{
  "abstract": "Description Two Midwestern healthcare systems with over 100 years of history came together as a merger of equals to keep quality care local. A successful merger is one that increases the value of health care by reducing costs and improving outcomes, however, mergers raise the risk of increasing cost and deteriorating improvements in quality.The Quality Leadership Team created a merger execution plan grounded in the IHI Whole System Quality Framework to identify and harmonize key essential components of a quality program. Then, key stakeholders were engaged to design and implement a future focused quality strategy using the appreciative inquiry framework to honor the best of each region and dream about a better future together. Quality Performance improved as measured by our Quality GPA Composite, inclusive of pertinent acute and ambulatory quality measures, from a 3.2 Baseline to 4.39 (figure 1) with improvement in several key indicators (figures 2 and 3), as well as payments. Almost 2000 more Medicaid patients experienced care gap closures (figure 4). The quality department maintained high engagement, low turnover, and $450,000 per year value.Leveraging an evidence-based quality framework, such as the IHI Whole System Quality Framework, with an appreciative inquiry approach can accelerate results through a disruptive process.Abstract 35 Figure 1Quality GPAAbstract 35 Figure 2Well child visitsAbstract 35 Figure 3Breast cancer screeningAbstract 35 Figure 4Improving equitable outcomes",
  "authors": [
    {
      "affiliations": [
        "Emplify Health"
      ],
      "name": "Lisa Harton"
    },
    {
      "affiliations": [
        "Emplify Health"
      ],
      "name": "Josee Gill"
    },
    {
      "affiliations": [
        "Emplify Health"
      ],
      "name": "Dawn Thorsten"
    }
  ],
  "title": "35 Using whole system quality and an appreciative inquiry framework to design a quality program",
  "uid": "fb73864f-c950-5860-ae6e-0849c2058919"
}