Authentic Patient EngagementMaking Changes that Stick

North Carolina February 20, 2014

Libby Hoy, Patient & Family Advisor Founder, PFCC Partners

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

Our Story
Fear Shame Disrespect Failure But it is also a story of. Partnership Respect Collaboration Compassion Empowerment

My mission
To share our experiences in partnership and true collaboration so that together we can improve healthcare for all of us.

The Potential

Patient & Family Centered Care Partners

PFCC Partners is committed to building a community of healthcare providers, administrators, ancillary staff, patients and families coming together to define best practices, share resources, connect with peers and access support and tools for integrating PFCC into their organizations. PFCC Partners recognizes that the quality of healthcare outcomes is improved when the expertise of the healthcare providers is partnered with the experience of the patients and families. From the bedside to the boardroom, patient & family centered care is about partnering to design policies, programs and individual care plans for the best possible outcomes.

Improves Quality

Improves Improves Outcomes Safety

Patient Experience

Improves Employee Engagement

PFCC
is the umbrella that leads to organizational improvement
Copyright 2010 PFCC Partners, Inc

Definition of PFCC
PATIENT & FAMILY CENTERED CARE is care that is responsive to individual patient preferences and needs while assuring patient values guide clinical decisions.
Crossing the Quality Chasm, A New Health System for the 21st Century, Institute of Medicine, 2001

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

Patient Engagement vs Patient Experience

To differentiate Patient & Experience and Patient Engagement, I think its important to look at the goals of each. The goals of Patient Experience are to increase patient loyalty, increase market share and exceed the Patients expectations. The goals of Patient Engagement are to get folks invested in their own care by providing opportunities and structures for patients and their families to become active participants in healthcare. The relationship is dynamic and reciprocal in nature, where as the Patient Experience work is more linear in terms of the healthcare organization making efforts to provide a positive patient experience. Although many patient experience efforts rely on patient input, engagement relies on an on going partnering relationship.
-Libby Hoy, December 2013

PFCC is Reciprocal

Strategy for Program Design, Implementation and Evaluation

What Does Patient Engagement Look Like?

Calm

Confidant

Comfortable

Copyright 2013 PFCC Partners, Inc.

Setting the Table in the Organization

Purpose Clear vision of the role of the PFAC in the organization established Vision communicated to staff, clinical and non clinical Identify & relegate appropriate staff and organizational resources Activities Charter Written Loop Back established Staff resources identified Staff education/awareness Identify the link to the strategic plan, PFAC as a strategy for meeting these goals Identify the single point of contact for PFAs. Outcomes Organized Approach Communicated Vision Builds Investment Avoids another project for staff Avoid appearing disorganized to the PFA, likely to lose interest; appears Increases tokenism.

Characteristics of Successful Engagement 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

Common Pitfalls
Lack of an Owner/ point person Tokenism Support Group Mentality Community Cheerleading Group Inconsistency of effort Failure 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

Budget Items
Print Materials Organizational Education Materials Patient & Family Engagement Materials Posters Mailers Catering Costs Parking Validation Child Care Background Check & Badges Gas cards Transportation Tokens Staff Time Develop print materials Educating Staff Review applications Interviews Coordination of Orientations

Sample Charter

Recruitment of Patient & Family Advisors

Purpose Ensure an effective composite of PFAs who are diverse in demographic, experience and diagnostics Reflective of the population served Experience on your campus Activities Publicizing the PFAC within the organization to involve staff Application Interview Utilize the cross section of staff to support recruitment Outcomes Representative group will design solutions for all patients & families served Large candidate pool = avoiding overwhelming the group Sharing the load to be representative Less likely to fall into support group mode

Patient & Family Advisor

Patient & family advisors serve in a variety of healthcare settings sharing their personal stories to represent all patients & families in providing an educated perspective of care by bringing authenticity, empowerment, respect and inspiration to the design and delivery of healthcare systems. Patient & Family Advisor roles include partner, educator, speaker, listener, advocate, collaborator and leader, ensuring the focus of healthcare is centered on the patient & the family.
Collaboratively written by Patient Family Advisors assembled by the IHI at the 2012 IHI Forum, Orlando FL

Core Competencies of PFAs

Ability to embrace a Teachable Spirit. Ability to be the Representative Voice

Ability to be Solution Focused

Ability to Collaborate Constructively

Ability to Establish Partnerships

Copyright 2013 PFCC Partners, Inc.

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

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

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 PFACs Staff member alone Phone interviews, with limitations In person interviews preferred

Points of Engagement
Patient & Family Advisory Councils Program Design

Quality Initiatives
Safety Initiatives Committee participation Family Faculty presentations Peer support Document review Staff interviews

Facilities Design
Advocacy Efforts Foundation Efforts Marketing Efforts Staff Appreciation Efforts Story Telling Organizational Board

LEAN projects
Starting points

E-Advisors
Requires some experience Requires More Experience and/or additional training

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 singular purpose How many staff members serve on PFACs Recommend 30% of total, including leadership no more then 50% Should PFAs go through Volunteer Orientation? Ultimately, YES What about confidentiality? Patients who complete applications are sharing their experiences voluntarily. PFAs should sign confidentiality agreement with the organization.

Sustainability Practices
Purpose
PFAs will come and go according to their own timing, values and need. Design a Council to fill the WHAT and it will not rely on the WHO involved Expansion of the integration of PFAs into the organization Quality & Safety Committee Design projects Workgroups Legislative Advocacy Unit Specific Councils

Activities
Continuous recruiting, Create multiple avenues for engagement outside the PFAC Publicize point of contact to the organization, Shared agenda Provide time for story telling Establish the Expectations Organizational Structure Mission Statement Priority Development Tied to strategic plan

Outcomes
Avoid wearing down PFA Leaders Provide more opportunities for engagement = increasing your diversity Fresh ideas New perspectives Develop best practices for integration of patient family integration on improvement teams

Sustaining Engagement
One action you can take tomorrow to sustain your engagement plan

Contact
www.pfccpartners.com Libby@pfccpartners.com 5199 E. Pacific Coast Hwy, Suite 306 Long Beach CA 90804 562.961.1100