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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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

cooneyl@chphealth.org 406-823-6316

Special thanks to CHP’s founding CEO,Laurie Francis, RN, MPH

lfrancis@orpca.org503-228-8852

(and you can contact her with questions too. . . . )

CHP Health