Review Key Milestones & Next Steps for Strategic Alliance Update and next steps Presentation to MAPS Board of Directors September 19, 2016 Confidential

Late 2014: MAPS Strategic Planning What strategies could distinguish MAPS, & given our size and the existence of other quality & safety organizations in the field, in what ways should MAPS try to be distinct? Evolving focus (Engagement at all levels for safety & quality) + Operational Challenges = A new possibility for MAPS???

2015: Operational Challenges Small organization with limited resources, but a need for multiple areas of expertise MAPS projects & funding can be short term and focused (work flow can vary significantly) MAPS has aspirations beyond its current capabilities to achieve Safe Care Everywhere

May 2015 BOD Meeting Options for Initial Consideration Status Quo Status Quo + purchasing/hiring individual services as needed. Outsourcing through Association Management Company (AMC) Partnering with another, related small not for profit Become a part of another organization

Recommendation Approved by Board August 2105 MAPS should explore options for realignment with another not for profit entity in order to better achieve its strategic priorities and should engage an independent, outside consultant to guide this work MAPS will seek a proposal from MAP for Nonprofits to provide recommendations on how MAPS should understand pros and cons of viable options and a detailed plan for advancing the recommended option

Board Strategic Retreat December 2015 Partnership Goals Gain administrative/operational efficiencies Strengthen relationships between individuals and their care teams to foster safe care Desired Partner Characteristics Not for profit alignment Collaborative Long term interest in strengthening relationships between individuals and their care teams to foster safe care Ability to build trust and maintain inclusive collaboration through sensitivity to real and perceived biases or conflicts of interest

Board Strategic Retreat December 2015 Deal Breakers Safe Care Everywhere cannot get lost Safety remains a priority Must maintain a continuum focus No perceived influence by one provider type or organization Need continued vitality of leadership engagement

Early 2016 Partner Identification Joint Committee formation Board members solicited MAP for Nonprofits research (local and national) 3 potential partners identified + potential to work with national organization One organization, Stratis Health, selected for additional, exclusive exploration Joint Committee formation The boards of MAPS and Stratis approved exploration and identified board members to serve on a Joint Committee to work on details and develop a proposal for consideration and approval by both boards

Summer 2016 June Joint Committee meeting Understand process, alliance options, understand other party’s mission/vision/values, begin to develop “case statement” Staff to staff meetings – guided by MAP consultants MAPS Joint Committee member meetings & discussion. Develop series of questions for consideration & potential pros & cons* *included in board materials

August 24th Joint Committee Reviewed Draft Case Statement* & determine if compelling case exists For MAPS Access to expert staff & infrastructure, potential grant funds and administration, statewide & regional influence For Stratis Aligns with commitment to increased safety work, history of successful joint programming, access to new funding sources If case exists, review structural options* Based on above, begin discussion regarding governance, staff, financial assumptions *Case statement, structural options, meeting notes provided in board materials

August 24th Joint Committee Proposed shared vision: Seamless devotion, and extended capacity, to achieve safe care everywhere Goals MAPS & Stratis brands are stronger Patient Voice is stronger Diverse health organization leadership engagement Stakeholder coalition is broader and deeper Organizational strategy is fully integrated Programmatic and operational integration

Shared Vision 3 year vision 5 year vision Confidential

The Realignment Spectrum Cooperation Coordination Full integration Confidential

Structure of Strategic Alliance Options considered at the August 24th Joint Committee Given goals for a durable strategic alliance, the Parent/Subsidiary made the most sense Any less integrated options could be carried out by staff and/or are already occurring Merger/acquisition might be a consideration in the longer term, but could lose advantage of MAPS Board leadership engagement, and some potential grant advantages

Some Key considerations & concerns The assumption is that an alignment between MAPS and Stratis Health would result in MAPS having more access to qualified staff expertise, but would will MAPS have the budget to pay for accessing those services? If MAPS is short revenue in a particular year, will Stratis make an investment to sustain MAPS? How can we keep leaders engaged? What is the revenue model that is needed to sustain MAPS for the long term?

Critical Dynamics Power Ego Money Control Trust Cooperation MAP for NonProfits Critical Dynamics 11/13/2018 Power Ego Money Trust Cooperation Coordination Control Whose organization? Whose assets? Whose boss? Whose board? Confidential Readiness for Realignment - The Impact Initiative

Questions for MAPS Board Do you support continued planning and due diligence for a strategic affiliation in the form of a parent/subsidiary organization? What guidance do you have for the MAPS Joint Committee members & staff as we pursue next steps? What are your concerns and hopes as we move forward?

Next Steps If MAPS Board affirms direction… MAPS will ask founding and strategic partners for an additional 2-3 year financial commitment Staff & consultants will continue developing a plan for governance, staffing, financial pro forma (optimistic, pessimistic) October 10 Joint Committee – approve plan for Board action MAPS, November Stratis, October & January

Board Update: PFE advances Overall MAPS goal based on Board-determined strategic priority: Seek to strengthen provider/patient relationship to foster safety. This will include work on patient & family engagement and safe transitions of care. In Spring of 2015, MAPS was the recipient of $47,000 grant from MHA to advance PFE efforts in the state; conducted research in summer of 2015 In Fall 2015, MAPS convened a Patient and Family Planning Committee to help define the scope of work and assist in producing grant deliverables The Planning Committee met a total of 7 times between Fall 2015 and Fall 2016

PFE Accomplishments Designed and produced a PFE website resource and virtual community to advance PFE across all care settings in the state www.includealways.org Successful on-budget and on-time go-live Over 2,854 page views Over 415 unique site visitors Average session duration is nearing 4 minutes Designed and programming for a 1.5 day, in-person education event held July 13-14 Successful on-budget and on-time planning Co-hosted with MHA Over 95 attendees (10 patients) from across the state Ratings of event: Information and ideas provided: Excellent 77%; Good 23%

Board Update: MAPS Conference October 27-28: Partnering for Safer Care Minneapolis Marriott Northwest, Brooklyn Park Four general sessions, patient panel, 20 breakouts in four tracks relevant to all care settings Supporting the healthcare workforce. Partnering with patients, families and the community for the safest care. Emerging issues and best practices. Making sense of metrics and optimizing technology. Encourage your staff to attend Registration $395 http://services.mnhospitals.org/eservices/mha_eservices/EventDetail?EventKey=751600