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

2. 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???

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. Shared Vision
3 year vision
5 year vision
Confidential

13. The Realignment Spectrum
Cooperation
Coordination
Full integration
Confidential

14. 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

15. 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?

16. 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

17. 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?

18. 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

19. 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

20. PFE Accomplishments
Designed and produced a PFE website resource and virtual community to advance PFE across all care settings in the state
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%

21. 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