1 / 44

SPREADING AND SUSTAINING STRATEGIES FOR SENIOR LEADERS AND TEAM MEMBERS

SPREADING AND SUSTAINING STRATEGIES FOR SENIOR LEADERS AND TEAM MEMBERS. St. Anthony Amofah, MD, MBA Medical Director, Helen B. Bentley Family Health Center, Inc Miami, Florida. WHY ARE WE HERE TODAY?. Knowledge of burden of chronic diseases Desire to help to reduce health disparities

kanoa
Download Presentation

SPREADING AND SUSTAINING STRATEGIES FOR SENIOR LEADERS AND TEAM MEMBERS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. SPREADING AND SUSTAINING STRATEGIES FOR SENIOR LEADERS AND TEAM MEMBERS St. Anthony Amofah, MD, MBA Medical Director, Helen B. Bentley Family Health Center, Inc Miami, Florida

  2. WHY ARE WE HERE TODAY? • Knowledge of burden of chronic diseases • Desire to help to reduce health disparities • Appreciation of value of Collaborative Models • BPHC Expectation • Desire to share selflessly and steal shamelessly on strategies to spread and sustain gains

  3. GOAL: TO ENGAGE GROUP IN A DISCUSSION AT THE END OF WHICH EACH OF US WILL BE ABLE TO TAKE SOMETHING BACK TO OUR CENTERS ON HELPFUL STRATEGIES FOR SPREADING AND SUSTAINING CHANGES. OUTLINE • Definition of Spread/Sustain • Preparing for Spread • Spreading • Sustaining gains • Take home messages • Discussion (What else can • we learn from each other?)

  4. “SPREAD?” Learning from changes that have resulted in improvement in one area (provider panel, site, disease, etc) and then implementing them in other areas. “SUSTAIN?” • Holding gains • Maintaining improvements • “Cementing” positive changes into system of care

  5. PROCESS OF SPREADING PREPARING FOR SPREAD SPREADING SUSTAINING CHANGES

  6. PREPARING FOR SPREAD(Minimum Necessary Requirements) (1) SELECT SPREAD TEAM • Importance • An effective team • Serves as the coach, coordinator, etc • Keeps plans moving forward • Keeps everyone focused • Serves as a reminder when people get distracted

  7. PREPARING FOR SPREAD(Minimum Necessary Requirements) (1) SELECT SPREAD TEAM • Membership • Provider from Pilot Team • Senior Leader • Team Leader/Member of Pilot Team • New Members: New Provider, New Support Staff, Office Manager • Desirable New Member characteristics • Enthusiastic, Open to new ideas, People skills, Willing to work extra hours

  8. PREPARING FOR SPREAD(Minimum Necessary Requirements) (2) PERFORM READINESS ASSESSMENT • Should be done by New Team • Must include Executive Director • Assign primary responsibility for areas needing work Importance Potential barriers to success are addressed Process helps team to “bond”

  9. READINESS ASSESSMENT ALGORITHM Measures of success Outcomes measures Process Structure Did Pilot Team Succeed? Importance of pilot team success Motivating to team, senior leader, other staff Lends credibility to changes made Most likely reasons for failure Lack of visible management support Lack of effective team leadership Team not empowered

  10. READINESS ASSESSMENT ALGORITHM Did Pilot Team Succeed? SOLUTIONS no Management must assume ownership Go back to “drawing board’ and start Over (You are not ready for spread). yes Is Improvement in Chronic Disease Care in Strategic Plan?

  11. READINESS ASSESSMENT ALGORITHM • For this to be a useful step in improving chronic disease care • Center must have an effective strategic plan • Improving chronic disease care must be included in it. • What is an “Effective” Strategic Plan • (A living, breathing strategic plan) • Reflects Board/Management’s vision • Is shared regularly with middle management • Is translated into a departmental work plan with line staff involvement • Is evaluated periodically Is Improvement in Chronic Disease Care in Strategic Plan?

  12. READINESS ASSESSMENT ALGORITHM SOLUTIONS Did Pilot Team Succeed? no Management must assume ownership Go back to “drawing board’ and start over (You are not ready for spread). yes • Develop effective Strategic Plan • Formal written proposal to Board/Mmt • Emphasize importance • Summarize goals/measures Is Improvement in Chronic Disease Care in Strategic Plan? no yes • Formal proposal to PI Committee • Summarize importance • Give details of goals/objectives, evaluation • method • Include in PI calendar of activities • Standing agenda item Are measures Included in PI Plan? no yes

  13. READINESS ASSESSMENT ALGORITHM Can staff maintain Registry? • Reasons for inability to maintain Registry • No assigned primary responsibility for data entry • No accommodating delivery system design

  14. READINESS ASSESSMENT ALGORITHM Can staff maintain Registry? Assign primary responsibility (?Admin. Clerk) Define accommodating delivery system design Recruit data entry clerk no yes Is someone in Leadership Responsible for Spread? no Assign responsibility -Person must attend/have attended a Learning session. yes You are ready to spread

  15. PREPARING FOR SPREAD(Minimum Necessary Requirements) (3) DEVELOP A WRITTEN PLAN • Importance • Serves as a roadmap • Must include • Defined aim statement/key measures/action steps • Resources (Staffing, Equipment/Supplies, Funding) • Discussion of potential barriers • Support system • Communication plan • Responsible person for each objective and timelines. • (Consider plan for each model component)

  16. PREPARING FOR SPREAD (4) INTENSIVE EDUCATION PROCESS • WHO? • Educate new team members, target staff, support staff, and then entire staff • WHAT? • Provide education on: What changes are being made, why the changes are being made and how the changes will affect them • HOW? • Review new Delivery System Design and how it differs from old. • Role Play • Then Review Model Components

  17. PREPARING FOR SPREAD(Minimum Necessary Requirements) SUMMARY (1) SELECT A SPREAD TEAM (2) PERFORM READINESS ASSESSMENT (3) DEVELOP A WRITTEN PLAN (4) INTENSIVE EDUCATION PROCESS

  18. SPREAD • Commence changes • Target staff must huddle to clarify roles and patient flow on day of spread • Senior Leader/Management should be visible, troubleshoot and exude support on day 1 • End of day session to review issues and prepare for day 2 • Identify overlapping functions and integrate • Monitor adherence to written spread plan • Use feedback (PDSAs) to fine tune process

  19. SUSTAINING CHANGES 4 CRITICAL FACTORS FOR SENIOR LEADERS AND TEAM MEMBERS • (1) AN EMPOWERED, ENTHUSIASTIC TEAM • (2) A DYNAMIC KNOWLEDGE BASE • (3) STAFF BUY-IN • (4) VISIBLE MANAGEMENT SUPPORT • HOW CAN AN ORGANIZATION EFFECTIVELY ACHIEVE THESE CRITICAL FACTORS

  20. SUSTAINING CHANGES (1) EMPOWERED TEAM WHAT CAN AN EMPOWERED TEAM DO TO HELP TO SUSTAIN CHANGES? • Monitor written plan (provide feedback to stakeholders) • Keep changes in front of all • Facilitate on-going education process • Exude and infect others with enthusiasm • Share success stories (at staff meetings, on storyboards, in memos)

  21. SUSTAINING CHANGES (1) EMPOWERED TEAM HOW CAN A CENTER DEVELOP AN EMPOWERED TEAM? • Support by management • Decision-making capability • Allowed room for errors • Mandated meeting time

  22. SUSTAINING CHANGES (2)DYNAMIC KNOWLEDGE BASE ON WHAT? • Overall purpose of Collaboratives • Models utilized • How implementation of the models helps to achieve goals • Changes made in organization as a result of application of models • Supporting policies and procedures

  23. SUSTAINING CHANGES (2)DYNAMIC KNOWLEDGE BASE HOW CAN A CENTER MAINTAIN SUCH A KNOWLEDGE BASE? • Quarterly General Staff In-service • On-going Provider education by local specialists, etc • Develop Clinical Pearls (Post in exam rooms) • Pop Quizzes • Story board posters • Role play • E mails • Newsletters, Peer-to peer, Shadowing, etc. (Consider Calendar of Educational Activities to improve chronic disease care)

  24. (3) STAFF BUY-IN • A major challenge • Importance • Responsible for implementing most changes made.. • Necessary for sustaining this change • Necessary for initiating and sustaining other changes (re management credibility). • 3 staff groups to address • Providers • Clinical Support Staff • Non-clinical Support Staff

  25. CLINICAL SUPPORT STAFF BUY-IN • Typical problems • Work Overload • Apathy • Helpful Solutions • Educate • Embed in daily routine • Feedback • PROVIDER BUY-IN • Typical problems • Work overload • Perception of value of changes made • Knowledge base • Helpful Solutions • Increase knowledge base • Optimize workload • Feedback • Compensation Plan • Senior Management Support

  26. SUSTAINING CHANGES (4) VISIBLE MANAGEMENT SUPPORT • Standing agenda item in meetings • (Management, Board, PI meetings) • Policies and Procedures • Inclusion of roles in Job Descriptions • Staff Compensation Plan • Removal of barriers (staff resistance, equipment/supply needs, etc).

  27. SUMMARY OF DISCUSSION • Why Spread and Sustain Changes? • Preparing for Spread • Select a Spread Team • Assess Readiness • Create a plan • Educate • Spreading • Monitor adherence to plan • Remember PDSAs • Sustaining changes • Enthusiastic team • Knowledge base • Management support

  28. TAKE HOME MESSAGES HOW CAN TEAM MEMBERS ENGAGE SENIOR LEADERS TO MAINTAIN SUPPORT • Keep them informed • Involve in discussions, recommendations and decision-making • Give them assignments • Infect enthusiasm • Celebrate success together (Share success stories) • Share patient feedback

  29. TAKE HOME MESSAGES WHAT CAN YOU DO AS A SENIOR LEADER TO SUSTAIN SPREAD? • Demonstrate your support • Demonstrate your support some more! • Do not stop Demonstrating your support

  30. GENERAL DISCUSSION • WHAT ELSE CAN WE LEARN FROM EACH OTHER?

More Related