Health Care Vision 2020
Aligning Forces for Quality
Quality Improvement Work Group
Meeting Summary of January 16, 2008
1. Welcome and Introductions
2. Minutes of Meeting—UPON MOTION MADE AND SECONDED, MINUTES OF THE DECEMBER 19, 2008 MEETING WERE APPROVED.
3. Health Care Vision 2020 Update - R. Parrish covered the following items:
· Staffing changes have been made within the HCV 2020 structure, with Bridget White assuming the Project Director duties, with the exception of financial oversight and R. Parrish taking over staffing responsibility for the Consumer Engagement Work Group.
· A community “kick-off meeting” will be held on January 31st. The purpose is to introduce all W Michigan health plans and POs/PHOs to HCV 2020 and more detailed plans for performance measurement, public reporting and quality improvement. QI Work Group members are invited as well.
4. Definition of W Michigan Center for Health Improvement—P. Ponstein walked the work group through a draft document laying out key elements of the proposed Center. Purposely, much of the discussion focused upon the purpose and mission of the Center. The following points were made:
· Under Purpose:
o Add a point about the need to ensure that patient experience and patient-centeredness are emphasized.
o Incorporate IT needs assessment into “efficiency” point.
o Change wording to assisting “all” practices.
· Expand vision statement to encompass “physician”, not just primary care practices.
· Leadership and change management are important content areas for the Center, but do not represent “roles” of the Center per se.
· The idea of turning a few practices, based upon their interest and commitment levels, into local models for transformation was raised. It was agreed that this type of tangible, demonstrated success could be very helpful in gaining the participation of others and in helping to show real value from Center activities and resources—through analyses of cost and benefit or quantified ROI.
o ROI can be in the form of increased revenues or decreased operating costs.
o This type of analysis is consistent with the fact that physicians are often data-driven and motivated.
· It was suggested that membership fee schedules might be constructed in 50- physician member increments, i.e., 0-49 physician members; 50-99; etc.
· Under the “value” section, a point should be added regarding assisting practices to become patient-centered medical homes.
· Under the implementation plan, add development of policies and procedures.
5. West Michigan Center for Health Improvement Resource Requirement and Initial Budget—R. Parrish reviewed the draft 3-year budget and resource requirements included with the agenda, noting that the operations of the Center are projected to be about $200,000 per year for the start-up phase. In subsequent discussion, members expressed support for the resources requirements and the budgeted figures. It was noted that the $35-50K figure would allow for a very robust web site development effort, and might even be able to be reduced substantially in subsequent years—beyond the modest reduction reflected in the budget.
6. Description of Center Director Position—P. Ponstein initiated this discussion. It was noted in subsequent discussion that the director should be experienced in QI, change management, quality management systems are related content. This person should also have experience in working with health care providers and understand health plan needs. Relationship building and communications are also important skills.
7. Host Organization for the Center—In brief discussion of possible hosts, Grand Valley State University and the Medical Education and Research Center (MERC) were raised as desirable candidates.