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

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

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 Chief Operating Officer, Nationwide Children’s Hospital Associate Dean, University of North Carolina Chief Operating Officer, Dana-Farber Cancer Institute Principal, Stroudwater Associates Martie Carnie Janet Porter 3

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

“Nothing About Us Without Us” 5

Patient Engagement Framework Patient Engagement in Their Own Care “Shared Decision-Making” Portals for Patient Access to Information Educational Tools and Provider Training 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 Specific to Patient (Individual) Specific to Disease (Dept/Unit) Specific to Quality (Organizational) General (Organizational) 6

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 7

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 8

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) 9

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 10

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

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 12

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