MAPS Board Update November 8, 2017

Strategic Alliance Update Joint Board Task Force Update Recommendation #1, Joint learning relationship building and meeting schedule: Schedule ongoing regular Stratis Health and MAPS board meetings such that they occur on subsequent days Schedule one meeting each calendar year as an overlapping meeting Pursue opportunistic means to have formal and informal joint board interaction and engagement

Strategic Alliance Update Joint Board Task Force Update Recommendation #2, Assessing Success: Desired strategic outcomes from Joint Committee discussions: Achieve better economies of scale The patient voice is stronger within both organizations The brands of both organizations will be stronger Stakeholders and leaders across the continuum will be engaged in safety work MAPS will obtain programmatic and administrative infrastructure that meets its ambitions The Task Force recommends a blend of ongoing qualitative and quantitative approaches to assessing the success of the partnership

Strategic Action Planning Follow Up

Advance Safe Care* Everywhere Organizational Health and Sustainability Minnesota Alliance for Patient Safety: Strategy Mountain MAPS Aspirational Mission Advance Safe Care* Everywhere *Safe care encompasses patients and systems co-producing conditions that foster dignity, equity and positive health outcomes Strategies for Achieving Mission Convene, align and engage communities for safety Enable and activate Empower mutually accountable relationships between patients, families and systems to foster safety Bridge between and across care silos with respect to transitions of care Assure evolution of effective structure to advance mission Member retention and growth, including different types of members supporters Organizational Health and Sustainability Engaged and collaborative Board Increased revenues via dues and grants Sufficient staff resources Patients and their families understand and are equipped to navigate systems in ways that advance safety Increased # of patient and family advisors partners in health systems Initiative Impact Strategic Outcomes MAPS contributes to 1-2 initiatives that address issues relating to disparities and equity Stakeholders are educated about and share best practices regarding safety Increased adoption of best practices for diagnostic test results Community Impact Patients in MN feel safest in the nation as evidenced by an agreed upon set of indicators Patient safety community is collectively operating pursuant to shared goals and best practices

Work Underway/ Past Work Strategic Outcome Supported Minnesota Alliance for Patient Safety: Potential Priority Strategic Actions Possible Action – Topic Area Work Underway/ Past Work Potential Actions (L= longer term, beyond 12 months) Resource Intensity Strategic Outcome Supported Building Patient and Family Partner Capacity (See attached slides for further detail regarding Potential Actions) Own Best Medicine IncludeAlways Website Social media presence Gather patient stories Patient QI consulting services1 Patient engagement pilot Certified Safe Patient Partner program8 (L) High Patients and their families understand and are equipped to navigate systems in ways that advance safety Increased # of patient and family partners in health systems Patients in MN feel safest in the nation as evidenced by an agreed upon set of indicators Member retention and growth, including different types of supporters Toolkit dissemination1 Integrated & expanded websites Increased social media engagement Medium Topic specific, patient focused initiatives Diagnostic Error – Patient Family member as part of team2 Transparency – Open Notes3 Awareness Campaigns (L) Annual conference that fosters one or more strategic outcomes 8 Previous conferences Executive and large committees meeting Conference planning committees Stakeholders are educated about and share best practices regarding safety Adverse health event reporting4 Foundational coalition support for initial legislation MAPS Board resolution regarding future reporting possibilities/strategy Med to High Patient safety community is collectively operating pursuant to shared goals and best practices LTC efforts to promote safety practices and culture5 Participate in MDH VAA workgroup Present at Care Providers Webinars re: including residents/families LTC workgroup/ training to begin implementation of safety strategies Current - low, Potential – High Health acquired infections initiative CHAIN Leadership Team6 MN State HAI prevention advisory group6 Patient led project on infection prevention/ antibiotic stewardship (L) Current - low, 1-2 disparities initiatives7 None explicit to disparities Support session at conference Pursue diverse groups to support MAPS mission Low MAPS contributes to 1-2 initiatives that address issues relating to disparities and equity

Footnotes describing alignment with Stratis Health Initiatives and work SH has a long track record of educational initiatives, only a few focused on working with directly with patients MAPS, SH & MMIC have convened a community conversation regarding diagnostic error. SH pursuing grant opportunities to work with providers to improve the diagnostic process regarding communication of test results. SH pursuing grant opportunities to spread Open Notes within MN provider organizations. MAPS exploring options to collaborate working directly with patients on improved usability and increasing demand. SH currently contracts with MDH to provide event analysis, feedback and direct technical assistance/consultation to reporting organizations. SH has long history of QI collaboratives working with long term care organizations, currently a significant percentage of long term care organizations are working with SH. SH also participant/leader in this group SH has a long history of health equity work including health literacy & cultural competence and is currently updating strategic priorities and action plans. Notes: Certified Safe Patient partner http://www.asphp.org/long-term-care-interest-group/ https://www.pxinstitute.org/certification/

Building Patient Partnership Capacity Foundational Components Patient Partner QI consulting service: Assist organizations in shifting their strategy to authentically partnering with patients through site visits, presentations and trainings. Be there to walk through the process Time Line: 3-6 months Patient Engagement Pilot:(Otto Bremer Grant): Work within a community to train systems and consumers ways to partner for safe care. Time line: Grant submission-Jan 2018 Certified Safe Patient Partner Program: Create a learning opportunity for patient partners to become certified. Potential model http://www.theberylinstitute.org/?page=CertificatePrograms Time line: ready for launch in November 2018

Building Patient Partnership Capacity Topic Specific work Diagnostic Error: CTSI grant for pilot project in collaboration with Stratis, MMIC, U of M and a community to test small changes in communicating test results to patients who visit the ER Open Notes: in collaboration with Stratis Awareness Campaigns: Longer term goal. Determine best strategy for engaging the community and releasing awareness information. Potential model: http://www.actonalz.org/dementia-friends-0 4/5/16

Building Patient Partnership Capacity Tools and Resources Toolkit Dissemination: Various tools could be housed on the websites. Toolkits are necessary but not sufficient Time line: 1-3 months Integrated and expanded websites: We have two amazing websites that are currently underutilized. This could be a great way to increase engagement by providers and patient partners. Time line: 1-3 months Increased Social media Presence: Can be integrated into the websites and is a great way to push information out on a regular schedule. It can also be a way to engage with experts across the country and get the attention of patients, families, residents, consumers. This can also serve as part of the awareness campaign strategy Time line: immediate and ongoing 4/5/16

Prioritizing Actions What criteria would you use to prioritize actions? Select top priority based on criteria (each board member selects one) Review and discuss top priorities, determine what is realistic to accomplish 4/5/16

Strategic Communications Members, Supporters, Contributors, Sponsors… MAPS is not a membership organization in the traditional sense MAPS exists to support the community’s efforts to advance safe care everywhere Materials and resources available to all in the community MAPS relies on the engagement of organizations & leaders to design, implement and secure resources for the work Safety is best approached collaboratively