Session Three Foundational Element: Engagement Kelly McCutcheon - - PDF document
2/7/2012 Session Three Foundational Element: Engagement Kelly McCutcheon Adams, MSW, LICSW, IHI Director Barbara Balik, RN, EdD, IHI Faculty February 8, 2012 2:00 3:00pm EST David Kim David Kim , Institute for Healthcare Improvement (IHI),
2/7/2012 1
David Kim, Institute for Healthcare Improvement (IHI), is responsible for managing and coordinating a variety of programs based on Key Processes on the IHI Improvement Map. Mr. Kim is a graduate of Boston University. He has been with the IHI for 2 years. He enjoys sports, food, and travel.
2
2/7/2012 2
3
Participants” for questions
please Chat to “Host”
866-569-3239
Join Teleconference (in menu) Raise your hand Select Chat recipient Enter Text
4
2/7/2012 3
Kelly McCutcheon Adams, MSW, LICSW, Director, Institute for Healthcare Improvement (IHI), has served in this capacity for eight years for a variety of IHI Collaboratives and programs, particularly those focused on critical care. She is a medical social worker with experience in hospice, nursing home, sub-acute rehabilitation, emergency department, and ICU settings. She has also served as faculty for the US Department of Health and Human Services Organ Donation Collaborative and for the Gift of Life Institute.
5
Barbara Balik, RN, EdD, Principal, Common Fire Healthcare Consulting, is also Senior Faculty at the Institute of Healthcare
leadership and systems for a culture of quality and safety, including patient- and family- centered care, patient experience, systems to improve transitions in care, and transforming care prior to or with optimization of an electronic health record implementation. She works with leaders to develop adaptive systems to excel and innovate in complex organizations, and to ensure sustained improvement and innovation every day. Ms. Balik's publications include the book, The Heart of Leadership, and the IHI white paper on “Achieving an Exceptional Patient and Family Experience of Inpatient Hospital Care,” among others. Previously, she served in senior leadership roles at Allina Hospitals and Clinics, United Hospital, and Minneapolis Children's Medical Center. 6
2/7/2012 4
Martha Hayward joined the Institute for Healthcare Improvement (IHI) in March 2011 as the Lead for Public and Patient Engagement. A cancer survivor herself, she is a founding board member of the nonprofit Women‟s Health Exchange and served on the Patient and Family Advisory Council of Dana-Farber Cancer Institute in Boston. Her career experience includes over 20 years in marketing and fundraising in the areas of health, politics, and education. As a partner at Donovan & Vicenti, a branding and web design firm on Boston‟s North Shore, Ms. Hayward works with a variety of small businesses and nonprofits. Most recently, as Executive Director at The Partnership for Healthcare Excellence, she brought a particular focus on, and considerable experience in, the area of patient advocacy.
7
8
At the end of this program, participants would be able to:
domains of patient experience improvement
communication, pain management, and cleanliness
2/7/2012 5
Engagement
Center
8
10
2/7/2012 6
11
Patient Experience White Paper and Driver Diagram
Nurse Communication Pain Management Cleanliness
Exceptional patient and family inpatient hospital experience (safe, effective, patient centered, timely, efficient, equitable) as measured by HCAHPS willingness to recommend Governance and executive leaders demonstrate that EVERYTHING in the culture is focused on patient and family centered care, practiced everywhere in the hospital (individual, microsystem,
In words and actions leaders communicate that the patient’s safety and well being is the critical decision guiding all decision making Patients and families are treated as partners in care at every level: on decision making bodies to team members with individual care PFCC is publicly verifiable, rewarded, and celebrated with relentless focus
improvement with transparent patient feedback Sufficient staff are available with the tools and skills to deliver the care the patient needs when they need it
The hearts and minds
are fully engaged
Staff and providers are recruited for values and talent, supported for success, and accountable individually and collectively for results Compassionate communication and teamwork are essential competencies
Every care interaction is anchored in a respectful partnership anticipating and responding to patient and family needs (physical comfort, emotional, informational, cultural, spiritual, and learning)
Patients and families are part of care team and participate at the level the patient chooses Care for each patient is based on a customized interdisciplinary shared care plan with patients educated, enabled and confident to carry out their care plans Communication uses words and phrases that the patient understands and meets their emotional needs
Hospital systems deliver reliable quality care 24/7
The physical environment supports care and healing Patients are able to access care and say that there were not long and unreasonable waits and delays Patients say “there were staff available to give the care I needed”
The care team instills confidence by providing collaborative, evidenced based care
Care is safe, concerns are addressed and if things go wrong, there is open communication and apology Care is coordinated and integrated through use of a shared can plan and everyone on the patient’s care team, including the patient, has the information they need Patients get the outcomes of care they expect
The Patient always means patient and those they choose to call family
2/7/2012 7
Leadership commitment and behaviors Engaging patients in their definition of:
– family, pain management, cleanliness
13
Patient Experience Change Package: Overview
Key areas for improving specific domains of patient experience: Nurse Communication, Cleanliness, and Pain Management Staff and Physicians Patient and Family Connection
Leadership
Engagement Improvement/ Infrastructure Foundational Elements for Improving Patient Experience
Today’s Session
2/7/2012 8
Foundational Elements for Improving Patient Experience
Leaders take ownership of defining purpose of work and modeling desired behaviors. Staff, leaders, and physicians engage patients and families so that efforts to improve patient experience reflect actual patient experience. Improvement teams are solidly grounded in skills to effect reliable change and gain meaningful understanding of data
Leadership Engagement Improvement/ Infrastructure Today’s Session
16
2/7/2012 9
The story:
through the Emergency Department with stroke-like symptoms. The shadow experience began in the ED, followed through procedural areas, and eventually ended up in the ICU.
How we communicated the story:
her husband
Getting Started:
through this hospital experience with them
Take-aways:
Joint Commission preparation, cleanliness, & patient centered care) with IHI principles
2/7/2012 10
The story:
roommate required Rapid Response Team. During these events patient‟s room was „disheveled‟ and equipment along with medical supplies left lying in bathroom area blocking patient access to the toilet. Patient‟s bathroom not cleaned during his over-night stay. Patient later expressed he had history of infection acquired after knee surgery and this situation caused him anxiety about another infection.
How we communicated the story:
Take-aways:
Getting Started:
2/7/2012 11
2/7/2012 12
Not pictured: Mary Kelley Russell Hillman Kelly Martin
2/7/2012 13
experience for the patient and family?” in every hospital decision we make
– Every Patient Experience Team – Patient Family Advisory Newsletter – New Employee Orientation – Patient Rounding/Environmental Rounds – Healing spaces
– Bedside shift report – Patient Handbooks – Whiteboards – Family presence during resuscitations – Visitor guidelines – Pain Team consults – Patient-Family Liaison on Surgical Services – Patient call-backs – Leader rounding on patients and families – 2-hour window for inpatient imaging exams
2/7/2012 14
28
2/7/2012 15
29
30