What is the primary objective of THRIVE?

The Mission of THRIVE is to deliver improved health and sustained economic growth in our Great Lakes Bay area communities. THRIVE is a collaborative effort fueled by the recognition that our population’s good health and a robust economy are intertwined.

Our priorities are:

  • building health provider capacity
  • increasing the availability of preventative practices and approaches in order to support the overall physical and mental health of the region
  • investing in the social drivers and determinants of health
  • enhancing the region’s innovative and economic qualities to attract growth
  • become well-known for efficient healthcare delivery and
  • creating jobs

The THRIVE initiative is a whole system solution approach. We provide a cohesive plan guided by data analysis and community input to integrate the efforts of multiple organizations. This increases efficiency and dissolves perceived barriers of county boundaries in order to achieve the greatest success for the entire region. While focused regionally in Michigan, this transformational work is recognized for its progress and promise, gaining it the attention of national thought leaders.

Why was THRIVE established as a partnership between the Michigan Health Improvement Alliance (MiHIA) and Great Lakes Bay Regional Alliance (GLBRA)?

Since established in 2007, both organizations recognize that a region of vibrant communities is made up of healthy and productive people who are part of a robust economy. A regional approach to sustained economic growth has been the priority of the GLBRA. Likewise, MiHIA’s mission is to achieve system change focusing on the nationally-known Quadruple Aim platform (population health, quality of care, provider well-being, and cost of care) for more than a decade. Opportunities for alignment and collaboration have never been stronger due to the common goals of the organizations.

How is THRIVE funded?

Initial capacity funding for the first three years of implementation has been secured from our community partners through the leadership of THRIVE Steering Team, GLBRA and the MiHIA Board of Directors. The THRIVE initiative is committed to a comprehensive funding and financing strategy utilizing many funding streams to achieve current and sustainable funding.

What is the infrastructure of THRIVE?

The THRIVE Steering Team provides the mechanism to bring organizations together to offer support, track progress, and provide collective ownership of the regional portfolio. Membership is defined as follows: the GLBRA CEO and Board chair; the MiHIA CEO and Board chair; three members from each Board of Directors of both GLBRA and MiHIA, and regional healthcare systems executive leaders.

Existing support staff from both the GLBRA and MiHIA as well as volunteers continue to provide vital support to the progress of THRIVE. The implementation of the THRIVE portfolio will include the extensive involvement of community organizations. Many items in the portfolio have natural homes and existing leadership in these community organizations.

The three-year capacity funding raised from the community stakeholders has allowed essential core staff and resources to be secured for THRIVE including a Portfolio Director, Chief Health Officer, Chief Economic Officer, Executive Administrator, grant writers, measurement and evaluation partners, and various specialty consultants.

What was the process to set the priorities?

In the summer of 2017, interviews were conducted with 80+ stakeholders to establish ideas, gauge current approaches to health and economic improvement, understand values and trade-offs, gain local perspectives, and to identify potential opportunities and challenges.

By the fall of 2017, a comprehensive health ecosystem map was developed to illustrate leverage points for simultaneous health and economic improvements. The map helped identify five Priority Areas, possible interventions, and modifications of resources to best achieve the desired outcomes.

How will THRIVE measure progress?

The progress for each intervention will be measured by utilizing process measures, granular outcomes for each intervention, and the overarching measures of progress for the portfolio as a whole. We plan to effectively engage the community on an ongoing basis and their voice will be a valuable input to the process.

What was the process to define the 34 interventions and when will they be implemented?

In the winter of 2018, working teams from the community were directed to focus on one of the five strategic areas in order to submit final portfolio recommendations. Submissions were specific actions to make the greatest impact in one area of the ecosystem; were based upon the utilization of data, national expertise and evidence, and insight from local leadership; and incorporated on-going priorities and current work.

By the spring of 2018, the interventions were reviewed against criteria to ensure strategy alignment, implementation feasibility, and cost-effectiveness. Titled, “All THRIVE,” the portfolio focused on five strategic priority areas and was run through a simulation model and analytics in order to project impact and expected outcomes on numerous metrics over a twenty-year horizon.

Fall 2018 brought forward the finalization of the ALL THRIVE portfolio as a cohesive, community-aligned and connected plan. Partnerships were strengthened locally as well as with national organizations and nonprofits. Regional leaders achieved their goal of three-years of capacity support funding, illustrating the strong level of community commitment, to begin portfolio implementation in 2019.

The ALL THRIVE Portfolio will be implemented in a staged process. Phase 1 was selected and launched in the first half of 2019. Further, THRIVE is in the midst of building a comprehensive and sustainable funding/financing plan. THRIVE has secured input from national and state partners in this regard through a request for information.

As part of this transition into implementation, THRIVE has designed the essential core resources for capacity to lift and launch the portfolio. Roles and responsibilities, job descriptions, contracts, and operations plans were built. Staff and resources are being secured through hiring, contracts, and various other arrangements such as per diem agreements.

How many organizations have been involved with this process to date?

The ALL THRIVE portfolio represents the collective input and energy of 120 organizations and enhances the coordination and alignment to focus on delivering improved health and sustained economic growth.

Who will lead the interventions?

Interventions will be enabled under the umbrella of either MiHIA or GLBRA; in most cases led and implemented by and fueled by multiple community organizations.

How will the public be able to track the progress of THRIVE?

Continuing transparency with the public is paramount. We will provide information on interventions and their progress at the Stakeholder Advisory Group session, email newsletters that are sent quarterly, the THRIVE website, and the MiHIA Dashboard 4.0

What has been accomplished to date by THRIVE?

Throughout the strategic planning process, it was clear that some interventions required urgent action and needed to start even during the planning process. In those cases, the work was launched early with expectation that it would continue to be part of the THRIVE portfolio in and ongoing manner. One example of this is the Regional Opioid Strategy. Efforts focus on:

Educating physicians and medical professionals on safe opioid prescribing, substance abuse disorder risk, screening and assessment tools, treatment and recovery services, education of patients on safe use and disposal, and alternative pain treatment options.

Promotion of policies that support best practice in opioid prescribing across the region.

Promote the awareness of and access to clinical interventions for chronic pain, including non-opioid and non-pharmacological interventions, substance use disorder treatment and recovery services across the region.

Overall, to date, THRIVE has built a nationally-recognized exemplar of a community transformation strategic plan including: governance structure; metrics of success, a portfolio of interventions with balanced impact, a phased implementation plan, communication processes, community involvement and engagement; and recognition and partnerships with national and state funders, thought leaders, and subject matter experts. The transparent and inclusive process has been anchored in data and evidence-based programming while being informed by local leaders and existing regional work. It is bold and designed to unite and align individuals and organizations for sustainable change that achieves a much better future for all people in the region.

Has any community work started?

Yes, there are two aspects to share regarding the interventions already in progress.

First, 60% of the portfolio items already exist in some way in the region today. The THRIVE Priority Teams noted during the portfolio development that some of the most highly effective, evidence-based actions were already underway. Despite the hard work of program directors and staff, the data shows that the health and economic metrics are not where they need to be. More coordination, more sustainable funding, more organizational capacity, and other means of support are needed. The simulation modeling in the THRIVE analysis illustrated the nature of scale or “dose” for interventions. The THRIVE Portfolio is therefore designed to support our community in highly successful interventions with a cohesive portfolio management process that will track progress.

Second, in select cases, some items in the portfolio were started even during the planning phase due to either urgency of need or externally influenced timelines. The Regional Opioid Strategy began in 2017 and continues to the present while it remains a part of the portfolio. Other examples of already active work include the focus on mental health and the health professional pipeline.

What can be expected in the next 3 to 6 months?

THRIVE is currently in transition from complex and detailed strategic planning to implementation. Transition activities include securing capacity resources to lift and support the operation of the portfolio, building the comprehensive funding and financing strategy with the implementation plan, mapping the portfolio interventions into the staging process as Phase 1, 2, 3, and 4 grouping, and finalizing baseline data. Capacity resources should be secured in the second quarter of 2019. During this same time, Phase 1 of the staged interventions has been selected. Phase 2 interventions will be selected in the third and fourth quarter of 2019.

How does someone become involved with THRIVE?

THRIVE is an inclusive and transformational initiative. Its success is dependent on the broad-based involvement of individuals and organizations across the region. THRIVE seeks and welcomes expertise, enthusiasm, and support.

Here are some ways to become involved:

  • Advocate and support awareness
    • Request a presentation at your company or organization
    • Create a link from your website to THRIVE
  • Invest potential for impact
    • Invest in THRIVE financially by contact:
    • Align your organizational goals to the THRIVE mission and interventions
    • Share related activity or work that can be connected and strengthen THRIVE targets of health and economic success
    • Become involved in one or more of the interventions as they become active
  • Stay connected and give input
    • Join a Stakeholder Advisory Group
    • Sign up to receive regular email updates and newsletters.