here - Michigan Primary Care Consortium

Approved and Adopted
2014/2015
Strategic Plan
Includes history and insight
of the 2011 strategic plan
and the process of the
2014/2015 strategic plan
Friday, April 24, 2015
Michigan Primary Care Consortium
620 South Capitol Avenue, Suite 310
Lansing, MI 48933
517.484.0290
www.mipcc.org
Background on the 2011 Strategic Planning Process
Base Information:
After the Michigan Primary Care Consortium fully transitioned from the Michigan Department of Community
Health into a 501 (c) 3; non-profit organization, Board leadership and other primary care leaders began a
formal strategic planning process.
Lead by the Consortium’s Executive Committee, Governance Committee and other Board members, this
process occurred during the spring and summer 2011.
“Key” upfront statements addressed by this strategic planning group:
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How can the Consortium educate policy makers, consumer groups, and others in a position to affect
system change regarding the primary care crisis (scope and depth of issues), health care reform
(particularly as it relates to primary care); and primary care practice transformation (PCMH)?
What is the Consortium’s value proposition?
What can the Consortium accomplish that others cannot do without our assistance?
As the process continued, the strategic planning group established the Consortium should be a leader in the
following core competencies:
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Educating
Convening
Advocating
Outcomes:
The mission statement was revisited, re-crafted, and approved to the following:
Effectively convene, educate, motivate, communicate with and advocate to stakeholders 1in primary care in
Michigan about the benefits, urgency, impact and necessity of everyone in Michigan having sustained access to
efficient and effective, person-centered primary care2
A vision statement was created. However, the strategic planning process did not formally approve.
Through advocacy, convening, and collaboration, major system-level barriers have been resolved and
Michigan primary care practices have been transformed into patient-centered medical homes that
consistently provide whole-person, evidence-based, comprehensive preventive, acute and chronic disease
care for every resident. In addition, consumers are empowered and engaged in their own health management,
there are sufficient numbers of diverse, well-prepared primary care professionals to meet the need and
demand for optimal primary care, and the health status of Michigan residents is improving3.
1
Stakeholders include: Providers, Public, Payers, Purchasers and Policymakers
Approved with 2011 Strategic Plan
3 December, 2010 – Not Approved with Strategic Plan
2
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Background on the 2011 Strategic Planning Process
Page Two
Core values were revisited and approved to the following:
•Transparent
•Outcome Focused
•Data-and Fact-driven
•Value-driven
•Customer-focused
•Resource-efficient
•Inclusive and Collaborative
•Equitable and Fair
•Accessible
•Non-partisan
•Adaptable to market demands and conditions
Approved 2011 Strategic Plan
The strategic planning group concluded by adopting the following seven (7) strategies:
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To identify and sustain resources for primary care infrastructure development.
An adequate primary care workforce to meet Michigan’s the current and future.
Full awareness of policy makers and those who influence policy of the value4 of patient-centered
primary care.
Primary Care Performance Metrics
An Action Plan For Spreading Primary Care Practice Transformation in Michigan
All MPCC Stakeholders will value patient-centered primary care.
Patient-centered care specific curriculum
Subsequent to the approved plan tactics and results have been undertaken and noted with the Board and
membership for each strategy. These are available by contacting the Consortium office at 517.484.0290 or
Jeffrey Brasie, Executive Director at [email protected].
4
Value: necessity, impact, and benefits
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2014/2015 Strategic Plan
Since the Consortium’s establishment of a 2011 strategic plan, the changes in health care delivery have been
rapid and dynamic
In spring 2014 the Board Chair and Executive Director began a conversation to revisit the Consortium’s 2011
strategic plan, including a process and projected time frame.
This process was presented to the Board and membership at their July 2014 meeting. This is shown under
Attachment A of this document.
In addition, on an ongoing basis members were constantly updated on the strategic planning process in the
weekly EBlast, bi-monthly Direct News, on the web site, via emails and Tweets, and via Board and Committee
meetings.
In spring, 2014, Consortium members were surveyed via email to determine an assessment of operational
services, as well as strategic needs. A 45 percent response was received. This survey information was
subsequently used with the strategic planning process.
During September and November 2014 and February 2015 a process was undertaken to bring authoritative
speakers before the Consortium to establish a basis for an environmental assessment. After each speaker’s
presentation the attendees were requested to document a bullet point listing of the three to five most
important aspects they learned from each speaker which would affect the Consortium’s strategic direction.
These speakers, organizations, and topics were:
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The Affordable Care Act (Obamacare) – Kate Kohn Parrott, Greater Detroit Area Health Council
Healthcare Trends and Evolving Healthcare Workforce – Melanie Brim, Michigan Health Council
Health Plans and Reimbursement – Vern Smith, Health Management Associates
The State of Michigan Perspective (Governor and Michigan Department of Community Health) – Chris Priest,
Governor Rick Snyder’s Office
Michigan Healthcare Trends and Observations – David Seaman, Michigan Health and Hospital Association
What Employers are Seeking in Healthcare Delivery – Ed Wolking, Detroit Regional Chamber
The Mysterious World of Healthcare IT: What is Occurring within Michigan – Tim Pletcher, Michigan Health
Information Network Shared Services
Primary Care Capacity in Michigan – Melissa Riba, Center for Health Care Research and Transformation
During the fall of 2014 and early 2015, the Executive Director established an educational process to have
strategic planning participants be prepared to revisit the Consortium’s mission, vision, and core values, as well
as begin to think what strategies might be important to the Consortium’s strategic direction and leadership for
diverse membership.
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2014/2015 Strategic Plan
Page Two
At the January, February, and March strategic planning retreats Michael Rich, B.B.A., M.B.A. was retained as a
facilitator. Rich had previous facilitation experience with the Consortium and other healthcare organizations.
He lead in-depth discussions on the Consortium’s successes and what the organization could do better.
In addition, he guided participants through a process to identify strengths, weaknesses, opportunities, and
threats (SWOT).
Subsequent to these retreat discussions and with this documented information, Rich helped members revisit
and update the Consortium’s mission, establish a vision, and core values. In addition, begin a process to carryover and/or establish new strategies.
These efforts were reviewed by the Board’s Executive Committee and were taken forward to the strategic
planning retreat number five.
Again, Rich facilitated this retreat where conclusion and consensus was made upon the mission, vision, and
core values, as well as establishment of strategies.
The approved mission statement:
“The Michigan Primary Care Consortium convenes stakeholders5 to exchange knowledge
facilitating the delivery of effective and efficient person centered models of primary care in
Michigan.”6
The approved vision statement:
“The Michigan Primary Care Consortium is the leading statewide Consortium, dedicated to
Michigan’s residents achieving optimal health through a coordinated and sustainable system of
integrated care.”7
The approved core values are:
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MPCC Core Values8:
We are Transparent
Outcome focused
Data- and Fact-driven
Value-driven
Customer focused
Resource-efficient
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Inclusive and Collaborative
Equitable and Fair
Accessible
Non-partisan
Adaptable to Market Demands and Conditions
5
Stakeholders include: Providers, Public, Payers, Purchasers and Policymakers
Rewritten Friday, March 27, 2015 at Strategic Planning Retreat Five, Approved at Friday, April 24, 2015 Board of Directors meeting
7 Rewritten Tuesday, February 17, 2015 at Strategic Planning Retreat Four, Approved at Friday, April 24, 2015 Board of Directors Meeting
8 From 2011 MPCC Strategic Plan
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6
2014/2015 Strategic Plan
Page Three
Proposed / Working Definition of Primary Care9:
A Transdisciplinary Understanding of Primary Health Care (PHC) acknowledges the role of health care
providers from diverse disciplines, within a philosophy and framework of PHC that is guided by the principles
of access, equity, essentiality, appropriate technology, multisectoral collaboration, and community
participation and empowerment (WHO 1978).
The updated and revised strategies are10:
Strategy #1:
Provide a collaborative, non-judgmental environment for a large diverse group of Primary Health Care
stakeholders.
Goal 1:
Identify crucial stakeholder groups – including providers, payers, purchasers, policy makers, and end users
(patients, consumers, persons).
Goal 2:
Identify Michigan Primary Care Consortium relevance to each current or former stakeholder group.
Relevance is directly affected by multi-directional communication activity.
Goal 3:
Recruitment and retention of key stakeholders – (includes improved orientation)
Goal 4:
Set ground rules for participation in the organization.
Strategy #2:
Facilitate knowledge exchange regarding primary health care.
Goal #1:
Knowledge transfer needs assessment. Learning solutions should be designed to support the needs of
stakeholders while supporting the execution of MPCC’s strategic goals.
 Assess knowledge needs of stakeholders and resources provide by each stakeholder
 Create a prioritization list of topics
 Identify targeted knowledge transfer to specific stakeholders, while keeping all forums open
Goal #2:
Consumers, employers, payers and policymakers understand the value of PCMH to patients and are aware
of strategies that encourage further development and expansion of patients receiving care through PCMH
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From Friday, March 27, 2015 Strategic Planning Retreat Five
10
From Friday, March 27, 2015 Strategic Planning Retreat Five, approved at Friday, April 24, 2015 Board of Directors meeting
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2014/2015 Strategic Plan
Page Four
Strategy #3:
Realign governance structure and operations to optimize the organization’s mission and vision.
Goal #1:
Assess current governance and committee structure; make recommend methods to “right-size” the
organization
Goal #2:
Review and appropriately revise MPCC Bylaws and the position description of the Executive Director, and
develop a succession plan for the position.
Goal #3:
Assess the structure, charter, and effectiveness of Board Committees.
Goal #4:
Member leadership development including expanded orientation for Board Members.
A process will establish tactics and results reporting for each tactic. In most instances these will be
associated with Committee assignments. A sample format is found at the end of this document.
The strategic plan was approved by the Board of Directors on Friday, April 24, 2015.
For detailed information on this process, including documents, please contact the Consortium at 517.484.0290
or Executive Director, Jeffrey Brasie at [email protected].
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Strategic Planning Strategy
Implementation, Monitoring and Measurement
Agency Strategy: _____________________________________________________________
Tactic
Time Frame
Person/s
Responsible
Resources
Needed
Results and
Monitoring
Date(s)
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