Improving PeopleCentredness Presented by Gregg Moor

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Improving People-CentrednessPresented by Gregg
Moor

• In-BC Forum
• University of British Columbia
• June 20, 2006

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Outline

• About our research team
• How I approached this project
• Key findings and recommendations
• Conclusions

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(No Transcript)
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The Research Question

• VCH has chosen the term people-centredness to
  describe its vision of a health care system with
  not just patients at the center, but also healthy
  residents of the region it serves.
• What are some of the best-regarded models,
  strategies and evaluation tools that VCH might
  consider while developing its people-centred
  initiative?

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Expert Advisory Panel

• Ms. Lesley Bainbridge, Interim Director, School
  of Rehabilitation Sciences, Faculty of Medicine,
  UBC
• Ms. Lillian Bayne, BC Regional Officer, Canadian
  Health Services Research Foundation
• Dr. Grant Charles, Coordinator of Field
  Education, School of Social Work and Family
  Studies, UBC
• Ms. Susan Edgman-Levitan, Director of the
  Stoeckle Center at Massachusetts General Hospital
• Dr. Michael Goldstein, Associate Director,
  Clinical Education and Research, Bayer Institute
  for Health Care Communication

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Expert Advisory Panel, contd

• Dr. Robert McMurtry, Physician, Rheumatology, St.
  Josephs Health Care London
• Dr. Robert Reid, Associate Director of
  Translational Research for the Department of
  Preventive Care, Center for Health Studies, Group
  Health Cooperative
• Dr. Wayne Weston, Professor of Family Medicine,
  Director of Undergraduate Education, Department
  of Family Medicine, University of Western Ontario

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1 Talk to People

• Conduct surveys and/or focus groups to determine
  how your constituencies define patient-centerednes
  s, at the system, organizational and individual
  level.

• Board and executive team,
• Employees,
• Patients and caregivers,
• Healthy individuals living in your region.

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2 Identify Target Constituents

• Pilot projects should target constituents who
  especially want people-centered care.

• Low socioeconomic status,
• Debilitating or life-threathening conditions,
• Multiple comorbidities.

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3 Review Models

• There are a variety of models that could serve as
  a framework for your people-centered initiative.
  Careful consideration should be taken before
  deciding which, if any, of these models should be
  adopted or adapted for your organization.

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A Sampling of Models

• Crossing the Quality Chasm (macro)
• The Chronic Care Model (macro)
• The Picker/Commonwealth Model (meso)
• The IECPC Model (meso)
• The Planetree Model (meso)
• The Patient-Centered Clinical Method (micro)

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4 Identify Key Leaders

• Identify leaders in your organization and seek to
  educate them in key concepts of
  people-centredness, and engage them in the
  planning and implementation of the people-centred
  initiative.
• The CAHPS Improvement Guide Practical Strategies
  for Improving the Patient Care Experience
  (Edgman-Levitan et al, 2003).

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5 Quality Improvement Strategy

• Develop a strategy including formal and informal
  education methods to help employees learn about
  quality improvement techniques that will
  facilitate the change process, as well as key
  concepts of people-centredness.

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6 Use a Customer Service Frame

• Framing the people-centered initiative in terms
  of customer service may be helpful.
• Leebov W, Scott G, et al. Achieving Impressive
  Customer Service 7 Strategies for Healthcare
  Managers. San Francisco, CA Jossey-Bass, 1998.

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7 Develop a Recognition Program

• Develop a program for formal and informal
  recognition of your employees to reinforce your
  people-centered change initiative.

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8 Review Orientation Programs

• Orientation programs for new employees at all
  sites should include components that describe the
  philosophy of people-centredness, as well as
  provide relevant examples of people-centredness
  within the new hires areas of work.

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9 Continuous Quality Improvement

• People-centredness strategies should be
  implemented with a plan that incorporates a
  continuous cycle of action, evaluation, and
  improvement (e.g. Plan?Do?Study?Act).

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10 Identify Barriers Facilitators

• Identify real and potential barriers to all
  aspects of VCHs people-centered initiative.
  Identify factors that could facilitate the work
  of the team.

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11 Start Small

• Identify a microsystem where you can implement a
  small test. If the pilot project fails, the
  fallout will be minimal. If it succeeds, expand
  upon it and use that success to engender greater
  enthusiasm for the initiative.

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12 Review Strategies

• There are a multitude of strategies to improve
  PCC. Select ones that will build upon existing
  strengths the low hanging fruit that will
  make for early gains for the initiative.

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A Sampling of Strategies

• Patient education
• Information technology
• Patient flow analysis
• Improving how doctors communicate
• Tools to help patients communicate their needs
• Improvement strategies for customer service

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13 Evidence-Based Strategies

• Follow better practices by selecting strategies
  that are evidence-based.

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14 Develop a Marketing Strategy

• Your communication and marketing plan for your
  people-centred initiative must include a strategy
  for disseminating success to internal and
  external audiences.

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Conclusions

• Demands for people-centredness are
  
  
  growing.
• People-centred strategies can
• Improve health outcomes
• Improve patient and employee satisfaction
• Generate financial savings for the health system.

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And did I mention...

• COMMUNICATE!

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Contact Info

• Gregg Moor, Project Coordinator
• Centre for Clinical Epidemiology Evaluation
• Vancouver Coastal Health Research Institute
• 725, 828 West 10th Avenue
• Vancouver, BC V5Z 1L8
• Tel [phone], ext. 66712
• Fax [phone]
• Email gregg.moor_at_ubc.ca
• URL www.vch.ca/c2e2/