This Strategic Plan approved and adopted by the COSEHC Board of Directors establishes the focus and defines the commitment of the organization towards achieving its mission. Integrated with the vision, mission, and values, the goals and strategies listed in priority order, are deemed important to both sustaining and growing the organization over the next 5 year period.
The Consortium for Southeastern Hypertension Control
…. eliminating cardiometabolic disease in all people
…. eliminating cardiometabolic disease in all people
Cardiometabolic disease will be eliminated in all people
The Mission of the Consortium for Southeastern Hypertension Control is to empower health care professionals, patients, and the public with better knowledge, tools and competencies through a continuous quality improvement process to secure cardiometabolic health for all people.
1. Population Health - promotion of population- and prevention-based approaches to healthcare.
2. Community Centric - partnerships with community practitioners as a direct intervention to coordinate and facilitate evidence-based best practice and quality care.
3. Expert, Experienced Leadership - CME activities and other programs provide faculty experts in cardiometabolic care, performance improvement, and evidence-based interventions.
COSEHC provides physician continuing medical education as an ACCME accredited CME provider. Annual and regional CME activities offer faculty experts in the field of cardiometabolic disease. Additionally, many of the COSEHC physician members are domestic and international leaders and consultants in both the cardiovascular scientific and clinical world of healthcare.
4. Academic-Clinical Partnership - an established Southeast network with interfaced academic centers and clinical practices ideal for the dissemination of education, research, and quality improvement.
The Consortium has developed a translational research network (Consortium) in the Southeast with its interface of academic and clinical practices. This network is the vehicle to disseminate education, research, quality improvement and patient education by the organization to the regional communities.
5. Continuous Quality Improvement - engages in continuous quality improvement through the use of CME programming, data analysis and interpretation, comparative effectiveness, and performance improvement.
COSEHC engages in continuous quality improvement through use of CME programming, clinical data analysis, benchmarking capabilities and performance improvement initiatives. COSEHC physicians participate on national and professional organizational guideline development. CQI processes are a critical component of the organization’s mission.
6. Data-driven and Evidence-based Translational Approaches to Medical Care
COSEHC defines the outcome of its strategic approach as the improvement in global risk factor management to reduce vascular disease and its related morbidity and mortality. To achieve this, COSEHC strategies are: 1) Define effective healthcare delivery models, 2) Use EMRs to improve care delivery and track performance, 3) Translate science to clinical application, 4) Disseminate and implement evidence-based guidelines, 5) Develop partnerships with healthcare groups, 6) Improve health care access, 7) Develop population strategies, and 8) Promote patient education and health care literacy.
GOAL 1: Lead and/or partner with other organizations to Improve Health Outcomes through a continuous quality improvement process.
1. Lead the translation of science in cardiometabolic disease management
2. Utilize the COSEHC database to drive quality/performance clinical improvement.
3. Partner with public and private organizations to ascertain important market-focused benchmark metrics including national benchmarks.
4. Create partnerships with payor groups and other integrated healthcare networks that are able to assist COSEHC in advancing both the clinical and economic value of risk factor modification.
1. Continue to analyze and promote the use of the COSEHC database.
2. Define COSEHC’s risk factor modification quality improvement (QI) program.
3. Implement/validate COSEHC’s risk factor modification program.
4. Identify organization(s) with whom to market and partner.
5. Submit funding applications with partners to fulfill the COSEHC mission.
1. Initiate CMS Contract for the Practice Transformation Network (PTN)
2. Assure that at least 35% of the performance measures in the COSEHC PTN are on cardiovascular risk factor reduction. (COSEHC will receive aggregate performance reporting of PTN practices from Symphony Performance Health)
3. COSEHC will form an ad hoc committee to review current and future CMD (cardiometabolic disease) and other chronic care conditions guidelines and advise membership about the new / modified guidelines and their pertinence to their patient care practices
4. COSEHC will identify at least 2 organizations (academic, professional, clinical) to plan for future joint projects – beyond the CMS PTN
5. COSEHC will plan to submit new funding applications to
a. At least 3 pharma companies in 2016-2017
b. A major federal funding source (NIH, CDC, CMS, PCORI, other) in 2017
GOAL 2: Develop, Expand and Diversify Healthcare Educational Experiences
1. Partner with governmental and other organizations to provide educational opportunities
2. Develop patient education programming.
3. Develop partnerships for programs with graduate medical education
1. Identify professional organizations (Ex: NLA, AHA, ACC, ABC, ASH, WHL, PAHO, AAP, ADA, ES) in which to provide joint programs.
2. Develop a joint education program(s) with chapter(s) of the AAFP, AAP, ACP.
3. Develop a joint education program with state chapters of NACHA (FQHC’s).
4. Improve the education/skills of allied health professionals (pharmacists, PAs, NPs)
5. Explore/expand the use of innovative technologies for CME and other educational programming.
6. Explore expanding healthcare professional continuing education accreditation.
1. Follow-up from 2016 Annual Meeting with at least one of the invited organizations (to develop a future joint program): AHA, AHS, ABC, IAHS, PAHO, WHL
2. Attempt to create “Alliance for CVD Progress” or similarly named organization
3. Create at least one program jointly (CME or QI) with a professional organization, such as AAFP, ACP, CCS, AAP, NACHA.
4. Convene a meeting with at least one allied health organization to explore opportunities for joint efforts; for example, getting pharmacists to attend the 2017 COSEHC meeting by offering CE credits through partnership with the APhA (American Pharmacists Association) or the ASHP (American Society of Health-System Pharmacists)
5. COSEHC CME Committee will develop at least one new format CME program by 2017.
GOAL 3: Expand COSEHC programs to include international sites with high cardiometabolic risk
1. Develop specific program(s) in the Caribbean region and Mexico focusing on sites that have high risk.
1. Establish a committee of the COSEHC Caribbean Centers of Excellence to identify joint opportunities
2. Explore opportunities to work with partners in Cuba
3. Add Centers of Excellence
1. COSEHC will convene a meeting of Caribbean Centers of Excellence leadership at one of the Caribbean Centers of Excellence to plan a Caribbean project / intervention.
2. A pilot will be developed, limited funding identified (? Pharma) and conducted in 2016.
3. Funding will be sought for a larger intervention, based on the pilot, to be conducted in 2017.
4. COSEHC will attempt to engage PAHO and / or the World Hypertension League in supporting the project / intervention.
5. COSEHC will add at least one more Center of Excellence in 2016
GOAL 4: Re-energize and expand participation of COSEHC Centers of Excellence in the COSEHC mission.
1. Improve accountability and engagement of Centers of Excellence
2. Enhance networking of Centers of Excellence
3. Add Centers of Excellence
1. Review/update of Centers of Excellence membership criteria
2. Define standardized messaging
3. COSEHC leadership will personally conduct Centers of Excellence visits/assessments/challenges
4. Implement strategies to get more engagement from Centers of Excellence
1. The Membership committee will re-define expectations of Centers of Excellence and develop a mechanism to monitor and evaluate, recognizing that some Centers are clinical, some academic, some “mixed”, and some international. This effort will be led by the Chair of the Membership Committee and Vice President for Administration.
2. Existing Centers will be evaluated for continued membership with new criteria.
3. At least 10 new Centers of Excellence will be added from the CMS PTN by 2018.
4. At least 1 new Caribbean Center will be added in 2016.
5. COSEHC Leadership will visit at least 75% of Centers of Excellence by 2018.
GOAL 5: Sustainability of the Organization
1. Develop Sustainability Plan for Organization
2. Enhance Visibility of Organization
1. Review and Update COSEHC Policies/Bylaws
2. Develop a COSEHC Succession Plan
3. “Signature” Product Development, Visibility and Marketing/Delivery
a. Peer-Review Journals
b. Website Enhancement
c. Translational Medicine
d. Quarterly Newsletter from President
1. A business plan will be developed to sustain COSEHC beyond the CMS contract. The fund development committee has been charged with developing this plan.
2. COSEHC will actively pursue other sources of funding during the period of the CMS contract, with at least 2 non-federal proposals submitted in 2016 and 2017 and a federal funding proposal submitted by 2017.
3. Interested Centers of Excellence will be voluntarily coordinated by COSEHC to provide programs or services that are of a perceived financial value, funded either by the Centers of Excellence or 3rd parties (e.g. insurance companies, state health departments, CMS)
4. Enhanced efforts at the promotion of COSEHC will occur through the website and other forms of social media (e.g. Facebook), press releases, and encouragement of publications, including editorials with COSEHC being acknowledged.