PHASE 1 PROGRESS
THRIVE is currently working to implement Phase 1 of its portfolio of interventions. The initial eight to be implemented are:
Attract New Industries and Markets for Business to Relocate and Build Stronger Foundations to Support Regional Businesses
The goal here is to convert the GLBR into an incubator for innovative industries and entrepreneurs. THRIVE will publicize the region’s access to farmland, transportation, inexpensive fresh water, proximity to Detroit, Chicago and Toronto, and favorable tax situations for manufacturing and sales. The combination of the efforts and publicity is designed to attract new industries and markets for the setup or relocation to the region and to reverse the out-migration of young workers.
Reduce Mental Health Gaps for Stigma, Information, Access, and Quality Care
The Great Lakes Bay Region is experiencing a mental health crisis. The impact is both broad and deep — affecting education, employment, overall health, social contributions, family members and friends. There are also deep rooted stigmas associated with mental health. Patients and family members sometimes avoid getting help because of misconceptions about mental health care. Many people do not know where to turn for support when dealing with mental health issues. Additionally, there is a serious lack of access to quality care and treatment; cost and availability of care are deterrents to getting needed help. We are better together, tackling the mental health crisis as a community to help people obtain the best possible care. We need unprecedented collaboration among stakeholders to make a real difference to reduce mental health gaps for stigma, information, access and quality care across all demographic groups including providers.
Develop a Regional Health Educational Hub
THRIVE envisions all university and health systems as working together to provide efficient health care, a shared learning environment, and provide some public health needs. We will focus on stopping the duplication of efforts in hospitals and education. We seek to make the region nationally recognized and the most appealing for students seeking careers in healthcare.
Achieve Coordinated Healthcare Services through Enhanced Technology
This coordinated care intervention is focused on utilizing health information exchange to improve accuracy and efficiency for patients with multiple medical providers. Patients will have access to their own personal health information across all platforms and sources through a regional data-sharing network. Partnerships with organizations like the Michigan Health Information Network (MiHIN), GENE-5, Great Lakes Health Connect (GLHC), TavHealth, Collective Medical and Conduent will work to improve efficiency, data security, patient safety, and a patient treatment plan ownership. As we move along the continuum of strong coordination of care, we intend to expand by implementing evidence-based interventions.
Considering hospital errors are the third leading cause of death in the US, prevention of infections, injuries, errors, and accidents are a paramount issue. It is estimated that 360 hospital error-related deaths per year occur in our region. This intervention will construct a system of safety across the region and its institutions, shifting culture in a bold way seeking a target of zero harm. Leadership will work together to make pre-determined, agreed-upon metric targets, and co-develop goals. Additionally, this intervention will address provider well-being by utilizing the American Medical Association (AMA)’s Mini Z Burnout survey as its primary assessment tool. The Mini Z Burnout Survey is a ten-question assessment of burnout and satisfaction for healthcare professionals. This validated instrument can identify key local drivers of burnout within an organization, as well as offer comparisons against national benchmarks. The Mini Z survey will apply a total satisfaction score to an organization along with subscale scores for supportive work environment and technology stressors. This will help practices interpret the data and identify solutions and strategies for practice transformation. This will be established by leveraging collaborative partnerships, targeted analytics and expert resources to help practices improve physician well-being.
Prenatal, Infant and Maternal Health
Michigan Health Improvement Alliance, Inc. (MiHIA) through a contract with Saginaw County Community Mental Health Authority (SCCMHA) and Michigan Department of Health and Human Services (MDHHS) is leading the development and implementation of the Region 5 Perinatal Quality Collaborative (PQC). The Region 5 PQC brings together multi-sector stakeholders to establish goals and strategies based on evidence-based practices to improve mother and infant health in Prosperity Region 5. We are working in partnership with Prosperity Region 5 Perinatal Quality Collaborative to achieve “good health” and “thriving” statuses for all mothers and babies in the region. The broader goal of this initiative is to prioritize prevention over response and to ensure that the strategies that are developed are financially sustainable. Driven by the nurse-to-family relationship model, we focus on the continuum starting nearly from conception to the age of two years old. The following focus areas have been identified to address gaps and needs in our communities:
- Addressing Health Inequities
- Prenatal Substance Use
- Early Intervention through screening and referral
- Adequate Prenatal Care
Expand Awareness, Strategies, and Implementation of Adverse Childhood Experiences (ACEs) and Enhance Trauma-Informed Care
Childhood experiences, both positive and negative, have a tremendous impact on future violence victimization and perpetration, and lifelong health and opportunity. As such, early experiences are an important public health issue and our strategy is to provide trauma-informed care awareness and education with training opportunities to a variety of regional organizations: providers, businesses, faith-based communities, etc. Much of the foundational research in this area has found that these Adverse Childhood Experiences (ACEs) have been linked to: risky health behaviors, chronic health conditions, low life potential, and early death. As the numbers of ACEs increases, so does the risk for these outcomes. The wide-ranging health and social consequences of ACEs underscore the importance of preventing them before they happen. We will identify, support, and replicate emergent and informed initiatives within the region to expand awareness of ACEs and coordinate multi-disciplinary strategy and implementation. Within our school districts, we will provide the staff and parents opportunities to increase awareness of ACEs. Our efforts will be bolstered through speaker circuits of our co-parent organization, MiHIA, and other community partners.
Regional Opioid Strategy
Development of a Regional Strategy Map Step One: The development of a regional strategy map of services, interventions, initiatives and actions from multiple sectors and regional community partners and coalitions producing a complete catalog of current activities and approaches across the region. This strategy map will be leveraged to guide information sharing, alignment of resources, identification of scalable models and opportunities to invest resources to address critical gaps and breakthrough opportunities. Next steps include creating a shared network to address the six Macro Strategies via the map we will be focusing on are: Improving Protective Factors for Youth; Expanding and Improving Risk Factor Screening and SBIRT (Screening, Brief Intervention and Referral to Treatment); Enhancing Peer Recovery Groups, with an increased focus on employers; Reducing the Occurrence and Impact of Neonatal Abstinence Syndrome (NAS); and Non-Pharma/Non-Opioid Interventions; Medical Assisted Treatment (MAT). Strengthening Youth Assets and Positive Engagement; Upstream Prevention of Disconnected Youth [Also aligns within the ACEs Intervention] Engaging youth through multi-avenues/paths via broad implementation of evidence-based intervention and development of mechanisms that create engagement, community connectivity, provides a sense of place; this can result in youth becoming the voice and action bodies to improve the well-being of their communities. Creating these assets are critical to the region but prior to allocating dollars annually to youth development and leadership, we need to determine the amount of funding that will be allocated to the region that is focusing on this area. Support existing efforts for scale and sustainability such as The Rock Center for Youth Development and other high impact interventions.