The document summarizes strategies used for physician engagement during the planning and development of the Jim Pattison Outpatient Care and Surgery Centre (JPOCSC) in Surrey, British Columbia. Six key strategies were used: 1) designating physician co-leads, 2) creating a physician integrated lead council, 3) partnering physicians with operational engineers, 4) optimizing communication to physicians, 5) creating a bilateral statement of expectations, and 6) designing and implementing a comprehensive physician education, training and orientation program. These strategies helped ensure physician buy-in and a successful opening of the new facility on June 1, 2011.

1. Partners In Planning:
Successful Strategies in Physician Engagement at
The Jim Pattison Outpatient Care and Surgery Centre
Dr. Allan Holmes and Lisa Chu
2012 National Health Leaders Conference
June 4th, 2012
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2. The Fraser Health Authority (FHA)
• The largest Health Authority in British Columbia.
• Currently serving 1.6 Million people and challenged
with a unique and fast growing population.
• In 2005, the FHA commenced an initiative to relieve
the congestion of the Surrey Memorial Hospital.
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3. The Vision:
The new facility was conceived to be a model of evidence-
based practice, clinical integration and a great place for
physician and employees.
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4. The Jim Pattison Outpatient Care
and Surgery Centre
• Opened June 1st, 2011.
• The facility provides a single-stop approach to over 50
outpatient care services.
• Physician Engagement was identified as a significant
project risk and mitigated through the design and
deployment of six engagement strategies.

5. The Six Physician Engagement Strategies
1. Designating Physician Co-Leads
2. Creating a Physician Integrated Lead Council
3. Partnering Physicians with Operational Engineers
4. Optimizing Communication to Physicians
5. Creating a bilateral Statement of Expectations for both the
physicians and the JPOCSC administration
6. Designing and Implementing a comprehensive Physician
Education, Training and Orientation Program

6. Designating Physician Co-Leads
• Two physician leads were identified and funded to
provide overall physician leadership, focus on
engagement and oversee planning.
• Results: Enhanced communication and partnerships
between the physician community and project team.

7. Creating an Integrated Lead Council
• A council of physicians was created to represent each
major clinical area and provide a direct voice with
senior project staff.
• Results: An effective mechanism to collect and provide
feedback on physician related project issues during the
project planning stage.

8. Partnering Physicians and Operational
Engineers
• Worked directly together to map out current and
future states.
• Physicians were provided with access to data and
process mapping.
• Results: Improved clinical service delivery plans (esp.
OR) that included a ‘LEAN’ philosophy.

9. Optimizing Communication
• Effective communication strategy was a project priority
• Physician Co-Leads acted as a single point of contact and
communication screen for all physicians and bridge to various
project resources.
• Results: Increased physician uptake related to project matters
and cohesive relationship between physicians and the project
team development .

10. Documenting a Statement of Expectations
• Physician Leads facilitated the development of a SOE
between the JPOCSC administration and 175 physicians
working within the centre’s 25 clinical programs.
• Results:
1. A shared vision between physicians and administration.
2. Clear communication between the groups.
3. Significant physician ‘buy-in’ to the success of the
project.

11. Physician Education, Training and Orientation
• A mandatory, physician specific orientation program was created.
• ETO program covered building features, occupational health and
safety issues, clinical services and computer systems.
• The orientation was conducted over a 9 week period.
Results:
1. Solidified physician understanding of the new processes
developed in planning phase.
2. Prepared physicians for the ‘Go Live’ date.
3. Successful orientation of 100% of the JPOCSC physicians.

14. Concluding Remarks
• On June 1st 2011, JPOCSC administration and physicians
were able to celebrate in the successful opening of the
centre.
• All of the strategies employed contributed to the
successful engagement of physicians.
• The JPOCSC continues to build on successful partnership
achieved during the centre’s planning and design phase.

15. Questions