Ohio Health Quality Improvement Plan

More documents

Recommendations

Info

Appendix I— Statewide EffortsBelow is a list of examples (not meant to be exhaustive) of prominent statewide efforts to improve health quality in Ohio.Healthy OhioHealthy Ohio, a Governor’s initiative located at the OhioDepartment of Health, provides and supports programsand activities promoting health and prevention of chronicdisease and injury. The program’s goals are to assure ahealthy, productive workforce, equip students for learning,and create a better quality of life while also contributingto the more efficient and cost-effective use of medicalservices.Program initiatives include the prevention and reductionof obesity, chronic disease prevention (including theBreast and Cervical Cancer Program and others addressingdiabetes, heart disease and stroke, and comprehensivecancer), injury prevention (including the child passengersafety program), and sexual assault and domestic violenceprevention. In addition, Healthy Ohio encompasses thecomprehensive Tobacco Use Prevention and CessationProgram. Healthy Ohio also works with sister agenciesto enhance, develop, and coordinate health promotionand disease prevention programs, especially for targetpopulations such as seniors, those with low-incomes, orthose with mental health and/or substance abuse issues.The Office of Healthy Ohio includes a dedicatedHealth Equity Coordinator charged with improving theDepartment’s and state’s identification and improvement ofhealth disparities, whether associated with race, ethnicity,gender, geography, or income.Ohio Patient Safety InstituteThe Ohio Patient Safety Institute (OPSI) is an organizationdedicated to improving patient safety in Ohio. The Instituteis a subsidiary of the Ohio Health Council, which wasfounded by the Ohio Hospital Association, the OhioState Medical Association, and the Ohio OsteopathicAssociation. Through this collaboration and common effort,OPSI has the ability to work with more than 180 hospitalsand 9,000 physicians in Ohio to improve patient safety forall Ohioans.Representative work undertaken by OPSI includesinitiatives in medication safety, surgery and anesthesiasafety, standardized hospital wristbands for patients,fall prevention, and reducing methicillin-resistantStaphylococcus aureus (MRSA) transmission and infection.In 2009, the Agency for Health care Research and Quality(AHRQ) designated OPSI as a Patient Safety Organization.OPSI is the first organization in Ohio to receive the federaldesignation and one of 46 in the U.S. to date.Ohio Business Roundtable HealthInitiativesIn addition to its overall health care reform advocacy, theOhio Business Roundtable has three initiatives underway inwhich it has a direct leadership role:1. An employer-led actions initiative aimed at catalyzingadoption of employer best practices to improve health,reduce cost, and increase access across 18 priorityreform areas identified in the BRT’s recent diagnosticreport, Improving Ohio’s Health System.2. A child obesity initiative that, in addition to developing3.long-term population health improvement strategies,focuses on improving nutrition, physical activity, andphysical fitness reporting standards in schoolsSolutions for Patient Safety, a partnership between theCardinal Health Foundation, OHA, OCHA, severalparticipating hospitals, and other organizations thataims to reduce preventable health care associatedinfections and avoidable medication errors.The BRT’s health care report may be accessed by visitingwww.BRTHealthReport.com.Unified Long-term Care BudgetThe Unified Long-term Care Budget is a flexible fundingprocess that provides long-term care services and supportsbased on consumer choice and need; helps to contain stateand federal Medicaid costs; and includes both nursingfacilities and home- and community-based settings.The Unified Long-term care Budget would eventuallyserve all consumers with chronic or recurring needs forservices, regardless of age or disability. Several of therecommendations made by the Unified Long-term CareBudget Workgroup support enhanced care management andeasing the transition from acute care to long-term care.26
Appendix II — Response to QuestionsAt the Ohio Health Quality Improvement Summit Part II,held April 27, 2009, questions were asked related to specificrecommendations as well as several general topics orcross-cutting issues. In response to these questions, modificationsor clarifications have been made where appropriateto the plan. Below we have noted some of the mostfrequently raised comments that we received at the Summitand through the subsequent survey replies.Reduction of Health DisparitiesThe reduction of health disparities remains a critical issue.The November 2008 OHQIS identified health disparities asa cross-cutting topic to be addressed by each strategic focusarea. Recognizing the crucial role reducing health disparitieswill play in an overall transformation of Ohio’s healthcare system, an ad hoc, public-private work group wascreated shortly after the Summit to specifically focus onthe issue. Given the size and scope of the topic, recommendationswere not completed in time to be reviewed at theSummit Part II (April 27, 2009). However, recommendedtactics developed by the work group have been consideredand incorporated in each Collaborative TransformationalStrategy. In addition, these and other tactics to address andreduce disparities will continue to be developed as part ofthe Health Care Coverage and Quality Council’s (HCCQC)work to identify priorities and facilitate implementation ofthe Plan. The Council’s diverse membership will assureongoing consideration of the issue and will work with theOffice of Healthy Ohio and the Ohio Department of Health,in particular the state’s dedicated Health Equity Coordinator,to coordinate efforts.Health Promotion/Prevention of Diseaseand InjurySeveral comments were received related to the apparentabsence of strategies and tactics related to the promotion ofhealth and prevention of disease and injury, a topic that hadbeen a Strategic Focus Area at the November Summit.incorporate, and align related activities, since there is broadrecognition that addressing this area will contribute notonly to improving health, but also the reduction of unnecessarymedical expenditures. In addition, CTS strategiessuch as payment reform, the medical home, and informedindividuals each incorporate components of health promotionand disease prevention.Patient SafetyWe also received comments reinforcing Summit participants’desire to address patient safety concerns across thecare continuum. This, too, had been a Strategic FocusArea at the November Summit. In honing initial prioritiesfor the draft plan, team members noted that there aremany existing groups across the state already workingextensively to improve patient safety. For example, theOhio Patient Safety Institute – a collaborative effort of theOhio Hospital Association, Ohio State Medical Association,and Ohio Osteopathic Association – has many activeinitiatives with proven track records for improving patientsafety and reducing errors. There are also several statewideand regional safety-focused hospital collaborativescurrently underway across the state led by groups like theOhio Hospital Association, the Ohio Business Roundtable,Cardinal Health Foundation, the Ohio Children’s HospitalAssociation, regional health and hospital associations, andother groups. In addition, many Ohio health care institutionshave ongoing initiatives focused on improving patientsafety that have been nationally recognized for their success.In many cases, these initiatives align directly with therecommendations developed by the Patient Safety StrategicFocus Area work team and Summit participants. Nonetheless,in developing the Collaborative TransformationalStrategies and draft work plan, the work team and Summitparticipants’ recommendations were considered, andseveral of these recommendations were embedded in thetactics for each of the four CTS strategies.As noted in the Plan’s discussion of the CollaborativeTransformational Strategies, one of the criteria used toidentify the focus areas was whether the strategy had anexisting institutional home providing direction and leadership.In the case of health promotion and disease/injuryprevention, such a home exists in the Office of HealthyOhio, located at the Ohio Department of Health. The HC-CQC will continue to work with Healthy Ohio to consider,27
Page 1 and 2: Ohio Health QualityImprovement Plan
Page 3 and 4: Introduc tionIn November 2008, more
Page 5 and 6: In t r o d u c t io nimplementation
Page 7 and 8: Oh io He a l t h Qu a l it y Im p r
Page 9 and 10: Pa t ie n t Centered Me d ic a l Ho
Page 11 and 12: Pa t ie n t Centered Me d ic a l Ho
Page 13 and 14: He a l t h In f o r m a t io n Te c
Page 15 and 16: Pa y m e n t Re f o r m◦◦◦◦
Page 17 and 18: In f o r m e d a n d ActivatedPa t
Page 23 and 24: Me a s u r in g Su c c e s sPropose
Page 25: Ne x t StepsOhio Health Care Covera
Page 29 and 30: Appendix III — Su r v e y Results
Page 31 and 32: Appendix IV — Co m m e n t s f r
Page 45: CORE PLANNING TEAMAmy Rohling McGee

Ohio Health Quality Improvement Plan

Create successful ePaper yourself

Delete template?

Save as template?