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Strategic Action Planning Follow Up & Reference

Strategic Action Planning Follow Up & Reference. Minnesota Alliance for Patient Safety: Strategy Mountain. MAPS Aspirational Mission. Advance Safe Care* Everywhere * Safe care encompasses patients and systems co-producing positive health outcomes that foster dignity and equity.

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Strategic Action Planning Follow Up & Reference

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  1. Strategic Action Planning Follow Up & Reference

  2. Minnesota Alliance for Patient Safety: Strategy Mountain MAPS Aspirational Mission • Advance Safe Care* Everywhere • *Safe care encompasses patients and systems co-producing positive health outcomes that foster dignity and equity Strategies for Achieving Mission Purposefully facilitate best practicesbetween and across care silos with respect to transitions of care Maximize strategies to assure evolution of effective structure to advance mission Empowermutually accountable relationships between patients, families and systems to foster safety Convene, align and engage communities for safety Sufficient staff to accomplish work of MAPS Retention and growth, including different types of supporters Engaged and collaborative Board Organizational Health and Sustainability Increased # of patient and family partners in health systems Patients and their families understand and are equipped to collaboratively help improvesystems in ways that advance safety Initiative Impact Strategic Outcomes Stakeholders are educated about and share best practices regarding safety MAPS contributes to 1-2 initiatives that address issues relating to disparities and equity Transitions of care are safe and seamless Community Impact Patient safety community is collectively operating pursuant to shared goals and best practices Patients in MN feel safest in the nation as evidenced by an agreed upon set of indicators

  3. 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, feedbackand 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/

  4. Building Patient Partnership CapacityFoundational Components Patient Partner QI consulting service: Assist organizations in shifting their strategy to 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

  5. Building Patient Partnership CapacityTopic 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

  6. Building Patient Partnership CapacityTools 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

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