Unleashing the Power of Patient & Family Advisors Amy Cotton RN, MSN, NEA-BC, CPXP, CPHQ, FAAN Eastern Maine Healthcare Systems Vice President, Patient Engagement & Chief Experience Officer Disclosures The speaker has no conflicts of interest to disclose EMHS Maine s Only Statewide System 9 hospitals located across Maine 11,696 employees 724 employed physicians 39 primary care practice locations 5 retail pharmacies 5 air and ground emergency transport members 8 partnership and wholly-owned skilled, rehabilitative and long-term care locations with 609 beds 141,245 emergency room visits Over 100,000 covered lives 168,650 homecare visits Freestanding cancer center Over 1.4 million outpatient visits annually 3 2017 EMHS 1
Learner Objectives Describe role of patient and family advisors in hospital quality, safety, and patient experience Discuss two strategies to identify patient and family advisors for patient safety, clinical outcomes, and patient experience improvement activity Assess opportunities for engaging patient & family advisors in patient safety, clinical outcomes, and patient experience improvement activity Healthcare s Game Changer The Consumer Source: Forbes Why Engaged Patients? MORE Involved Patient LESS Involved Patient Readmitted to the hospital within 30 days of discharge Experienced a medical error Have poor care coordination between health care providers Suffer a health consequence because of poor communication among providers Lose confidence in the health care system Source: Bipartisan Policy Center Health Information Technology Initiative, December 2012 2
Source: Vizient; Used by Permission, 10/2017 The Role of Employee and Patient/Family Advisors Ongoing Feedback Patient Safety & Care Experience Assist in Improvement Efforts for Patient Safety & Care Experience Strengthen Communication & Collaboration between Hospital Staff and Patient/Families Promote Patient & Family Advocacy Promote Information Sharing Between the Hospital and Patient/Families it Serves Road Map: Patient & Family Advisory Councils Assessment & Planning (1-3 months) Leadership Buy-In Project Lead & Team Orient Leaders and Board; Socialize with Team/Staff Building (3-6 months) Charter Advertise & Invite Applications Interview & Select Action (6-9+ months) Onboarding Council Metrics 3
Phase 1: Assessment & Planning Readiness Assessment: III. Strategic initiatives IV. Architecture and Design V. Patterns of care VI. Patients and family access to information VII. Education and training programs VIII. Research Phase 2: Building Charter Template Available at: www.ipfcc.org Identifying & Recruiting Advisors Internal (Staff) Staff Meetings; Publications Posters External (Patient/Family) Ask Clinicians Reach Out to Community Groups Patient Rounding Discharge Calls Include Information in Patient Surveys Hospital Web Page or Social Media Outreach Recruitment Template Used by Permission Vizient, 10/2017 4
Leverage Employee Engagement Phase 3: Action Identify Opportunities Need Data: Use What You Have Falls Readmission Rates Complaint Trends Patient Experience Survey Results Communication: Clinician, Medications, Discharge Responsiveness Skin Injury Rates Case Scenario: Eastern Maine Medical Center 417 bed tertiary acute care hospital A Single Patient & Family Advisory Council Model Goal: Expand to Other Units & Engagement Staff Vizient: Hospital Innovation and Improvement Network - Patient and Family Partnership Council for Quality and Safety (PFPCQS )* *Used by Permission; Registered Trademark of Vizient 5
Inaugural Improvement Project: Clinician & Patient Communication The Whiteboard Awakening 6
New Improvement Projects - EMHS Enhancing Surgical Waiting Room Experience More Effective Discharge Preparation & Transitions of Care Falls Reduction on Medical Surgical Unit Resources for Forming Patient & Family Advisory Councils (Public Domain) Source: www.ipfcc.org Amy Cotton acotton@emhs.org 7