Session Two Foundational Element: Leadership Kelly McCutcheon Adams, - - PDF document
1/25/2012 Session Two Foundational Element: Leadership Kelly McCutcheon Adams, MSW, LICSW, IHI Director Barbara Balik, RN, EdD, IHI Faculty January 25, 2012 2:00 3:00pm EST David Kim David Kim , Institute for Healthcare Improvement (IHI),
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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.
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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.
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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
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At the end of this program, participants would be able to:
domains of patient experience improvement
communication, pain management, and cleanliness
Collaborative
Spectrum Health
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Family Experience of Inpatient Hospital Care
Assessment Tool
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call; compare your current activities to theirs; what is similar or different?
your greatest opportunity? Areas to celebrate?
what did you learn that helps explain some of your patient experience data results?
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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
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Leadership commitment and behaviors Engaging patients in their definition of:
– family, pain management, cleanliness
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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
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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
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experience?”
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