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

1. 45 YEARS OF DELIVERING RESULTS1
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.

2. Strategy – Solutions - Support
GOVERNANCE & STRATEGY
Affiliation Consulting
Executive & Management Leadership Development
Strategic Planning & Market share Analysis
Community Health Needs Assessment
Compliance Consulting Services
FINANCE
Performance Optimization / Margin Improvement
Revenue Cycle & Business Office Operations
Productivity & Staffing Consulting - Optimum Productivity Toolkit
CLINICAL CARE & OPERATIONS
Continuous Survey Readiness
Quality Assurance Performance Improvement
Lean Culture
Customer Experience
Clinical Resource Management
Care Coordination – Primary Care Practice
Physician Practice & Clinic Assessment
Long Term Care Consulting
Swing Bed Consulting
Perioperative Services Consulting
RECRUITMENT
Executive Recruitment
Manager and Clinical Positions
Physician / Provider Recruitment
Information Technology Professionals
Interim Placement

3. 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
You may also send questions after the webinar to our team (contact information is included at the end of the presentation)
The webinar will be recorded and the recording will be available on the HealthTechS3 web site:
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.

4. 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 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

5. 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.

6. “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)

7. 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

8. 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

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

10. NEW MODEL

11. NEW MODEL
Patient Expectations
Meeting/exceeding expectations

12. 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

13. 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

14. 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 April 2017.

15. 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

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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. “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

24. 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 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.

26. 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:
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:
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:
8 Practical Approaches for Interim Leaders
Host: Mike Lieb, Vice President - Interim Services HealthTechS3
Date: September 14, 2017
Register:

27. 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:
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:

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