engaging staff with meaningful data to drive quality improvement lander cooney, ceo community health...

Engaging Staff with Meaningful Data to Drive Quality Improvement

Lander Cooney, CEOCommunity Health Partners, Inc.

Community Health Partners, Inc.► FQHC started in 1997, rural/frontier,

~120 employees► Medical, dental, behavioral health,

pharmacy, and educational programming

► Served 12,400 patients for over 43,000 visits in 2011

Community Health Partners, Inc.

►Participated in DM, CVD, Depression, ARMC, Oral Health, Self-Management Support, Patient Safety Collaboratives

►Live on NextGen EHR since April 2009►Received NCQA PCMH recognition

January 2012

PCMH Change Concepts 1. Empanelment2. Engaged Leadership3. Continuous and Team-Based Healing

Relationships4. Quality Improvement5. Patient-Centered Interactions6. Enhanced Access7. Care Coordination8. Organized Evidence-Based Care

(Safety Net Medical Home Initiative – http://qhmedicalhome.org/safety-net/index.cfm)

It starts with Mission, Vision, Values (MVV)

► Mission: To enhance community health and wellbeing.

Strategic goal areas: Access, Quality Improvement, Finance, Engagement, Addressing Root Causes of Poor Health, and Partnerships.

► Vision: 100% access, zero disparity► Values:

Customer/Patient-centered, excellence, optimism, empathy, respect, efficiency, clear communication, collaboration, flexibility, equity, education, transparency

History of Measurement at CHP

The Technical Story…….

►Balanced Scorecard►Strategic Plan►PECS►EMR

History of Measurement at CHP

The Engagement Story…….

►Asked what does engagement really mean? ►Link strategic plan to daily work►In response to Are We Making Progress? Baldrige Gap Survey (www.nist.gov/baldrige) ....and research

CHP’s approach► Assume employees WANT to do great work,

it’s my job to engage them in it► Align everyone with the mission and

strategic objectives► Share data regularly and in a timely manner,

transparently, specific to the team doing the work

► Give everyone the tools to do improvement work

► Recognize, spread, and sustain. . .

Assume employees WANT to do great work

►Patient centered = employee centered►Hire well – values match►Start with a simple question:

Align everyone with the mission, vision, and strategic

objectives

Drivers

Share data regularly, transparently, and

specifically

Specificity matters . . .

in highlighting positive deviants . . .

and breaking down big issues.

Transparency (with care) motivates.

Some thoughts on timeliness and frequency. . .

►Good enough measures►Formal vs. informal measures►Use run charts to show change over

time.►Think about when and how often►Share data when people have the

context to digest and then DO something about it.

Give everyone the tools to improve

►Communication and teamwork►Facilitative leadership►Run Charts 101►Meetings & time to analyze data and

create a plan►PDSA►Lean

Recognize, spread, and sustain change

►Visual management►Embed data everywhere►Walk the walk►Intranet►PCMH steering committee►Inter-site teams►Summits and Fed-Ex Days

Recognize, spread, and sustain change

PCMH - APcMH Assessment

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Empanelment Relationships Pt CtrdInteractions

EngagedLeadership

QI Access CareCoordination

Evidence-basedCare

Nov-10 Apr-11Dec-11 Nov AverApr Aver Dec Aver

Questions?

Thank you!

Lander Cooney

cooneyl@chphealth.org 406-823-6316

Special thanks to CHP’s founding CEO,Laurie Francis, RN, MPH

lfrancis@orpca.org503-228-8852

(and you can contact her with questions too. . . . )

CHP Health