Ohio Health Quality Improvement Plan
Ohio Health Quality Improvement Plan Ohio Health Quality Improvement Plan
Oh io He a l t h Qu a l it y Im p r o v e m e n t Pl a nDeveloping the Ohio Health Quality Improvement PlanBetween January and May 2009, the core SQII team developed a road map for implementing the strategies developed atthe Summit. Initially, their efforts centered on prioritizing strategies; however, there was an immediate recognition thatcreating a truly transformational health system for Ohioans would require work on two fronts. First, transformationalchange would require creating an affordable and sustainable health care financing and delivery system. Second,strategies would need to be implemented to move from a sick-care system to one focused on wellness and health. Theimplementation team also identified critical concepts that are essential for the success of any of the 12 strategies identifiedat the Summit.Collaborative TransformationalStrategiesThe team decided to refocus its attention from the12 strategies to 4 core collaborative transformationalstrategies (CTS):• Patient-centered medical home• Health information technology• Payment reform; and• Informed and Activated Patients and Individuals.The team used the following criteria for selecting thefour collaborative transformational strategies (CTS):• Each of these strategies is considered animportant contributor to and factor for thesuccess of the twelve strategies developed at theSummit.• None of the four transformational strategies hasa clear institutional home to provide directionand leadership (as opposed to strategies suchas patient safety and health promotion, bothof which have identified institutional homesPatienttoensure continued ongoing work on thoseCenteredMedicalactivities).Home• The four strategies all have the potential toenhance access to care, including the abilityOHQISto make coverage both more affordable andFig. 2available.• The four strategies are interrelated andcomplementary, building off of each other toward a greater whole.MetricsProcess level Metrics (work progress) System Level Metrics (health outcomes)Vision for Healthy OhioAll Ohioans achieve and maintain optimal health and wellness through access tohigh quality health care, healthy food and activities that stimulate physical, mentaland emotional well-being.All Ohioans have information needed to make cost effective, clinically appropriateand culturally relevant decisions related to prevention of illness and injury and treatmentor care.Affordable andSustainable Financingand Delivery SystemPaymentReformHealthInformationTechnologyActivatedand EngagedOhioansCore Collaborative Transformational StrategiesImplementation TeamCore Planning TeamFocus on Health andWellnessHealthyOhioPatientSafetyInstituteUnified LongTerm CareOhioBusinessRoundtablehealthinitiativesWork in Other Areas (examples of state-wide work, not exhaustive)Figure 2 is a graphical representation of the relationship between the “building block” initiatives and how that work couldlead to achieving the Vision for Healthy Ohio.Summit Strategies and Collaborative Transformational StrategiesTo confirm that these four collaborative strategies would support the success of the 12 Summit strategies, the core teamcreated a crosswalk between these two groups of strategies (see figure 3 below). In addition, the table acknowledges thatimportant key work is taking place in other state-level initiatives, including but not limited to: Healthy Ohio within the6
Oh io He a l t h Qu a l it y Im p r o v e m e n t Pl a nOhio Department of Health; the Ohio Patient Safety Institute – a collaborative founded by the Ohio Hospital Association,the Ohio State Medication Association, and the Ohio Osteopathic Association; the Unified Long Term Care Budget, led bythe Ohio Department of Aging; and work being sponsored by the Ohio Business Roundtable. A brief description of someof these initiatives can be found in Appendix I (page 26).Health Disparities and Workforce CapacityThe team also recognized health disparities and workforce capacity must be addressed in order to transform thestate’s health system and achieve the vision for all Ohioans. As evident during the Summit, these issues cross all fourcollaborative transformational strategies. To address the reduction of health disparities, an ad hoc, public-private workgroup was created specifically to focus on the issue in the months after the Summit. Recommended tactics developed bythe work group have been considered and incorporated in each Collaborative Transformational Strategy and will continueto be developed as part of the Health Care Coverage and Quality Council’s (HCCQC) work to identify priorities andfacilitate implementation of the Plan. 1Work groups, consisting of participants from the summit, were formed around each of the Collaborative TransformationalStrategies. In the course of their work, the CTS workgroups developed a set of proposed short, mid, and long-term processmilestones/metrics for their tactics.Descriptions of each strategy, benefits and outcomes, related tactics, proposed milestones and metrics, and decision pointsfollow.Fig. 3Core CollaborativeTransformationalStrategiesWork in other areas(Examples of state-wide work,not meant to be exhaustive)Summit Strategies(listed in order of votes received)Patient Centered MedicalHomesPayment ReformActivated/InformedPatientsHealth InformationTechnologyHealthy OhioPatient Safety InstituteUnified Long Term CareChronic Care Model Culture of wellness Patient-centeredprimary careClinical preventive screenings Reduce errorsduring hand-offs Decrease non-value-addedadmin costs Patient-centeredend-of-life decisions Evidence-basedmedicine System-wide cultureof safetyReduce health care-associatedinfectionsReduce adversedrug events Injury prevention Ohio BusinessRoundtable healthinitiatives1 The Ohio Health Care Coverage and Quality Council was created in February, 2009, by an Executive Order of Gov. Ted Strickland. Thereis more information about the Council in the Next Steps section of this report.7
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- Page 45: CORE PLANNING TEAMAmy Rohling McGee
Oh io He a l t h Qu a l it y Im p r o v e m e n t Pl a n<strong>Ohio</strong> Department of <strong>Health</strong>; the <strong>Ohio</strong> Patient Safety Institute – a collaborative founded by the <strong>Ohio</strong> Hospital Association,the <strong>Ohio</strong> State Medication Association, and the <strong>Ohio</strong> Osteopathic Association; the Unified Long Term Care Budget, led bythe <strong>Ohio</strong> Department of Aging; and work being sponsored by the <strong>Ohio</strong> Business Roundtable. A brief description of someof these initiatives can be found in Appendix I (page 26).<strong>Health</strong> Disparities and Workforce CapacityThe team also recognized health disparities and workforce capacity must be addressed in order to transform thestate’s health system and achieve the vision for all <strong>Ohio</strong>ans. As evident during the Summit, these issues cross all fourcollaborative transformational strategies. To address the reduction of health disparities, an ad hoc, public-private workgroup was created specifically to focus on the issue in the months after the Summit. Recommended tactics developed bythe work group have been considered and incorporated in each Collaborative Transformational Strategy and will continueto be developed as part of the <strong>Health</strong> Care Coverage and <strong>Quality</strong> Council’s (HCCQC) work to identify priorities andfacilitate implementation of the <strong>Plan</strong>. 1Work groups, consisting of participants from the summit, were formed around each of the Collaborative TransformationalStrategies. In the course of their work, the CTS workgroups developed a set of proposed short, mid, and long-term processmilestones/metrics for their tactics.Descriptions of each strategy, benefits and outcomes, related tactics, proposed milestones and metrics, and decision pointsfollow.Fig. 3Core CollaborativeTransformationalStrategiesWork in other areas(Examples of state-wide work,not meant to be exhaustive)Summit Strategies(listed in order of votes received)Patient Centered MedicalHomesPayment ReformActivated/InformedPatients<strong>Health</strong> InformationTechnology<strong>Health</strong>y <strong>Ohio</strong>Patient Safety InstituteUnified Long Term CareChronic Care Model Culture of wellness Patient-centeredprimary careClinical preventive screenings Reduce errorsduring hand-offs Decrease non-value-addedadmin costs Patient-centeredend-of-life decisions Evidence-basedmedicine System-wide cultureof safetyReduce health care-associatedinfectionsReduce adversedrug events Injury prevention <strong>Ohio</strong> BusinessRoundtable healthinitiatives1 The <strong>Ohio</strong> <strong>Health</strong> Care Coverage and <strong>Quality</strong> Council was created in February, 2009, by an Executive Order of Gov. Ted Strickland. Thereis more information about the Council in the Next Steps section of this report.7
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