Installatie-instructie MBC2 - NL

Chapter 5 Payment and Measurement Alignment• The Executive Office of HHS (EOHHS) has put together a workgroup among keystakeholders and external experts to define what a patient-centered medical homewould be in the Commonwealth. The workgroups is finalizing an options paper forpatient centered medical home initiative implementation in the Commonwealth.• The EOHHS/HealthyMassachusetts Compact Task Force on PerformanceMeasurement Alignment is nearing consensus on determining an organizational homefor the entity that would align, measure and report consistent performance measuresacross payers in the state for physicians and, later, hospitals. This entity will be wellpreparedto measure performance of physicians and hospitals on implementing thechronic care model.Chapter 6 Health Information Technology• The Massachusetts legislature enacted Chapter 305, which established theMassachusetts e-Health Institute for health care innovation, technology andcompetitiveness, and budgeted $25 million for implementation. Discussions areunderway as to how these funds might be used to support the goals of the SQII plan.MINNESOTA: Minnesota’s state team met on September 12. Main topics of discussion at thismeeting were a formal report to the team from the group that attended the Chicago QualityInstitute, discussion of the team’s proposal for making progress toward the “triple aim” that hadearlier been agreed upon as a framework for quality improvement in Minnesota, and discussionof progress toward implementing Minnesota’s 2008 health reform bill and how the work of theQuality Institute will fit in to the larger process of health reform. Some initial work is beingdone on a plan for steps that should be taken to meet the objectives defined in the strategicoperating document.NEW MEXICO: After our Chicago trip, our team decided we needed to pursue two differentstrategies before we could finalize a quality improvement plan. First, we decided we reallyneeded to develop a broader based coalition of stakeholders dedicated to a long-term qualityimprovement and systems revision agenda. So, since we met in Chicago several of us have beeninvolved in developing a leadership council that includes representatives from: the majorhospitals, health plans, organized medicine and ethnic group physicians organizations, nursing,business (both large and small), and consumers (both patient-oriented and populations at greatrisk, such as seniors). Our state is also a complex set of political jurisdictions with manysovereign American Indian tribal nations with their own health systems and relationships withthe Indian Health Service whose interests must be taken into account. I am happy to report thatwe held our first Leadership Council meeting and began the process of identifying workinggroups we will form and identifying additional people to invite to participate in their work.The second line of work we have been engaged in focuses on making our hospital discharge dataavailable for analysis and intervention planning. While the state collects hospital discharge datait cannot be released for any purpose, including sharing it with AHRQ for analysis. We havebeen working on a legislative bill that would allow our Health Commission to make these dataavailable for analysis so we can begin to plan quality improvement interventions related to3