerable populations with complex care needs, focusing on redesigning the primary care delivery system for vulnerable elders using an interdisciplinary team model.

Areas of professional interest:

  • Interdisciplinary team-based care, practice redesign and measurement
  • Geriatric care
  • Quality Improvement methodology
  • Chronic Care Model
  • Leadership coaching
  • Patient engagement
  • Measurement in primary care, especially teams, REACH, medication management
Laura Kreger 

Staff: Laura Kreger, M.P.H.

OHA Transformation Center
Program Coordinator

Laura Kreger coordinates communications, the Clinical Innovation Fellows program and metrics-related targeted technical assistance for the Transformation Center. Prior to joining the Oregon Health Authority in 2013, Laura spent six years as a marketing copywriter and copyeditor. She earned a master’s degree in public health promotion, a bachelor of science in technical communication and a professional certificate in editing. Laura is an avid bike commuter and rock climber.


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