Session 2

1. Tuesday, January 28th 1:00 – 2:00 ET Martie Carnie Janet Porter, PhD Session 2 Quality Improvement: Partnering With Patients and Families

2. Leading Quality Improvement: Essentials for Managers Driver Diagram Manage Time – Session 1 Manage the Work Understand and Manage Systems - Session 7 Create Effective Processes – Session 7 Coach Versus Command – Session 3 Build the skills and capabilities needed to lead quality improvement efforts at the middle manager level of an organization Lead with Humility – Session 3 Practice Improvement Essentials – Session 5 Align Improvement Initiatives – Session 4 Manage Improvement Build Sustainable Systems – Session 4 Manage Connections Across Systems – Session 4 Partner with Patients and Families – Session 2 Build the Will for Change – Session 5 Create a Culture of Safety - Session 6 Identify and Spread Successful Improvement – Session 9 Develop Effective Communication – Session 6 Develop Teams Surface and Solve Problems - Session 7 Empower Teams to Engage in Improvement - Session 8 Institute for Healthcare Improvement: Essentials for Managers Program

3. Today’s Faculty • Cancer Survivor • Founding Chair of Dana-Farber/Brigham and Women’s Cancer Center Patient and Family Advisory Council (1997) • Current Co-Chair of Brigham and Women’s Patient and Family Advisory Council Janet Porter jporter@stroudwater.com janetporterphd@gmail.com Martie Carnie martiecarnie@hotmail.com • Chief Operating Officer, Nationwide Children’s Hospital • Associate Dean, University of North Carolina • Chief Operating Officer, Dana-Farber Cancer Institute • Principal, Stroudwater Associates

4. What Do We Mean by Patient Engagement? Patient Engagement Patient Partnering Patient Activation Patient – Centered Care

5. “Nothing About Us Without Us”

6. Patient Engagement Framework • Patient Engagement in Their Own Care • “Shared Decision-Making” • Portals for Patient Access to Information • Educational Tools and Provider Training Specific to Patient (Individual) Specific to Disease (Dept/Unit) Specific to Quality (Organizational) General (Organizational) • Patient Engagement in Clinical Quality Improvement and Safety • Process Improvement (Lean: Kaizens, Workouts) • Disease-Specific Protocols • Patient Engagement in Patient Experience Improvement • Patient Satisfaction Committees • HCAHPS • Patient Engagement in Organizational Decision-Making • Patient and Family Advisory Committees • Governing Board Roles

7. Take-Away: Setting the Stage • Connect with the Director of Volunteers • Identify champions of patient engagement • Discuss at a staff meeting the concept of engaging patients and family members • Brainstorm ways patients might be involved in providing feedback • Tell a story of listening to patients with a positive outcome • Explain this is a pilot, experiment • Identify departmental patient liaison

8. Take-Away: Establishing the Liaison Role • Not a full-time job but an assignment for someone in current role • Advocate for inclusion of patients and families • Informal leader within department • Point person for patient and family involvement • Recruit, selects, orients patient and family members • Structures patient engagement experiences • Provides feedback to patient and family members • Serves as interface between staff and patients

9. Take-Away: Recruiting Patient and Family Members • Staff identify patients and family members who have expressed constructive suggestions, gratitude and interest in giving back • Background check with other care providers • Telephone the patient/family member to discuss role, commitment • If interested, invite in for interview • Formalize invite with welcome letter and orientation materials and expectations and support (free parking, business cards, etc.) • Specify time commitment and time frame (term)

10. Tool: Desired Qualities and Skills of Patient and Family Volunteers • The ability to share personal experiences in ways that others can learn from then • The ability to see the big picture • Broader interest in many issues (does not have a specific agenda based upon their own agenda) • Listening skills and appreciation for others viewpoint • Ability to connect with people • A sense of humor • Patience

11. Tool: Orientation Check-List • Set expectation that patient is a candidate – not official until through orientation • Application completed with contact information • Hospital volunteer orientation (flu shots, etc.) completed – hospital overview and mission, confidentiality • Occupational health visit • Received ID badge, parking pass • Orientation to specific role • Mentor assigned • Shadowing of mentor and by mentor • Coaching/feedback – Candidate become official Volunteer

12. Next Steps:Online assignment Select one of the Take-Aways from Session 2 and add a brief comment (250 words or less) describing how you tested this tool in your daily work this week. Add Community Board link HERE

13. Session 3 Coaching vs. Commanding Leading with Humility Tuesday, February 4th 1:00 – 2:00 ET Dr. David Munch Lead IHI Faculty Senior Vice President & Chief Clinical Officer Healthcare Performance Partners