Diagnostic Criteria for Physician Engagement Critical Steps to
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© 2008 Studer Group www.studergroup.com Stephen C. Beeson MD Studer Group Medical Director Engaging Physicians: A Guide to Physician Partnership Diagnostic Criteria for Physician Engagement Physician awareness and support for the organizational mission Physician behaviors are consistent with values and vision of the organization Physician involvement in quality, safety and service initiatives Physician leadership is tightly connected to the administrative team, moving in a unified direction Critical Steps to Achieving Physician Engagement: 1.Create and Communication organizational Vision and Goals to Physicians 2. Building Physician Confidence and Trust in the Leadership Team 3. Developing and Training Physicians
Transcript of Diagnostic Criteria for Physician Engagement Critical Steps to
© 2008 Studer Groupwww.studergroup.com
Stephen C. Beeson MDStuder Group Medical Director
Engaging Physicians:A Guide to Physician Partnership
Diagnostic Criteria for Physician Engagement
Physician awareness and support for the organizational missionPhysician behaviors are consistent with values and vision of the organizationPhysician involvement in quality, safety and service initiativesPhysician leadership is tightly connected to the administrative team, moving in a unified direction
Critical Steps to Achieving Physician Engagement:
1.Create and Communication organizational Vision and Goals to Physicians
2. Building Physician Confidence and Trust in the Leadership Team
3. Developing and Training Physicians
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Guiding Principles of Physician Engagement:
Physician leadership must be onboardInclude physicians earlyRely on performance data to articulate need for change
Step 1: The Communication of Vision and Goals
A clear, specific, plausible, logical vision for what the organization seeks to become
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The Vanderbilt Commitment
“Our goal is to be the best, most expert, friendliest, kindest, most compassionate
ED in the Nation.We want our patients and families to “love” coming to the Vanderbilt ED if
they require emergency care.”
“Vision without execution is hallucination”
Thomas Edison
Vision: World class clinical care provided with extraordinary service delivered for every patient, every time
Service Quality People Finance Growth Community
• Patient satisfaction at the 90th %tile
(Current 77th %tile)
CMS core measures to 95th %tile-current 88th%tile
Reduce medically unnecessary days by 10% compared to 2008
Reduce 30 day readmit rates by 10% compared to 2008
Reduce falls
Reduce turnover to 12.5% (current 15.2%)
Improve employee satisfaction 10% compared to 2008
Improve physician satisfaction to 92nd %tile (current 80th%tile)
Improved operating income
Decreased cost per adjusted discharge
Reduce LOS
Increased volume
Increased revenue
Decreased left without treatment in the ED
Reduced outpatient no-shows
Increased community service
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Communicating Vision and Goals
Multi-channel communicationMedical Staff MeetingsRounding on PhysiciansNewslettersVideo streamsCEO communicationsMarketing Campaign
Step 2: Building Physician Confidence and Trust
Physician satisfaction as an organizational goal will retain physicians, improve performance, increase revenue and create receptiveness to the organizational mission
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Top Priorities for Meeting Physician Needs
Resource: Press Ganey MD Hospital survey
Tactics to Building Trust
Determine issuesPhysician Satisfaction TeamExecute System ResponsivenessLeaders Rounding on Physicians Physician/Nurse communication New Medical Staff OrientationPhysician Hotline
What are The Issues? Hospital Practice
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More on Hospital Practice Issues…
Communication is Crucial . . .
•Additional Clinical Review Stations Located on Medical and Surgical Floor.
•Computers in Waiting Areas for patient/visitor use
•Additional Nursing Staff Hired. Medical Department RN Staffing
You asked.We responded.
Administration
to Group
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Physician Satisfaction Team
Goal: Improve Physician SatisfactionTasked to create visible response to physician issuesReports to CEOInvite physician membershipEmpower to act quickly and decisively
Physician Rounding
Establishes sincere communication between physician and hospital leadershipContent
Review purpose of roundingReview improvement effortsWhat is working well/is there anyone I need to recognize?Are there any tools/equipment you need?
Round with rounding log
Physician Rounding Log - sample
Input
Quality EfficiencyAppreciation
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Sample Rounding Stoplight Report
Got Chart
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Medical Staff Orientation Contents
Personal introduction of all key leadersContact informationGuided tour with an executive team memberVision and Culture heavyPhysician experience strategies in placeGoals of the organizationCode of conductGenuine partnership conveyed with”win-win”sentiment
Medical Staff Hotline
We are here to provide you the best place to care for patients, 24 hours a day, 365 days a year. If there is
anything that falls short of what you need, let us know and we will do what is necessary to make it right. Our
leadership team will respond and communicate a response within 48 hours of your call. Guaranteed.
Step 3: Training Physicians
Training the Medical Staff is not about getting physicians to do what the leaders want them to do to achieve a system agenda. Effective physician training is about investing in physicians to make them more successful.
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Elements to Effective Physician Training:
Conducted by a Physician ChampionA dedicate, sustained organizational effort with tracked outcomesStructured to create physician change:
Create buy-inUse physician performance data to create burning platformDeliver evidenced based behaviors to physicians
Results:Sharp Urgent Cares – Five Sites
UC Patient Satisfaction Trends: Q4/04 & Q1/06
19
81
16
87
27
93
19
69
30
80
20
84
18
86
0
10
20
30
40
50
60
70
80
90
100
Overal
l Q4/0
4
Overal
l Q1/06
Nurses
Q4/0
4
Nurses
Q1/0
6
Provide
rs Q4/0
4
Provide
rs Q1/0
6
PSRs Q4/0
4
PSRs Q1/0
6
Informed
Abo
ut Dela
ys Q
4/04
Inform
ed A
bout D
e lays Q
1/06
Staff C
ared Q
4/04
Staff Care
d Q1/0
6
Pain C
ontro
l Q4/0
4
Pain C
ontro
l Q1/0
6
Perc
entil
e Ra
nkin
g
Overa ll Q4/04 Overall Q1/06 Nurses Q4/04 Nurses Q1/06Providers Q4/04 Providers Q1/06 PSRs Q4/04 PSRs Q1/06
Informed About Delays Q4/04 Informed About Delays Q1/06 Staff Cared Q4/04 Sta ff Cared Q1/06Pa in Control Q4/04 Pain Control Q1/06
Source: Sharp Rees-Stealy Medical Group, San Diego, CA
Results: AIDET
2231
1626
32
13
31
77
99
0102030405060708090
100
Jan Mar May Jul Sep
Physician Training
Source: Luxemburg Clinic, St. Vincent, Green Bay, WI
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Patient Satisfaction w/ Medical Group(Press Ganey) National Percentile Rankings
Drivers of Physician Change
Effective LeadershipOrganizational ResponsivenessTrust and Confidence in the Leadership teamEfficiency in Practice ExperienceKnowledge of PerformanceClarity of ExpectationsParticipation in Change StrategiesCoaching to ImproveColleagues Enrolled in the EffortRecognition for Doing WellIncentives
Stages to Physician Engagement
Stage 1: Communicate Vision and GoalsStage 2: Leadership Development and Accountability for PerformanceStage 3: Building Physician Confidence and TrustStage 4: Creating Effective Physician LeadershipStage 5: Developing and Training the Medical StaffStage 6: Using Measurement to Assess and Report PerformanceStage 7: Implementing a Physician Code of ConductStage 8: Managing the Disruptive PhysicianStage 9: Physician Recognition
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Engaging Physicians: A Manual to Physician Partnership
Practicing Excellence: A Physician’s Manual to Exceptional Health Care
