Engaging Staff with Meaningful Data to Drive Quality Improvement
Lander Cooney, CEOCommunity Health Partners, Inc.
Community Health Partners, Inc.► FQHC started in 1997, rural/frontier,
~120 employees► Medical, dental, behavioral health,
pharmacy, and educational programming
► Served 12,400 patients for over 43,000 visits in 2011
Community Health Partners, Inc.
►Participated in DM, CVD, Depression, ARMC, Oral Health, Self-Management Support, Patient Safety Collaboratives
►Live on NextGen EHR since April 2009►Received NCQA PCMH recognition
January 2012
PCMH Change Concepts 1. Empanelment2. Engaged Leadership3. Continuous and Team-Based Healing
Relationships4. Quality Improvement5. Patient-Centered Interactions6. Enhanced Access7. Care Coordination8. Organized Evidence-Based Care
(Safety Net Medical Home Initiative – http://qhmedicalhome.org/safety-net/index.cfm)
It starts with Mission, Vision, Values (MVV)
► Mission: To enhance community health and wellbeing.
Strategic goal areas: Access, Quality Improvement, Finance, Engagement, Addressing Root Causes of Poor Health, and Partnerships.
► Vision: 100% access, zero disparity► Values:
Customer/Patient-centered, excellence, optimism, empathy, respect, efficiency, clear communication, collaboration, flexibility, equity, education, transparency
History of Measurement at CHP
The Technical Story…….
►Balanced Scorecard►Strategic Plan►PECS►EMR
History of Measurement at CHP
The Engagement Story…….
►Asked what does engagement really mean? ►Link strategic plan to daily work►In response to Are We Making Progress? Baldrige Gap Survey (www.nist.gov/baldrige) ....and research
CHP’s approach► Assume employees WANT to do great work,
it’s my job to engage them in it► Align everyone with the mission and
strategic objectives► Share data regularly and in a timely manner,
transparently, specific to the team doing the work
► Give everyone the tools to do improvement work
► Recognize, spread, and sustain. . .
Assume employees WANT to do great work
►Patient centered = employee centered►Hire well – values match►Start with a simple question:
Align everyone with the mission, vision, and strategic
objectives
Drivers
Share data regularly, transparently, and
specifically
Specificity matters . . .
in highlighting positive deviants . . .
and breaking down big issues.
Transparency (with care) motivates.
Some thoughts on timeliness and frequency. . .
►Good enough measures►Formal vs. informal measures►Use run charts to show change over
time.►Think about when and how often►Share data when people have the
context to digest and then DO something about it.
Give everyone the tools to improve
►Communication and teamwork►Facilitative leadership►Run Charts 101►Meetings & time to analyze data and
create a plan►PDSA►Lean
Recognize, spread, and sustain change
►Visual management►Embed data everywhere►Walk the walk►Intranet►PCMH steering committee►Inter-site teams►Summits and Fed-Ex Days
Recognize, spread, and sustain change
PCMH - APcMH Assessment
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4
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Empanelment Relationships Pt CtrdInteractions
EngagedLeadership
QI Access CareCoordination
Evidence-basedCare
Nov-10 Apr-11Dec-11 Nov AverApr Aver Dec Aver
Questions?
Thank you!
Lander Cooney
[email protected] 406-823-6316
Special thanks to CHP’s founding CEO,Laurie Francis, RN, MPH
(and you can contact her with questions too. . . . )
CHP Health
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