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2012 nhlc presentation 24 05 2012


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National Health Leaders Conference

Published in: Health & Medicine, Career
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2012 nhlc presentation 24 05 2012

  1. 1. Partners In Planning: Successful Strategies in Physician Engagement atThe Jim Pattison Outpatient Care and Surgery Centre Dr. Allan Holmes and Lisa Chu 2012 National Health Leaders Conference June 4th, 2012 1
  2. 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. 2
  3. 3. The Vision:The new facility was conceived to be a model of evidence-based practice, clinical integration and a great place forphysician and employees. 3
  4. 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. 5. The Six Physician Engagement Strategies1. Designating Physician Co-Leads2. Creating a Physician Integrated Lead Council3. Partnering Physicians with Operational Engineers4. Optimizing Communication to Physicians5. Creating a bilateral Statement of Expectations for both the physicians and the JPOCSC administration6. Designing and Implementing a comprehensive Physician Education, Training and Orientation Program
  6. 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. 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. 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. 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. 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. 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.
  12. 12. 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.
  13. 13. Questions