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), 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 1
2/7/2012 WebEx Quick Reference • Welcome to today‟s session! • Please use Chat to “All Raise your hand Participants” for questions • For technology issues only, please Chat to “Host” • WebEx Technical Support: 866-569-3239 • Dial-in Info: Communicate / Join Teleconference (in menu) Select Chat recipient Enter Text 3 When Chatting… Please send your message to All Participants 4 2
2/7/2012 Kelly McCutcheon Adams, MSW, LICSW 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 Barbara Balik, RN, EdD, Principal, Common Fire Healthcare Consulting, is also Senior Faculty at the Institute of Healthcare Improvement. Her areas of expertise include 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 3
2/7/2012 Martha Donovan Hayward 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 Overall Objectives At the end of this program, participants would be able to: • Articulate key foundational elements in support of all domains of patient experience improvement • Share specific testable ideas for improving nurse communication, pain management, and cleanliness • Plan small tests of change to try during the Expedition 8 4
2/7/2012 Session Agenda • Homework – What did you learn? • Patient Experience Change Package o Our focus today • Engagement learning from the Patient Experience Collaborative o Martha Donovan Hayward, IHI Lead/Public and Patient Engagement • Hear from successful hospitals o Sandee Moore, Eastern Idaho Regional Medical Center o Cathy Denesia and Rob McEver, Overland Park Regional Medical Center • Time for Q&A 8 Homework for this call • Test one of the Leadership Key Change • Share what you learned from the test • Complete an additional patient shadowing activity 10 5
2/7/2012 Patient Experience Change Package • Overview o Original work: Patient Experience White Paper and Driver Diagram o Focused content – 48 hospital collaborative Nurse Communication Pain Management Cleanliness 11 In words and actions leaders IHI Patient Governance and communicate that the patient’s safety and well being is the critical decision executive leaders guiding all decision making demonstrate that EVERYTHING in the Patients and families are treated as Experience partners in care at every level: on culture is focused on decision making bodies to team patient and family members with individual care centered care, PFCC is publicly verifiable, rewarded, Driver practiced and celebrated with relentless focus everywhere in the on measurement, learning, and improvement with transparent hospital (individual, patient feedback microsystem, Diagram Sufficient staff are available with the organization) tools and skills to deliver the care the patient needs when they need it Staff and providers are recruited for values and talent, supported for The hearts and minds success, and accountable individually of staff and providers and collectively for results are fully engaged Compassionate communication and Exceptional patient teamwork are essential competencies and family inpatient Every care hospital experience interaction is (safe, effective, anchored in a Patients and families are part of care patient centered, respectful team and participate at the level the patient chooses timely, efficient, partnership equitable) as anticipating and Care for each patient is based on a customized interdisciplinary shared measured by responding to care plan with patients educated, HCAHPS willingness enabled and confident to carry out patient and family their care plans to recommend needs (physical Communication uses words and comfort, emotional, phrases that the patient understands informational, and meets their emotional needs cultural, spiritual, and learning) The physical environment supports care and healing Hospital systems Patients are able to access care and deliver reliable say that there were not long and quality care 24/7 unreasonable waits and delays Patients say “there were staff available to give the care I needed” Care is safe, concerns are addressed and if things go wrong, there is open communication and apology The care team instills The Patient always means confidence by Care is coordinated and integrated patient and those they through use of a shared can plan and providing everyone on the patient’s care team, choose to call family collaborative, including the patient, has the information they need evidenced based care Patients get the outcomes of care they expect 6
2/7/2012 Patient Experience Change Package • Faculty, exemplars, teams experience: o Foundational cross-cutting work – address all domains Leadership commitment and behaviors Engaging patients in their definition of: – family, pain management, cleanliness o Successful use of the Driver Diagram and White Paper to assess current state and develop implementation plans 13 Patient Experience Change Package: Overview Key areas for improving specific domains of patient experience: Nurse Communication, Cleanliness, and Pain Management Staff and Physicians Connection Patient and Family Today’s Session Improvement/ Leadership Engagement Infrastructure Foundational Elements for Improving Patient Experience 7
2/7/2012 Foundational Elements for Improving Patient Experience Today’s Session Improvement/ Leadership Engagement Infrastructure Leaders take ownership of defining Staff, leaders, and physicians engage Improvement teams are solidly purpose of work and modeling patients and families so that efforts to grounded in skills to effect reliable desired behaviors. improve patient experience reflect change and gain meaningful actual patient experience. understanding of data Engagement learning from the Patient Experience Collaborative • Martha Donovan Hayward, IHI Lead/Public and Patient Engagement • DO MORE. DO LESS. 16 8
2/7/2012 Cathy Denesia and Rob McEver Patient Shadow Experience The story: • We shadowed an 83 year old woman and her husband and life partner of 54 years. This patient entered 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: • Photos and quotes from the patient and her husband Getting Started: • Just Do It ! • Work with the ED director and triage nurse to identify patients • Introduce to the patient or family that shadowing is a way to improve services to our patients by stepping through this hospital experience with them Take-aways: • This experience allowed us to link several initiatives within the organization (LEAN, Joint Commission preparation, cleanliness, & patient centered care) with IHI principles 9
Recommend
More recommend
