engaging staff with meaningful data to drive quality improvement lander cooney, ceo community health...
TRANSCRIPT
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
[email protected] 406-823-6316
Special thanks to CHP’s founding CEO,Laurie Francis, RN, MPH
(and you can contact her with questions too. . . . )
CHP Health