patient- and family-centered care: building partnerships with patients … · 2014-08-01 · 1...
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Patient- and Family-Centered Care:
Building Partnerships with Patients and Families
Beverley H. Johnson, IPFCC President/CEO
Florida HEN & Florida Hospital Association Boca Raton and Orlando, FL July 30 and 31, 2014
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In our time together . . .
Develop a shared understanding of the core concepts and strategies of patient- and family-centered care and how they can enhance quality, safety, and experience of care.
Describe ways to partner with patients and families effectively in quality improvement, safety initiatives, and health care redesign.
Explore best practices for how to get started in building effective partnerships with patients, families, and communities.
Discuss organizational commitment to patient- and family-centered care as a business model and a better way to position the hospital for the future.
Patient- and Family-Centered Core Concepts
People are treated with respect and dignity.
Health care providers communicate and share complete and unbiased information with patients and families in ways that are affirming and useful.
Patients and families are encouraged and supported in participating in care and decision-making at the level they choose.
Collaboration among patients, families, and providers occurs in policy and program development and professional education, as well as in the delivery of care.
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Patient- and family-centered care is working "with" patients and families, rather than just doing "to" or "for" them.
xxxxxx"The most direct route to the Triple Aim is via
patient- and family-centered care in its fullest
form.”
Don Berwick
June 5, 2012
Health of Populations
Patient
Experience
Reducing
Costs
Triple Aim — Patient- and Family-Centered Care
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Transforming Healthcare: A Safety Imperative
“We envisage patients as essential and respected
partners in their own care and in the design and execution of all aspects of healthcare. In this new world of healthcare:
Organizations publicly and consistently affirm the centrality of patient- and family-centered care. They seek out patients, listen to them, hear their stories, are open and honest with them, and take action with them.
. . . Continued
Leape, L., Berwick, D., Clancy, C., & Conway, J., et al. (2009). Transforming healthcare: A safety imperative, BMJ’s Quality and Safety in Health Care. Available at: http://qshc.bmj.com/content/18/6/424.full
Transforming Healthcare: A Safety Imperative (cont’d)
The family is respected as part of the care team—never visitors—in every area of the hospital, including the emergency department and the intensive care unit.
Patients share fully in decision-making and are guided on how to self-manage, partner with their clinicians and develop their own care plans. They are spoken to in a way they can understand and are empowered to be in control of their care.”
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Why Patient- AND Family-Centered Care and not just Patient-Centered Care?
Individuals who are most dependent on health care are most dependent on families:
Those with chronic
conditions
The very young
The very old
Families are allies for quality and safety; they often are the constant support across settings and assist with transitions of care. They can participate in the development of a care plan and support the patient in following the plan.
Misconceptions about Patient- and Family-Centered Care and Customer Service/Service Excellence
Patient- and Family-Centered Care is not just “being nice.” It is not just a frill, the “soft stuff,” or amenities.
Patient- and Family-Centered Care is not the same as customer service and service excellence, but there is synergy with customer service/service excellence.
Patient- and family-centered care is about partnerships and patient and family engagement.
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Effective helpgiving is not
simply a matter of
whether the helpseeker’s
needs are met, but is in
the manner in which they
are met.
Dunst and Trivette, Pediatric Nursing,1996
Trivette, C. M., Dunst, C. J., & Hamby, D. W. (1996). Characteristics and
consequences of helpgiving practices in contrasting human services
programs. American Journal of Community Psychology, 1996.
Dunst, C. J., Trivette, C. M., & Hamby, D. W. (2007). A matter of family-
centered helpgiving practices. Asheville, NC: Winterberry Press.
Patient and Family Engagement
Patient and family engagement is a priority consideration essential to health reform at four levels
At the clinical encounter…patient and family engagement in direct care, care planning, and decision-making.
At the practice or organizational level, patient and family engagement in quality improvement and health care redesign.
At the community level, bringing together community resources with health care organizations, patients, and families.
At policy levels locally, regionally, and nationally.
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Patient- and Family-Centered Care . . . A Strategic Business Model
Major Unnecessary Costs in Health Care
Inconsistent Quality
Poor Communication
Errors, especially in the transitions and transfers
Infections
Unsatisfied customers
Poor design of facilities
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A Powerful Business Transformational Tool
Patient- and family-centered care can become the business model for the organization.
Patient- and family-centered care has had an impact on each one of MCG’s business metrics:
Finances.
Quality.
Safety.
Satisfaction.
Marketshare.
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The IOM report has 10 key recommendations; the
4th recommendation states:
“Involve patients and families in decisions regarding health
and health care, tailored to fit their preferences. Patients and
families should be given the opportunity to be fully engaged
participants at all levels, including individual care decisions,
health system learning and improvement activities, and
community-based interventions to promote health.” S-23
Best Care at Lower Cost: The Path to Continuously Learning Health Care in America
http://www.iom.edu/Reports/2012/Best-Care-at-Lower-Cost-The-
Path-to-Continuously-Learning-Health-Care-in-America.aspx
A recent (2014) report from the NPSF Lucian Leape Institute at the National Patient Safety Foundation affirms that “patients and families can play a critical role in preventing medical errors and reducing harm.”
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American Hospital Association— McKesson Quest for Quality Prize
. . . integrating patient- and family-centered care with quality and safety agendas.
http://www.aha.org/aha/news-center/awards/quest-for-quality/index.html
Entire issue devoted to Patient- and Family-Centered Care
April 2010
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Sharing Stories as a Strategy to Change Organizational Culture
“Facts bring us to knowledge, Stories bring us to wisdom.” Rachel Remen
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Mame’s Story
A vibrant dynamic 94-year old
breaks her left shoulder, left
hip, and right hand on
February 18th. This bilateral
involvement imposes total
dependence for 5 weeks.
Mame’s Story
Every person except one in the community hospital introduces themselves upon entering her room.
No signs about visiting hours.
The patient room has a family bed that functions as a bed, a desk, and a dining room table.
Pre-op conversations with the surgical team.
The transition to the rehab hospital . . . When requested, the discharge summary is provided to the family . . . the nurse asks the family to help in its completion.
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Mame’s Story
When a list of medications is requested, the nurse prints out the list and offers an explanation for how the list is organized.
Therapists connected with Mame's goals and priorities and with her as a person. Excellent teachers…and included the family.
Mame’s Story
Opportunities for Improvement The rehab hospital conveys inconsistent messages
about families as members of the care team.
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Mame’s Story
Opportunities for Improvement (cont’d)
Discharge date set on a day impossible for family to help with transition to home.
No flexibility to include the family in the rounds discussion with the physician.
Discharge instructions given at the moment of discharge to Mame with the nurse's back turned to the family member and blocking the view of the medication list.
Two different medication lists provided, neither consistent with Mame's list upon admission or the bottles at home.
Mame’s Story
Mame . . . celebrating her 100th birthday with 18 great grandchildren.
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Resources for Sharing Stories
A key competency of leaders of high performing organizations is the ability to share stories.
http://pulsemagazine.org/
Staff.cfm?dropdown_us=1
Sharing Stories . . .
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Patients and Families . . . Essential Partners for Patient Safety, Quality Improvement, and Health Care Redesign
Learning about the patient’s and family’s experience . . .
Focus groups and surveys are not enough!
Hospitals, health systems, primary care practices, clinics, dialysis centers, and other community-based agencies must create a variety of ways for patients and families to serve as advisors.
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A Key Lever for Leaders . . . Putting Patients and Families on the Improvement Team
In a growing number of instances where truly stunning levels of improvement have been achieved...
Leaders of these organizations often cite—putting patients and families in a position of real power and influence, using their wisdom and experience to redesign and improve care systems—as being the single most powerful transformational change in their history.
Reinertsen, J. L., Bisagnano, M., & Pugh, M. D. Seven Leadership Leverage Points for Organization-Level Improvement in Health Care,
2nd Edition, IHI Innovation Series, 2008. Available at www.ihi.org.
“Get started before you
are ready.”
Jim Anderson
Former President and CEO
Cincinnati Children's Hospital Medical Center
Recipient of the 2006 AHA McKesson
Quest for Quality Prize
Involving Patients and Families as Advisors
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PeaceHealth Medical Group, Eugene, OR
▼ Patient Satisfaction –
10th to above 90th percentile.
Organization Chart refers specifically to the Patient
Advisory Council and its reporting relationships
Patient and Family Advisors, Peace Health Medical Group, Eugene, OR
The DVD Divas…the inspiration for a patient safety video: Your Safety — Your Medications — Your Medical Visit
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High Plains Research Network (HPRN) Community Advisory Council, Colorado
Since 2003, the Community Advisory Council has participated in all aspects of the HPRN research.
An all day “boot camp” is held prior to working on a project. Projects have included:
Testing to Prevent Colon Cancer in Rural Colorado
Asthma Toolkits and Community Asthma Integration and Resources (AIR) (Asthma awareness and management)
Under-insurance
Patient-centered medical home
Patient harm/medical mistakes For further information: Westfall, J. M., VanVorst, R. F., Main, D. S., & Herbert, C. (2006). Supplemental case report: Community involvement in a practice-based research network. Annals of Family Medicine, 4(1), 8-14. Retrieved from http://www.annfammed.org/cgi/data/4/1/8/DC1/1.
High Plains Research Network (HPRN) Community Advisory Council, Colorado (cont’d)
Connecting with the Gun Club . . .
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High Plains Research Network (HPRN) Community Advisory Council, Colorado (cont’d)
“The Community Advisory Council has made our research ten times better, much more relevant to the communities we serve. In addition, it’s a lot of fun to work with the Community Advisory Council.”
Jack Westfall, MD, MPH
Weaving Patient- and Family-Centered Concepts into the
Infrastructure of Health Care Organizations
Vision/Values
Facility Design
Patterns of Care
Information Sharing
Family Support
Measurement
Charting/Documentation
Linkages to Community
Quality Improvement
Human Resources
Professional Education
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The NEW Mission Statement
PATIENT- and FAMILY-CENTERED CARE
The NEW Mission Statement
The Memorial Healthcare System provides
safe, quality, cost-effective, patient- and
family-centered care regardless of ability to
pay, with the goal of improving the health of
the community it serves.
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A Profile of Leadership for Advancing the Practice of Patient- and Family-Centered Care in a Community Hospital Anne Arundel Medical Center, Annapolis, MD
Anne Arundel Medical Center Annapolis, MD
This community hospital began its patient- and family-centered journey in 2010.
The COO-CNO is the Executive Sponsor.
The organization sets annual goals for patient- and family-centered care.
In 2010, the annual goals were to begin to partner with patient and family advisors and to change the concept of families as visitors.
Today the hospital has a Patient and Family Advisory Council has 10-12 members, and about 80 advisors involved in a variety of projects.
The CNO, CMO, and COO attend Council meetings.
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Anne Arundel Medical Center Annapolis, MD
Changing the Concept of Families as Visitors:
A Key Strategy for Quality and Safety Through
a Collaborative Process
SMART Discharge Worksheet
Picker Institute
Always Event
Anne Arundel
Medical Center
Annapolis, MD
http://alwaysevents.
pickerinstitute.org/?p
=1129
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Anne Arundel Medical Center Annapolis, MD
In 2009, there were NO patient and family advisors. Today there are 80, and they are involved in:
Changing the concept of families as visitors.
Implementing bedside change of shift report.
Developing discharge/transition planning process.
Developing the process for geographically assigning hospitalists to specific clinical units.
Serving on Patient Safety & EHR Development Committees.
A patient/family advisor speaks at orientation for all new employees.
In 2012, patient and family advisors appointed as members to Medical Staff Peer Review Committee, and in 2013 to Board Quality Committee.
Anne Arundel Medical Center Annapolis, MD
The hospital regularly has the highest HCAHPS
patient experience scores in the state of Maryland.
The hospital was recognized as one of top ten
surgical hospitals in the country in the August 2013
issue of Consumer Reports, and it was recognized as
the best hospital in the region by Washingtonian
Magazine in 2014.
Since 2009, the overall rating of the
hospital has gone from 75.4% to 82%
(the national average is 70%).
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A Profile of Leadership for Advancing the Practice of Patient- and Family-Centered Care in a Public Hospital Contra Costa Regional Medical Center, Martinez, CA
Contra Costa Regional Medical Center and Health Centers Martinez, CA
Contra Costa Regional Medical Center and Health Centers held a value stream mapping event to improve behavioral health emergency care involving patient and family advisors, community providers, and Medical Center staff.
Reduction by 50% in average number of psychiatric patients who left ED prior to receiving care;
Saved 255 staff hours per month spent on obtaining patient medical clearances in the ED;
Reduction in assaults/aggressive acts reported in the ED.
The percent of patients going back into the community with a full discharge plan has gone from 50% to 90%; and
The percent of patients being discharged on multiple psychotropic drugs has been reduced.
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Contra Costa Regional Medical Center and Health Centers, Martinez, CA
Patients and families influenced the entire process—from the initial decision to focus on behavioral health, to the timing of changes, to developing ideas for rapid cycle improvements.
"There was a prevailing concern that bringing patients and families into the room would change the conversations. This is true; it has changed the conversations for the better, a centering force that grounds us in reality. We are engaging in discussions that were out of reach for our organization previously.” Anna Roth, CEO
Contra Costa Regional Medical Center, Martinez, CA
Implementing a new philosophy of welcoming families . . .
With a commitment to learning and quality improvement as
integral to the process.
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A Profile of Leadership for Advancing the Practice of Patient- and Family-Centered Care in a Critical Access Hospital Perham Health, Perham, MN
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Perham Health Hospital Progress
Partnership Council started - September, 2009
Change of shift report at the bedside
Signage changes
White Board Design
Family Resource Center
Developed a directory of services for patients and families
Patient/family members added to Quality Council, Patient Safety, Nursing Home Community Council
Food Team
Perham Memorial Hospital Partners in Care Council, Perham, MN
Redesigned brochure for prevention of surgical site infections.
Signing appreciation letters for staff.
Contributing to Pharmacy's new safety strategies —presence on inpatient units, reviewing meds daily, and encouraging family presence.
Discussing improvements in end-of-life care and developing a “walk of honor,” building on the Perham Home's experience.
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Perham Memorial Home's Community Council ...with leaders and resident participation discussing a variety of issues including end-of-life care
Perham Memorial Hospital PFCC education for 100% of employees in 2010
In 2014, Partners in
Care Council are
wanting to repeat PFCC
education and include it
in new employee
orientation.
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Partnerships Expanding
Desire to have patient and family advisors’ input for specific areas of the new hospital building project
Patient and family representation on key committees:
Quality Committee
Safety Committee
Readmission within 30 days
Falls Committee
How to operate out of two sites when new hospital opens (nursing home will no longer be adjacent)
Strategic planning process
Perham Memorial Hospital Partners in Care Council, Perham, MN
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Perham Memorial Hospital Perham, MN In 2014, the Partners in
Care Council initiated a
new patient interview
program to identify dis-
satisfying issues earlier
during a hospital
experience.
Patient partners have a
general script for questions
and have practice sessions
to prepare for their roles.
Perham Health (Hospital) — Measuring Change and Improvement 2009-2014
Likelihood to Recommend
33rd to 83rd Percentile on Press Ganey
Overall Satisfaction
18th to 63rd Percentile on Press Ganey
Top of Mind and General Perception (2014 to be conducted)
Stability
Increased Outpatient Services by 20% and stable Inpatient Admissions (in last two years) … 90% of Minnesota hospitals saw a decrease.
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Perham Living (Nursing Home) — Measuring Change and Improvement 2009-2014
Quality of Life - Residents
71st to 91st Percentile on State Interview Survey
Quality of Life - Families
65th to 91st Percentile on State Interview Survey
CMS Rating
3 Star to 5 Star
Perham Living (Nursing Home) — Measuring Change and Improvement 2009-2014
Stability
Maintained 98 Beds while State reduced by 25% and neighbors reduced by 45%.
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A Profile of Leadership for Advancing the Practice of Patient- and Family-Centered Care in an Academic Medical Center and Across a System Vidant Health, Eastern North Carolina Formerly, University Health Systems of Eastern Carolina, Greenville, NC
Vidant Health, Greenville, NC
The Board and senior executive team have made an explicit commitment to patient- and family-centered care.
The health system's new core values include a commitment to “patient and family engagement.”
The Clinical and Service Quality Pillar reinforces this commitment with the words: "Partner with patients and families to achieve safe, high quality care and exceptional experiences.”
Within the Office of Patient/Family Experience, there is an Administrator that serves as a staff liaison for collaborative endeavors and builds synergy with all efforts to improve the patient experience.
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Vidant Health, Greenville, NC 5-Year Quality Plan (partial)
Strategy: Safety and quality work is patient- and family-centered
Educate leaders, front-line staff, and families about patient- and family-centered care.
Establish that patient and family experiences are drivers for quality improvement.
Board provides leadership for quality and safety.
Physicians are engaged in patient safety and quality as partners.
Process of leadership rounding.
Patients and families serve on quality teams.
Family involvement in Rapid Response Team implemented across the Health System.
Vidant Health: Changing the Concept of Families as Visitors
The message of partnership is now
a first impression for cardiac
patients and their families.
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Outcomes
831
313 0
500
1000
2007 2012
Infections
109
22 0
20 40 60 80
100 120
2007 2012
SSEs
75% 98%
0%
50%
100%
2007 2012
Optimal Care
20
145
0
50
100
150
200
2007 2012
Number of Patient Advisors
Vidant Health, Greenville, NC
2013 John M. Eisenberg Patient Safety and Quality Award
Dramatic improvement in the UHC Quality and Accountability Performance composite for patient-centeredness: 12th in 2008 and ranked # 2 in 2013.
System-wide HCAHPS patient experience at 91st percentile.
Home care experience of care surveys improved from below the 50th percentile to the 85th percentile in less than one year.
Results of 2011 employee opinion survey indicated PFCC as strength at the unit-level and at the organization-level.
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Enhancing Safety and Changing the Culture of an Organization . . . A Journey, not a Destination
Leadership is Key for Developing Authentic Partnerships with Patients and Families
Questions and Comments
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References and Resources
Abraham, M., Ahmann, E., & Dokken, D. (2013). Words of Advice: A Guide for Patient, Family, and Resident Advisors. Bethesda, MD. Institute for Patient- and Family-Centered Care.
Advancing the Practice of Patient- and Family-Centered Primary Care and Other Ambulatory Settings: How to Get Started. Available from: http://www.ipfcc.org/tools/downloads.html
Advancing the Practice of Patient- and Family-Centered Care: How to Get Started (In Hospitals). Available from: http://www.ipfcc.org/tools/downloads.html
Agency for Healthcare Research and Quality. (2013 June). Guide to Patient and Family Engagement in Hospital Quality and Safety. Available athttp://www.ahrq.gov/professionals/systems/hospital/engagingfamilies/patfamilyengageguide/
References and Resources (cont’d)
American Academy of Pediatrics, Committee on Hospital Care, & Institute for Patient- and Family-Centered Care. (2012). Patient- and family-centered care and the pediatrician’s role. Pediatrics, 129(2), 394-404.
American Hospital Association 2012 Committee on Research. (2013). Engaging Health Care Users: A Framework for Healthy Individuals and Communities. Chicago: American Hospital Association. Available from: http://www.aha.org/research/cor/engaging/index.shtml
American Hospital Association, Institute for Family-Centered Care. (2004). Strategies for leadership: Patient and family-centered care. Chicago, IL: American Hospital Association. Washington, DC. Available from: http://www.aha.org/aha/issues/Quality-and-Patient-Safety/strategies-patientcentered.html
American Society for Healthcare Risk Management. (2010). Patient- and family-centered care: Making a good idea work [Special issue]. Journal of Healthcare Risk Management, 29(4).
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References and Resources (cont’d)
Delbanco, T., Walker, J., Bell, S. K., Darer, J. D., Elmore, J. G., Farag, N., et al. (2012). Inviting patients to read their doctors' notes: a quasi-experimental study and a look ahead, Annals of Internal Medicine, 7, 461-70.
DeLeskey, K. (2009). Family visitation in the PACU: The current state of practice in the United States, Journal of Perianesthesia Nursing, 24(2), 81-5.
Edwards, J. (2010). Memorial Healthcare System: A Public System Focusing on Patient-and Family-Centered Care. Available from the Commonwealth Fund at: http://www.commonwealthfund.org/Content/Publications/Case-Studies/2010/Jul/Memorial-Healthcare-System.aspxEpstein, R. M., Fiscella, K., Lesser, C. S., & Strange, K. C. (2010). Why the nation needs a policy push on patient-centered health care. Health Affairs, 29(8), 1489-1495.
Feinberg, L. (2012). Moving toward person- and family-centered care, AARP Public Policy Institute, 1-7.
References and Resources (cont’d)
Gerdik, C., Vallish, R. O., Miles, K., Godwin, S. A., Wludyka, P, S., & Panni, M. K. (2010). Successful implementation of a family and patient activated rapid response team in an adult level 1 trauma center, Resuscitation, 81(12):1676-81.
Gruman, J., & Jeffress, D. (2009). Supporting Patient Engagement in the Patient-Centered Medical Home. Available from: http://www.pcpcc.net/filesSupporting_Engagement_PCMH.pdf
Hibbard, J. H., & Greene, J. (2013). What the evidence shows about patient activation: Better health outcomes and care experience; fewer data on costs. Health Affairs, 32(2), 207-214.
Hibbard, J., & Minniti, M. (2012). An evidence-based approach to engaging patients. In D. Nash, J. Clarke, A. Skoufalos, & M. Horowitz (Eds.), Health care quality: The clinician’s primer (pp. 245-262). Tampa, FL: American College of Physician Executives.
Homer, C. J., & Baron, R. J. (2010). How to scale up primary care transformation: What we know and what we need to know? Journal of General Internal Medicine, 25(6), 625-629.
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References and Resources (cont’d)
Institute for Patient- and Family-Centered Care: www.ipfcc.org.
Jabre, P., Belpomme, V., Azoulay, E., Jacob, L., Bertrand, L., et al.( 2013). Family presence during resuscitation, New England Journal of Medicine, 368, 1008-1018.
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.
Johnson, B., Abraham, M., Conway, J., Simmons, L., Edgman-Levitan, S., Sodomka, P., Schlucter, J., & Ford, D. (2008). Partnering with Patients and Families to Design a Patient- and Family-Centered Health Care System: Recommendations and Promising Practices. Bethesda, MD: Institute for Family-Centered Care. Available from: www.ipfcc.org/tools/downloads.html
References and Resources (cont’d)
Josiah Macy Jr. Foundation. (2013, January 17-20). Transforming patient care: Aligning interprofessional education with clinical practice redesign. Conference Recommendations. New York: Josiah Macy Jr. Foundation. Available at www.http://macyfoundation.org/docs/macy_pubs/TransformingPatientCare_ConferenceRec.pdf
Leape, L., Berwick, D., Clancy, C. Conway, J. Gluck, P., et al. (2009). Transforming healthcare: A safety imperative, Quality and Safety in Health Care, 18, 424-428.
Leonhardt, K., Bonin, D., & Pagel, P. (2008, April). Guide for developing a community-based patient safety advisory council. Rockville, MD: Agency for Healthcare Research and Quality. Available from http://www.ahrq.gov/ qual/advisorycouncil/
McAllister, J. W., Cooley, W. C., Van Cleave, J., Boudreau, A. A., Kuhlthau, K. (2013). Medical home transformation in pediatric primary care—What drives change. Annals of Family Medicine, 11, S90-S98.
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References and Resources (cont’d)
McGreevey, M. (Ed.) (2006). Patients as Partners, How to Involve Patients and Families in Their Own Care. Oakbrook Terrace, IL: Joint Commission Resources.
McMullan, C., Parker, M., & Sigwart, J. (2009). Developing a unit-based family advocacy board on a pediatric intensive care unit. The Permanente Journal, 13(4), 28-32.
Minniti, M. & Abraham, M. (2013). Essential Allies: Patient, Family, and Resident Advisors; A Guide for Staff Liaisons. Bethesda, MD. Institute for Patient- and Family-Centered Care.
National Working Group on Evidence-Based Health Care. (August, 2008). The role of the patient/consumer in establishing a dynamic clinical research continuum: Models of patient/consumer inclusion. Available from http://www.evidencebasedhealthcare.org/
Norman, N., Bennett, C., Cowart, S., Felzien, M., Flores, M., Flores, R., Haynes, C.,…Westfall, J. M. (2013). Boot camp translation: A method for building a community of solution. Journal of the American Board of Family Medicine, 26 (3), 254-263.
References and Resources (cont’d)
Peebles, S., Mabe, A., Fenley, G., et al., (2009). Immersing practitioners in the recovery model: An educational program evaluation. Community Mental Health Journal, 45, 239-245.
Reinersten, J. L., Bisognano, M., & Pugh, M. D. (2008). Seven leadership leverage points for organization-level improvement in health care (2nd ed). Cambridge, MA: Institute for Healthcare Improvement. (Available at www.ihi.org)
Scholle, S.H., Torda, P., Peikes, D., Han, E. & Genevro, J. (2010) Engaging patients and families in the medical home. Rockville, MD: Agency for Healthcare Research and Policy.
Shaller, D. (2008). High Performing Patient- and Family-Centered Academic Medical Centers. Available at www.pickerinstitute.org
Spencer, P. (2008). The security case for patient and family centered care. Journal of Healthcare Protection Management, 24(2), 1-5.
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References and Resources (cont’d)
Spencer, P. (2012). Security’s Role in PFCC. Journal of Healthcare Protection Management, 28(2), 30-34.
Strong, D. L., Kin, J. M., Kratochwill, E. W., & Typaldos, C. (2008). University of Michigan: Quality and safety in an academic medical center. The Joint Commission Journal on Quality and Patient Safety, 34(11), 671-677a.
Uhlig, P. N., Brown, J., Nason, A. K., Camelio, A., & Kendall, E. (2002). System innovation: Concord Hospital. The Joint Commission Journal on Quality Improvement, 28(12), 666-672.
Walls, M. (2009). Staff attitudes and beliefs regarding family visitation after implementation of a formal visitation policy in the PACU. Journal of Perianesthia Nursing, 24(4): 229-32.
Webster, P. D., & Johnson, B. H. (2000). Developing and Sustaining a Patient and Family Advisory Council. Bethesda, MD: Institute for Family-Centered Care.
References and Resources (cont’d)
Weingart, S. N., Simchowitz, B., Eng, T. K., Morway, L., Spencer, J., Zhu, J., et al. (2008).The you CAN campaign: Teamwork training for patients and families in ambulatory oncology. The Joint Commission Journal on Quality and Patient Safety, 35(2):63-71.
Weingart, S. N., Cleary, A., Seger, A. Eng, T. K., Saadeh, M., Gross, A., et al. (2007). Medication reconciliation in ambulatory oncology. Joint Commission on Accreditation of Healthcare Organizations, 33(12):750-757.
Weingart, S. N., Price, J., Duncombe, D., Connor, M., Sommer, K., Conley, K. A., et al. (2007). Patient and family involvement: Patient-report safety and quality of care in outpatient oncology. Joint Commission Journal on Quality and Patient Safety, 33(2):83-94.