pqcnc pfe ls2: authentic patient engagement - making changes that stick

8/12/2019 PQCNC PFE LS2: Authentic Patient Engagement - Making Changes that Stick

1/28

Authentic Patient Engagement-

Making Changes that Stick

North Carolina

February 20, 2014

Libby Hoy,Patient & Family AdvisorFounder, PFCC Partners

Copyright 2013, Patient & Family Centered CarePartners, Inc. All rights reserved


2/28

Our Story

FearShame

Disrespect

Failure

But it is also a story of.Partnership

RespectCollaboration

Compassion

Empowerment


3/28

My mission

To share our experiences inpartnership and true

collaboration so that together

we can improve healthcare forall of us.


4/28

The Potential


5/28

Patient & Family Centered Care

PartnersPFCC Partnersis committed to building a community of healthcareproviders, administrators, ancillary staff, patients and families comingtogether to define best practices, share resources, connect with peersand access support and tools for integrating PFCC into theirorganizations.

PFCC Partners recognizes that the quality of healthcare outcomes isimproved when the expertise of the healthcare providers is partneredwith the experience of the patients and families. Fromthe bedside tothe boardroom, patient & family centered care is about partnering todesign policies, programs and individual care plans for the bestpossible outcomes.


6/28

PFCCis the umbrella that leads

to organizational improvement

Improves

QualityImproves

Safety

Improves

OutcomesPatient

Experience

Improves

Employee

Engagement

Copyright 2010 PFCC Partners, Inc


7/28

Definition of PFCC

PATIENT & FAMILY CENTERED CARE is carethat is responsive to individual patientpreferences and needs while assuring

patient values guide clinical decisions.

Crossing the Quality Chasm, A New Health System for the 21stCentury, Institute of

Medicine, 2001


8/28

The Call for Engagement

Partnership for Patients

Institute for Healthcare Improvement

Institute of Medicine AHRQ

National Quality Forum

Patient Centered Outcomes Research Institute HRET Survey


9/28

Patient Engagement vs Patient

ExperienceTo differentiate Patient & Experience and PatientEngagement, I think its important to look at the goals ofeach. The goals of Patient Experience are to increasepatient loyalty, increase market share and exceed thePatients expectations. The goals of Patient Engagement

are to get folks invested in their own care by providingopportunities and structures for patients and their familiesto become active participants in healthcare. Therelationship is dynamic and reciprocal in nature, where asthe Patient Experience work is more linear in terms of the

healthcare organization making efforts to provide a positivepatient experience. Although many patient experienceefforts rely on patient input, engagement relies on an ongoing partnering relationship.

-Libby Hoy, December 2013


10/28

PFCC is Reciprocal


11/28

Strategy for Program Design,

Implementation and Evaluation


12/28

What Does Patient Engagement

Look Like?

Calm

ComfortableConfidant

Copyright 2013 PFCC Partners, Inc.


13/28

Setting the Table in the Organization

Purpose

Clear vision of the roleof the PFAC in theorganization

established Vision communicated

to staff, clinical andnon clinical

Identify & relegateappropriate staff and

organizationalresources

Activities

Charter Written

Loop Back established

Staff resources

identified

Staffeducation/awareness

Identify the link tothe strategic plan,PFAC as a strategy for

meeting these goals

Identify the singlepoint of contact forPFAs.

Outcomes

Organized Approach

Communicated VisionBuilds Investment

Avoids anotherproject for staff

Avoid appearingdisorganized to thePFA, likely to loseinterest; appears

Increases tokenism.


14/28

Characteristics of SuccessfulEngagement Practices

Organization is clear about the vision for engaging patients and families

PFAs are representative of the population served

PFE an accepted STRATEGY for improvement across the board

PFA serve on hospital wide committees,

Leadership pushes the culture shift toward engagement

PFAC agendas are created in partnership

PFAs are seamless in the fabric of the organization, rather then heroes

Every program, policy & design process involves PFAs from the outset

Every staff person in the organization recognizes the value of PFAC & supports its


15/28

Common Pitfalls

Lack of an Owner/ point personTokenism

Support Group Mentality

Community Cheerleading Group

Inconsistency of effortFailure to close the Loop

Lack of diversity (socio economic, disease, experience, racial,

age)

Lack of Follow through on recommendations, not necessarily

implementation, but consideration

Lack of preparation in the organization

Leadership not directly involved


16/28

Budget Items

Print MaterialsOrganizational Education MaterialsPatient & Family Engagement MaterialsPostersMailers

Catering CostsParking ValidationChild CareBackground Check & BadgesGas cardsTransportation Tokens

Staff TimeDevelop print materialsEducating StaffReview applicationsInterviews

Coordination of Orientations


17/28

Sample Charter


18/28

Recruitment of Patient & Family

Advisors

Purpose

Ensure an effectivecomposite of PFAs

who are diverse indemographic,experience anddiagnostics

Reflective of thepopulation served

Experience on yourcampus

Activities

Publicizing the PFACwithin theorganization toinvolve staff

Application

Interview

Utilize the crosssection of staff to

support recruitment

Outcomes

Representative groupwill design solutionsfor all patients &families served

Large candidate pool= avoidingoverwhelming thegroup

Sharing the load tobe representative

Less likely to fall intosupport group mode


19/28


20/28

Core Competencies of PFAs

Ability to

embrace a

TeachableSpirit.

Ability to be

theRepresentative

Voice Ability toCollaborate

Constructively

Co ri ht 2013 PFCC Partners, Inc.

Ability to Establish Partnerships

Ability to beSolution

Focused


21/28

Recruiting Plan

1. Structure Established

-Single point of contact

Volunteer services

Customer Service

Grievance Process

2. Process established

-Referral Forms

-Self Referral process

3. Identify Engagement Strategies & Partners

-Provide staff information

-Engage leaders from all areas


22/28

Referral Process

Referral Form components:1. Vision Statement

2. Contact info (with permission)

3. Reason for referring

Process Owner:

1. Distributes Referral Forms

2. Accepts completed referrals

3. Sends the Application

4. Schedules & Coordinates Interviews


23/28

Application & Interviewing

Application:Provides pertinent experiences

Provides a flavor of communication style

States the commitment up front

Identifies areas of experience on campus

Formalizes the process and engagement

Self Selection opportunity

Availability identified

Interview:

Panels to Staff sponsor and current PFACsStaff member alone

Phone interviews, with limitations

In person interviews preferred


24/28

Points of Engagement

Patient & Family Advisory Councils

Quality Initiatives

Safety Initiatives

Committee participation

Family Faculty presentations

Peer support

Document review

Staff interviewsLEAN projects

Program Design

Facilities Design

Advocacy Efforts

Foundation Efforts

Marketing Efforts

Staff Appreciation Efforts

Story Telling

Organizational BoardE-Advisors

Starting points Requires some experience Requires More Experience

and/or additional training


25/28

FAQs

What is the right number of PFAs?No perfect number, though majority +/- 12

Can staff serve in the role of PFAs?

Not recommended, PFAs are in the room with a singularpurpose

How many staff members serve on PFACs

Recommend 30% of total, including leadership no more then50%

Should PFAs go through Volunteer Orientation?

Ultimately, YES

What about confidentiality?

Patients who complete applications are sharing theirexperiences voluntarily. PFAs should sign confidentiality

agreement with the organization.


26/28

Sustainability Practices

Purpose

PFAs will come and go

according to their owntiming, values and need.

Design a Council to fill

the WHAT and it will notrely on the WHO involved

Expansion of theintegration of PFAs into

the organization

Quality & SafetyCommittee

Design projects Workgroups

Legislative Advocacy

Unit Specific Councils

Activities

Continuous recruiting,

Create multiple avenuesfor engagement outsidethe PFAC

Publicize point of contactto the organization,

Shared agenda

Provide time for storytelling

Establish theExpectations

Organizational Structure

Mission Statement

Priority Development

Tied to strategic plan

Outcomes

Avoid wearing down PFALeaders

Provide moreopportunities for

engagement = increasingyour diversity

Fresh ideas

New perspectives

Develop best practicesfor integration of patientfamily integration on

improvement teams


27/28

Sustaining Engagement

One action you can take

tomorrow to sustain your

engagement plan


28/28

Contact

www.pfccpartners.com

[email protected]

5199 E. Pacific Coast Hwy, Suite 306

Long Beach CA 90804

562.961.1100
http://www.pfccpartners.com/http://www.pfccpartners.com/http://www.pfccpartners.com/

pqcnc pfe ls2: authentic patient engagement - making changes that stick

Documents