Ohio Health Quality Improvement Plan
Ohio Health Quality Improvement Plan Ohio Health Quality Improvement Plan
In t r o d u c t io nBackgroundIn June 2007, Ohio was selected to participate in the Robert Wood Johnson Foundation’s State Coverage Initiative (SCI).Through this effort, policymakers in participating states were provided with policy and technical assistance to help themexpand health care coverage at the state level. As part of SCI, the Governor appointed a 45-member bipartisan team,which worked closely with a broad-based coalition of stakeholders, to develop strategies to expand coverage to moreOhioans and make coverage more affordable. After a year-long process of uncovering the facts, analyzing the coveragesystem, and modeling proposed reforms, the SCI team reached consensus on a set of recommendations. The July 2008final SCI report to the Governor included recommendations in six categories, one of which focused on the link betweenhealth care coverage and health system improvement. Widespread agreement existed among participants that in order toexpand quality, affordable health care to all Ohioans, Ohio needed to make significant changes in health care delivery.As a result of the SCI work, Ohio was one of nine states chosen to participate in the Commonwealth Fund/AcademyHealth State Quality Improvement Institute (SQII). The SQII was an intensive, competitively selected effort tohelp states create and implement concrete action plans for improving health system performance across targeted qualityindicators. This effort was kicked off in June 2008 with a meeting of participating states in Chicago. After participatingin this meeting, Ohio’s team concluded that, rather than addressing a limited number of targeted indicators, an opportunityexisted to pull together a diverse group of stakeholders to coalesce around a portfolio of health system improvementstrategies.To accomplish this, the team designed the Ohio Health Quality Improvement Summit to: (1) build a set of wide-rangingstrategies that offer opportunities for short- and long-term return on investment, (2) commit to action with a larger groupof partners, and (3) maximize the value of local initiatives already underway throughout the state.The Work at the SummitPrior to the Summit, four small planning groups met and, using a firm base of research, developed draft strategies andtactics as a platform from which participants in the Summit would build. The four areas of focus were:• Improving chronic care management;• Improving patient safety and reducing errors;• Promoting health and preventing disease and injury; and• Improving efficiency and decreasing costBackground reading material and preliminary recommendations were provided to participants prior to the Summit.At the Summit, participants heard from national and state experts, and then divided into work groups around the fourfocus areas. With the assistance of a facilitator, groups were instructed to identify a maximum of four strategies andrelated tactics with the greatest potential for improving the quality of the health care system. In addition, facilitatorsinstructed each group to address four cross cutting issues that affect each of the focus areas: health disparities, healthinformation technology (HIT), workforce development and payment reform.The result of the focus group conversations was a set of 12 recommended strategies to improve the quality of Ohio’shealth system. After a presentation from each of the focus groups, participants convened and ranked the strategies. Thefocus groups then reconvened to develop tactics and next steps for the top one or two strategies in their focus area, asprioritized in Figure 1 on the previous page. These tactics were presented by each group to all participants on the final dayof the Summit.Reporting on the SummitAs the Summit reached its conclusion, participants expressed excitement for reform and shared a commitment toensuring the recommendations were taken seriously and acted upon. To that end, the SQII team immediately convened an4
In t r o d u c t io nimplementation team consisting of leadership from various organizations and associations across health care stakeholdergroups who participated in the event.In addition, the SQII team prioritized creating a report both for Summit participants and those interested in health reformwho could not attend. Summit attendees and other interested stakeholders were asked to review a draft report and providefeedback throughout December 2008 and early January 2009. One hundred and nine (109) individuals, many of whomdid not attend the Summit, commented on the report.Vision for a Healthy OhioPrior to drafting the action plan, the implementation team recognized that while the Strickland Administration’s Visionfor a Healthy Ohio covered many elements of the desired future state of health and health care in Ohio, the vision shouldbe revised to maintain the spirit of the Summit — a collaborative work product across the public and private sectors.Through an open refinement process, the implementation team, with additional input from members of the Governor’scabinet, created the following Vision and Principles for a Healthy Ohio:VisionAll Ohioans achieve and maintain optimal health and wellness through access to high quality health care, healthy foodand activities that stimulate physical, mental and emotional well-being.All Ohioans have the information needed to make cost effective, clinically appropriate and culturally relevant decisionsrelated to prevention of illness and injury and treatment or care.PrinciplesIn order to achieve the Vision for a Healthy Ohio, healthcare must be:• Affordable;• Preventive;• Effective;• Coordinated and continuous;• Focused on the whole person: body and mind;• Patient-centered with a team approach; and• Provided at the right time, in the right amount, and atthe right location.Ohio’s health care system must:• Be economically sustainable;• Be efficient;• Be safe;• Address health disparities;• Improve population-based health; and• Be culturally competent.The revised vision was subsequently agreed to by the full implementation team.5
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- Page 3: Introduc tionIn November 2008, more
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- Page 45: CORE PLANNING TEAMAmy Rohling McGee
In t r o d u c t io nBackgroundIn June 2007, <strong>Ohio</strong> was selected to participate in the Robert Wood Johnson Foundation’s State Coverage Initiative (SCI).Through this effort, policymakers in participating states were provided with policy and technical assistance to help themexpand health care coverage at the state level. As part of SCI, the Governor appointed a 45-member bipartisan team,which worked closely with a broad-based coalition of stakeholders, to develop strategies to expand coverage to more<strong>Ohio</strong>ans and make coverage more affordable. After a year-long process of uncovering the facts, analyzing the coveragesystem, and modeling proposed reforms, the SCI team reached consensus on a set of recommendations. The July 2008final SCI report to the Governor included recommendations in six categories, one of which focused on the link betweenhealth care coverage and health system improvement. Widespread agreement existed among participants that in order toexpand quality, affordable health care to all <strong>Ohio</strong>ans, <strong>Ohio</strong> needed to make significant changes in health care delivery.As a result of the SCI work, <strong>Ohio</strong> was one of nine states chosen to participate in the Commonwealth Fund/Academy<strong>Health</strong> State <strong>Quality</strong> <strong>Improvement</strong> Institute (SQII). The SQII was an intensive, competitively selected effort tohelp states create and implement concrete action plans for improving health system performance across targeted qualityindicators. This effort was kicked off in June 2008 with a meeting of participating states in Chicago. After participatingin this meeting, <strong>Ohio</strong>’s team concluded that, rather than addressing a limited number of targeted indicators, an opportunityexisted to pull together a diverse group of stakeholders to coalesce around a portfolio of health system improvementstrategies.To accomplish this, the team designed the <strong>Ohio</strong> <strong>Health</strong> <strong>Quality</strong> <strong>Improvement</strong> Summit to: (1) build a set of wide-rangingstrategies that offer opportunities for short- and long-term return on investment, (2) commit to action with a larger groupof partners, and (3) maximize the value of local initiatives already underway throughout the state.The Work at the SummitPrior to the Summit, four small planning groups met and, using a firm base of research, developed draft strategies andtactics as a platform from which participants in the Summit would build. The four areas of focus were:• Improving chronic care management;• Improving patient safety and reducing errors;• Promoting health and preventing disease and injury; and• Improving efficiency and decreasing costBackground reading material and preliminary recommendations were provided to participants prior to the Summit.At the Summit, participants heard from national and state experts, and then divided into work groups around the fourfocus areas. With the assistance of a facilitator, groups were instructed to identify a maximum of four strategies andrelated tactics with the greatest potential for improving the quality of the health care system. In addition, facilitatorsinstructed each group to address four cross cutting issues that affect each of the focus areas: health disparities, healthinformation technology (HIT), workforce development and payment reform.The result of the focus group conversations was a set of 12 recommended strategies to improve the quality of <strong>Ohio</strong>’shealth system. After a presentation from each of the focus groups, participants convened and ranked the strategies. Thefocus groups then reconvened to develop tactics and next steps for the top one or two strategies in their focus area, asprioritized in Figure 1 on the previous page. These tactics were presented by each group to all participants on the final dayof the Summit.Reporting on the SummitAs the Summit reached its conclusion, participants expressed excitement for reform and shared a commitment toensuring the recommendations were taken seriously and acted upon. To that end, the SQII team immediately convened an4
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