STATE QUALITY IMPROVEMENT INSTITUTE OREGON UPDATE NOVEMBER 2008 Context: The plan that Oregon submitted in to AcademyHealth in the summer is considered a draft plan as the real need in Oregon is get key stakeholders together to support a single statewide quality improvement action plan. Our current efforts are focused on getting the right people around the table to translate all the reform planning of the last few years into a true action plan for the state. WHAT IS THE LATEST PROGRESS YOUR STATE TEAM HAS MADE IN ITS QUALITY IMPROVEMENT EFFORTS? The Oregon Health Policy Commission began its role as the convener of the Quality Improvement State Team. At the Commission meeting in November, the OHPC approved a charter for the team. The charter instructs the team to do the following: 1) Advise the Oregon Health Policy Commission and the Governor’s office on an initial phase (through December 2009) of a sustainable action plan for Oregon to achieve measurable progress and balance on the following three quality improvement dimensions: • Improved population health of Oregonians • Stabilized per capita health care costs in Oregon • Improved experience of care for the individual 2) Assist the Commission, the governor, and the legislature in implementing the action plan by identifying and motivating key reforms within state agencies and between state and private partners. The charter also outlines the scope of work which includes advising the OHPC and the Governor’s office on: 1. Determining criteria for determining the scope of the action plan for 2009 in order to have a significant impact on the three quality improvement aims while realistic in scale for this initial learning phase. 2. Identifying and recommending short and long term policy goals and metrics to the OHPC for measuring the impact of the plan. 3. Identify other agencies and perspectives that may be missing and should be added to the Team. 4. Identifying and recommending key strategies and tactics that further the identified policy goals through: 1. Collaboration and coordination of state agencies and resources; and 2. Collaboration and coordination between public and private efforts. 5. Identifying how team member organizations, in concert with others, can implement key strategies and tactics identified in the action plan. The Commission, in its consideration of the charter, has requested a review and modification of team membership in order to ensure broad input and buy-in of the plan. The Team has met and developed proposed criteria for determining the scope of the action plan. The team is currently working to flesh out key strategies, drawing from the planning work of the last few years and initiatives currently underway in the state. WHAT IS SOMETHING YOUR STATE TEAM HAS LEARNED AS IT WORKS TO IMPLEMENT THE QUALITY IMPROVEMENT EFFORTS OUTLINED IN YOUR FINAL ACTION PLAN? As we really are still in the planning phase, we continue to feel out how best to create a plan that builds off the current reform momentum in the state and support the myriad of quality activities underway in the public and private sectors. WHAT HAS YOUR STATE TEAM BEEN CHALLENGED BY DURING THIS PROCESS? Our biggest challenge continues to be getting everyone on the same page about the goal and scope of the plan.
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