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Engaging Staff with Meaningful Data to Drive Quality Improvement. Lander Cooney, CEO Community Health Partners, Inc. Community Health Partners, Inc. FQHC started in 1997, rural/frontier, ~120 employees Medical, dental, behavioral health, pharmacy, and educational programming

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Engaging Staff with Meaningful Data to Drive Quality Improvement


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    1. Engaging Staff with Meaningful Data to Drive Quality Improvement Lander Cooney, CEO Community Health Partners, Inc.

    2. 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

    3. 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

    4. PCMH Change Concepts Empanelment Engaged Leadership Continuous and Team-Based Healing Relationships Quality Improvement Patient-Centered Interactions Enhanced Access Care Coordination Organized Evidence-Based Care (Safety Net Medical Home Initiative – http://qhmedicalhome.org/safety-net/index.cfm)

    5. 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

    6. History of Measurement at CHP The Technical Story……. Balanced Scorecard Strategic Plan PECS EMR

    7. 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

    8. 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. . .

    9. Assume employees WANT to do great work Patient centered = employee centered Hire well – values match Start with a simple question:

    10. Align everyone with the mission, vision, and strategic objectives

    11. Drivers

    12. Share data regularly, transparently, and specifically

    13. Specificity matters . . .

    14. in highlighting positive deviants . . .

    15. and breaking down big issues.

    16. Transparency (with care) motivates.

    17. 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.

    18. 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

    19. 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

    20. Recognize, spread, and sustain change

    21. PCMH - A

    22. Questions?

    23. Thank you! Lander Cooney cooneyl@chphealth.org 406-823-6316 Special thanks to CHP’s founding CEO, Laurie Francis, RN, MPH lfrancis@orpca.org 503-228-8852 (and you can contact her with questions too. . . . ) CHP Health