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Access HealthColumbus 2013-2015 Updated Strategic Plan (updated: January 2013)

a continuation of our collaborative work to improve patient-centered primary care Introduction: This update to our previous strategic plan was created by Access HealthColumbus’ public-private board and staff. The value of this strategic plan is to provide a roadmap to guide the allocation of our scarce financial and staff resources. It is our belief that strategic planning is not a static or occasional event, but rather a dynamic and inclusive process that we incorporate into the work of our public-private partnership. Access HealthColumbus is a catalyst, convener, and coordinator of local health care improvement projects. We are grateful for our collaborative relationships with leaders from business, government, health care, and the social sector. It is these partners who are implementing projects and bringing improvements to our community.

22 E. Gay Street, Suite 801 | Columbus, OH 43215 | 614.884.2440 |

2013-2015 Strategic Plan Overview



The need to improve patient-centered primary care as the foundation of accountable health care delivery to achieve: • better care • better health • better value


Catalyze and coordinate the spread of: 1. patient-centered medical homes 2. primary care quality reporting 3. provider-based patient engagement 4. evidence-based purchasing


Coordinate local health care improvement projects in collaboration with: • consumers • providers • purchasers • payers

WHAT: 1) Spread Patient-Centered Medical Homes Strategic Objectives Based on national patientcentered medical home (PCMH) standards: • Increase the number of nationally recognized PCMHs in private practices, hospital-affiliated practices, and federally qualified health centers serving patients with Commercial insurance, Medicaid, Medicare, and the uninsured


Process Measures • Adoption: # of PCMHS recognized by national quality accreditation programs • Geographical Availability: # of PCMHs by location

Outcome Measures • Patients served: # of patients served by PCMHs by payer mix (Commercial, Medicare, Medicaid, self-pay/uninsured)

WHAT: 2) Spread Primary Care Quality Reporting Strategic Objectives Based on nationally endorsed measures, compile local comparative quality data to: • Provide physicians and providers with access to accurate information to identify areas for quality improvement • Provide purchasers with access to accurate information about the quality of care in the local health care market


Process Measures

Outcome Measures

• Participation commitments • Improved clinical from PCPs, health systems, outcomes health plans, and employers • Common use of • # stakeholders participating nationally endorsed quality measures • Agreement on version 1.0 across competing of improvement measures, health care definitions, and organizations methodologies • Release of collaborative primary care quality reporting version 1.0

WHAT: 3) Spread Provider-based Patient Engagement Strategic Objectives Based on best practices, partner with primary care teams to: • Embed the patient’s voice and perspective in quality improvement initiatives • Advance skills/tools to improve interactions with patients and caregivers


Process Measures

Outcome Measures

• Participation commitments Improved patient from primary care providers satisfaction in the (PCPs) and their patients following areas: • Access to care • # participating PCPs • Self-management support • # participating patients • Shared decision making • # of primary care practices • Coordination of care that include patients in • Information about their quality improvement care and initiatives appointments

WHAT: 4) Spread Evidence-based Purchasing Strategic Objectives Based on best practices, partner with self-insured employers and public employee retirement systems to:

Process Measures • # participating purchasers participating in collaborative learning sessions

• # participating purchasers • Initiate improvements that participating in collaborative improvement have the potential to lead to fundamental redesign of projects employee health strategies • Measure improvements over time


Outcome Measures • # of purchasers that have implemented value-based benefit plans and purchasing agreements

WHAT: Other Improvement Activities  Coordinate federally qualified health center (FQHC) improvement projects Purpose: in collaboration with local FQHC leadership, coordinate projects that improve affordable health services for those most vulnerable in our community  Coordinate health care reform learning for social sector leaders and advocates Purpose: in collaboration with Access HealthColumbus ‘ Community Advisory Committee, increase readiness of social sector organizations to improve care coordination in an era of scarce resources  Participate in the work of others when aligned with our strategic objectives Purpose: share our learning and knowledge at local, state, and national levels


HOW: Our Operating Guidelines

 Improve(1) delivery of local(2) health care  for all people, including those most vulnerable  as a catalyst, convener, and coordinator of improvement projects(3)  by building local collaboratives that respect all perspectives and seek no authority  focused on improving patient-centered primary care(4) (1) Improve = focus on access, quality and value (2) Local = Columbus & Franklin County (3) Projects = participating health care organizations provide direct health care services, Access HealthColumbus does not (4) Patient-Centered Primary Care = a team based health care delivery model led by a physician that provides comprehensive and continuous medical care by improving access to health care, increasing satisfaction with care, and improving health. Care coordination is an essential component that requires additional resources such as health information technology and payment models to support patient services that are not visit-based. 8

HOW: Our Approach for Improving Local Delivery of Health Care 5 6 1

Explore best practices & apply learning from others

CONVENE 2 leaders from business, government, health care, and social sectors focused on applying best practices to improve Patient-Centered Primary Care 9

Lessons learned & best practices shared with others


CATALYST for advancing improvement projects

LOCAL DELIVERY OF HEALTH CARE IMPROVED local improvements implemented by our public-private partners

4 COORDINATE collaborative improvement projects that improves delivery of local health care

Our Board of Directors 10

Ivery Foreman (Board Chair) Vorys, Sater, Seymour & Pease LLP United Way of Central Ohio Representative Mike Stull (Board Vice Chair) Employers Health Coalition Business Representative Bill Wulf, M.D. (Board Treasurer) Central Ohio Primary Care Columbus Medical Association Representative Dianne Radigan (Board Secretary) Cardinal Health Franklin County Representative Doug Anderson Bailey Cavalieri City of Columbus Representative Dianne Biggs Labor Representative Kevin Dixon, Ph.D. ADAMH Board of Franklin County Mental Health Representative Jerry Friedman The Ohio State University Medical Center Hospital Representative Diana Riggsby Gardner The Dispatch Printing Company Business Representative Jeff Geppert Battelle Health Care Representative Thomas Hadley Wells Fargo Insurance Services Chamber of Commerce Representative Sister Barbara Hahl Mount Carmel Health System Hospital Representative

Kevin Hinkle Anthem Blue Cross & Blue Shield Health Plan Representative Thomas Horan Columbus Neighborhood Health Center Community Health Centers Representative Isi Ikharebha Physicians CareConnection Consumer Representative Doug Knutson, M.D. OhioHealth Hospital Representative Teresa Long, M.D. Columbus Public Health Health Department Representative Jennifer Nickell-Thomas Nationwide Insurance Business Representative Valerie Ruddock Nationwide Children’s Hospital Hospital Representative Olivia Thomas, M.D. Nationwide Children’s Hospital Community Philanthropic Representative Dana Vallangeon, M.D. Lower Lights Christian Health Center Consumer Representative Bruce Wall, M.D. The Ohio State University Health Plan Columbus Medical Association Representative Todd Weihl, D.O. OhioHealth Columbus Osteopathic Association Representative Jeff Biehl Access HealthColumbus President

Our Mission To improve access to health care in our community, particularly for those most vulnerable, by convening public-private partners and coordinating health care improvement projects. Our Vision Health care for all people that is affordable for individuals and sustainable for our community. Our Value Access HealthColumbus is a trusted catalyst, convener and coordinator of health care improvement projects in our community. 11

Funding from the following public-private partners supports our collaborative work in the community! Lead Supporter

Major Supporters

Additional Supporters 100% Access HealthColumbus Board & Staff 12

Individual & Corporate Donations

We welcome your feedback and questions: • Jeff Biehl President • Carol Deibel Director of Projects • Please visit our website to learn more:

22 E. Gay Street, Suite 801 | Columbus, OH 43215 | 614.884.2440 | 13

2013-2015 Strategic Plan  

Strategic plan of our public-private partnership

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