Transforming Patient Engagement Through Family-Centered And Population Care Building Leaders – Transforming Hospitals – Improving Care

45 YEARS OF DELIVERING RESULTS 1 45 YEARS OF DELIVERING RESULTS HealthTechS3 is a 45 year old, award-winning healthcare consulting and strategic hospital services firm based in Brentwood, Tennessee with clients across the United States. We are dedicated to the goal of improving performance, achieving compliance, reducing costs, and ultimately improving patient care. Leveraging consultants with deep healthcare industry experience, HealthTechS3 provides actionable insights and guidance that supports informed decision making and drives efficiency in operational performance. Our consultants are former hospital leaders and executives. HealthTechS3 has the right mix of experienced professionals that service hospital clients across the nation. HealthTechS3 offers flexible and affordable services, consulting, and technology as we focus on delivering solutions that can be implemented and provide a positive, measurable impact.

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www.healthtechs3.com INSTRUCTIONS FOR TODAY’S WEBINAR You may type a question in the text box if you have a question during the presentation We will try to cover all of your questions – but if we don’t get to them during the webinar we will follow-up with you by e-mail You may also send questions after the webinar to our team (contact information is included at the end of the presentation) www.healthtechs3.com The webinar will be recorded and the recording will be available on the HealthTechS3 web site: www.healthtechs3.com HealthTechS3 hopes that the information contained herein will be informative and helpful on industry topics. However, please note that this information is not intended to be definitive.  HealthTechS3 and its affiliates expressly disclaim any and all liability, whatsoever, for any such information and for any use made thereof.  HealthTechS3 does not and shall not have any authority to develop substantive billing or coding policies for any hospital, clinic or their respective personnel, and any such final responsibility remains exclusively with the hospital, clinic or their respective personnel. HealthTechS3 recommends that hospitals, clinics, their respective personnel, and all other third party recipients of this information consult original source materials and qualified healthcare regulatory counsel for specific guidance in healthcare reimbursement and regulatory matters.

Speaker Diane began her health care career as a staff nurse in the Emergency Department of a major medical center while pursuing further education. She has worked in a variety of diverse settings which include administrative positions in education, behavioral health, acute care, consulting, and long term care. As an Army Nurse Corps officer, she advanced to Chief Nurse of a 400-bed field hospital. Diane has been in her current position as Regional Chief Clinical Officer with HealthTechS3 for over seven years.   In her role as Regional Chief Clinical Officer, Diane provides support for both critical access and acute hospitals focusing on all aspects of operations with special expertise in leadership development, quality and patient safety, the patient experience, and innovation in health care. Her greatest satisfaction comes from sharing her experience and knowledge with others, mentoring those who aspire to be leaders and those already in leadership roles, and providing better practices to help organizations thrive in an ever-changing health care landscape.   Marlene McAllister is senior nursing leader transitioning toward retirement. Ms. McAllister has over 20 years of experience in senior executive positions both domestic and international and has consulted in a variety of settings.   Ms. McAllister served as the Chief Nurse Executive with St. John Medical Center in Tulsa, Oklahoma and had a key role in the infrastructure design of the patient care areas and the strategy of a new patient care model. Subsequently in 1996, Ms. McAllister served ORBIS International as a consultant/strategist and later joined the executive team as the Vice President of Organizational Development and Human Resources from 1998-2001. In this role, Ms. McAllister was responsible for global human resources, strategic planning, business planning, quality improvement and organizational development and design. Most recently, Ms. McAllister served as the Chief Nursing Officer at Medical Center Health System and the Co-Director of the MCHS/Texas Tech Center of Excellence for Evidence-Based Practice in Odessa, Texas. Ms. McAllister holds a Bachelor of Science Degree in Nursing from the University of Arkansas and a Master of Science Degree in Nursing from the University of Colorado. Ms. McAllister is a Johnson &Johnson/Wharton Nurse Executive Fellow from the University of Pennsylvania, Pennsylvania. Ms. McAllister and her family reside in Tulsa, Oklahoma. Ms. McAllister serves the community as a member of the Tulsa Opera Fund Development Committee and an advisory committee member for the establishment of a German POW camp museum in Szubin, Poland. PhD, RN, NEA-BC, CPHQ, FACHE, FACHCA Regional Chief Clinical Officer Diane Bradley

THE AGENDA FOR TODAY Upon completion of the webinar, participants will be able to: 1. Define family centered and population care. 2. Discuss the impact of family centered care on patient satisfaction. 3. Identify the alignment between employee engagement and family centered care. 4. Describe how the implementation of family centered care takes health care to the next level of service provision.

“In a learning health care system, patient needs and perspectives are factored into the design of health care processes, the creation and use of technologies, and the training of clinicians.” IOM Committee on the Learning Health Care System in America. (2013)

DEFINITIONS Patient- and family-centered care is working "with" patients and families, rather than just doing "to" or "for" them. Population care can be defined as assessing the health care needs of a specific population and making health care decisions for the population as a whole rather than for individuals. Populations being treated are made up of individuals who have one or more personal or environmental trait in common. Patient engagement is: •The conversation a patient has with a family member or friend about their health •When a patient looks up information online •When a patient considers how to live a healthy lifestyle •Considering seeing a healthcare professional •Seeing a health professional •Communicating about concerns, questions, and interests about health with those closest to you – professional or personal •Interacting with technology to more greatly understand conditions or procedures •Deciding to make healthy living a habit – even on the days when there are setbacks Source: emmisolutions.com

Core Concepts of Patient- and Family-Centered Care Dignity and Respect. Health care practitioners listen to and honor patient and family perspectives and choices. Patient and family knowledge, values, beliefs and cultural backgrounds are incorporated into the planning and delivery of care. Information Sharing. Health care practitioners communicate and share complete and unbiased information with patients and families in ways that are affirming and useful. Patients and families receive timely, complete and accurate information in order to effectively participate in care and decision-making. Participation. Patients and families are encouraged and supported in participating in care and decision-making at the level they choose. Collaboration. Patients, families, health care practitioners, and health care leaders collaborate in policy and program development, implementation and evaluation; in research; in facility design; and in professional education, as well as in the delivery of care. Adapted from: Johnson, B. H. & Abraham, M. R. (2012). Partnering with Patients, Residents, and Families: A Resource for Leaders of Hospitals, Ambulatory Care Settings, and Long-Term Care Communities. Bethesda, MD: Institute for Patient- and Family-Centered Care. Core Concepts of Patient- and Family-Centered Care

CURRENT MODEL Volume/FFS Are you really listening to your patients and their families?

NEW MODEL

NEW MODEL Patient Expectations Meeting/exceeding expectations

PATIENT EXPECTATIONS 8 Patient Expectations Source: Tutle, K. 8 Patient expectations that can’t be ignored. June 24, 2017 Access Healthcare Navigation Personalization Price & Cost Transparency Virtual Primary & Specialty Consults The Internet of Things (IoT) – Is the network of physical objects—devices, vehicles, buildings and other items—embedded with electronics, software, sensors, and network connectivity that enables these objects to collect and exchange data. Source: Wikipedia Advanced Analytics & AI Precision & Genomics Medicine

Customer Relationship Management (CRM) Healthcare consumerism is a movement in healthcare with the goal to have everyone more involved in their own care and includes knowing the real costs of healthcare and taking an active role in managing those costs. CRM is outcomes based at every touch point on the continuum. CRM creates an healthcare adaptation from what has been convenient to the provider, to what is instead convenient for the consumer; offering patients fast, convenient service in the form of online payments, retail clinics, telemedicine, access to their data and an overall improved patient experience. Source: Tutle, K. 8 Patient expectations that can’t be ignored. June 24, 2017

Customer Relationship Management (CRM) Strategies Strategies needed to identify, reach, motivate and measurably influence customer behaviors which promote superior outcomes for the customer and the organization. Win-win for improving patient health and yielding positive financial outcomes for organizations and providers. Define touch points – Identify new patients, engage them by understanding their needs, get them in for an appointment, and keep them coming back. Mass customization – Know your customer, and understand his specific needs to build a meaningful relationship. Targeted and Personalized Messaging – Tailored to meet the needs of specific patient profiles. Manage customer relationships in an organized, scalable, but personalized way. Real-time ROI measurement – Track and measure the financial and other impacts of every communication to maximize ROI. Source: Healthgrades for Hospitals. Healthcare Customer Relationship Management 101. April 2017.

Customer Experience Management (CEM) Consumer Experience Management (CEM) – Is the practice of actively listening to patients and healthcare consumers, analyzing what they are saying to make better business decisions and measuring the impact of those decisions to drive organizational performance and loyalty. Source: Sizemore, M. Are you really listening to your patients.? October 2013

Relationship Based Care (RBC) chcm.com Permission to reproduce graphic granted 7/10/2017

What is Relationship Based Care? In healthcare our Core Business is Caring for and Healing Patients Relationship-based care is a way of achieving our core business It’s a culture of caring, and a way of being that focuses on three relationships: Relationship with patients Relationship with colleagues Relationship with self

RBC 4 Levels of Development An overarching concept that focuses attention on relationships (patient/family, colleague, and self) A framework for transformation of the organizational culture A care delivery model based on principles that shape behaviors (interdisciplinary and/or nursing) A way of being present in the moment in relationships with a patient or colleague

Relationship Based Care Patient/Family Relationship Focus on Patient and Family first Recognize each patient’s/family’s experiences are different; this uniqueness determines how they experience illness Safeguard patient’s/family’s respect/dignity Engage patient/family in ALL aspects of care

Relationship Based Care Outcomes = Positive Outcomes = Organizational Health 1. Clinical safety and quality 2. Patient and family satisfaction 3. Physician and staff satisfaction 4. Effective recruitment and retention 5. Strong financial outcomes

Patient Centered Medical Home Population Care Patient Centered Medical Home A model of care that puts patients at the forefront of their care. PCMHs build better relationships between people and their clinical care teams. Research shows that PCMHs improve quality, the patient experience and staff satisfaction, while reducing health care costs

THE CARING MODEL® Dingman’s TCM® “It is more important to know the patient and their disease, than to know the disease and not the patient.”  -Hippocrates  The five caring behaviors include: 1. Introducing oneself to the patient and their family and explaining one’s role in the patient’s care 2. Calling the patient by his or her preferred name 3. Being seated at the bedside to discuss the patients care plan 4. The use of touch, a hand shake and a thank you 5. Utilizing the mission and values of the organization to guide the delivery of care

“Let the care you give be the care you want.” PROVIDER ROLE “Let the care you give be the care you want.” -Stephen Swanson, MD Medical Director for professionalism & Peer Support. Intermountain Healthcare Redesign healthcare by seeing it through the eyes of patients. Ask your patients what they want Create camaraderie within your provider network

10 Key Actions to Patient Engagement 1. Be present with the family; do not be occupied with equipment or administering medications. The family is your focus. 2. Specify that you have “X” minutes to spend with the patient and family. It is just their time. 3. Implement The Caring Model™ steps: a. Introducing oneself to the patient and their family and explaining one’s role in the patient’s care b. Calling the patient or family member by his or her preferred name c. Being seated at the bedside to discuss the patients care plan d. The use of touch, a hand shake and a thank you e. Utilizing the mission and values of the organization to guide the delivery of care 4. Ask everyone present if they have questions. 5. Before leaving the room, ask if there is one thing you can do for them before leaving. 6. Establish 30-60 minutes in a day for patient quiet time. That means no interruptions so patients can rest; no rounds, no medications, no vital signs, nothing but rest which has been proven to promote healing. 7. Foster accountability by supplying business cards that staff can hand out as a means of contact for families. A name always promotes greater accountability than just “a nurse with red hair who took care of my mother yesterday,” or “ the lady who usually cleans my room.” 8. Refine your patient portal to assure user-friendliness 9. An early step to population health may be identifying a small cohort of patients that the Care Management team can work with to reduce readmissions. Individualized care at its best!. 10. Use home visits for the same cohort as one means of establishing relationships with patients and families.

3rd Quarter Webinars Caring for the Patient – Not the Technology Hosts: Faith M Jones, MSN, RN, NEA-BC & Brad Putnam, CrossTx, Director of Customer Success Date: July 20, 2017 Time: 12:00pm CT Register: http://bit.ly/2sDtn1r Data Driven Approach to Medicare Wellness: Good for the Patient, Good for the Practice Host: Faith M Jones, MSN, RN, NEA-BC Date: August 17 Register: http://bit.ly/2swmOht National Patient Safety Goals – Improving Hospital Safety and Quality – Part I Host: Carolyn St.Charles, RN, BSN, MBA, Regional Chief Clinical Officer HealthTechS3 Date: September 8, 2017 Time: 12:00pm CT Register: http://bit.ly/2sDNQDp 8 Practical Approaches for Interim Leaders Host: Mike Lieb, Vice President - Interim Services HealthTechS3 Date: September 14, 2017 Register: http://bit.ly/2sDrO3A

3rd Quarter Webinars The New Health Care Innovation Model: Is It All Hocum? Host: Diane Bradley, PhD, RN, NEA-BC, CPHQ, FACHE, FACHCA Regional Chief Clinical Officer HealthTechS3 Date: September 22 Time: 12:00pm CT Register: http://bit.ly/2sDNKvF Hiring Executives To Fit The Outcomes Needed – Moving Way Beyond The Title Host: Peter Goodspeed, Vice President of Executive Search HealthTechS3 Date: September 28, 2017 Register: http://bit.ly/2rkJCfS

Thank you! Our Phone Email / Website Dallas Office Brentwood Office Main Office: 615.309.6053 Executive Placement: 972.265.4549 Email / Website Diane Bradley diane.bradley@healthtechs3.com Dallas Office 2745 North Dallas Parkway, Suite 100, Plano, TX 75093 Brentwood Office 5110 Maryland Way, Suite 200 Brentwood, TN 37027