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Patient & Family Advisory Councils: the Business Case for Starting a PFAC & PFAC Survey Results
The document discusses the importance of Patient & Family Advisory Councils (PFACs) in hospitals, highlighting their role in improving patient care and safety while also potentially saving costs. It summarizes survey results indicating the benefits of PFACs, such as reduced medication errors and readmission rates, and provides recommendations for establishing and sustaining these councils. Key strategies include measuring success, involving patients in hospital committees, and treating PFACs as valuable consumer research tools.
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Patient & Family Advisory Councils: the Business Case for Starting a PFAC & PFAC Survey Results
- 1. Patient & FamilyAdvisory Councils (PFACs): the Business Case for Starting a PFAC & PFAC Survey Results Barbara Lewis, MBA March 12, 2015 1
- 2. Barbara Lewis, MBA •Act 1 – Journalist: national publications WSJ to Ladies Home Journal > Modern Healthcare & BMJ • Act 2 - Founder - marketing company for professional service firms – MBA from UCLA Anderson School of Management where I lecture • Act 3 - Founder – Joan’s Family Bill of Rights 2012 • Co-chair of The Beryl Institute’s Global Patient & Family Advisory Council • Member of the Kaiser Permanente Regional Member Advisory Council • P/T Managing Editor of DocCom – on-line interactive communication skills learning platform for clinicians and students (DocCom.org) > Beryl Grant (HCAHPS) • DocCom free trial subscription – send me an email 2
- 3. Agenda • Background • SurveyResults • PFAC Impact Examples • Oops…We Forgot to Ask Patients • Recommendations. 3
- 4. I’m on aMission 4 Keynoter called for patients on committees State mandate CEO wants to start a PFAC Audible groans from audience Lip service only Needs a business case Prove that PFACs save hospitals money!
- 5. Patient & FamilyAdvisory Council (PFAC) Description • 5 to 20 members represent the hospital population • Meet periodically – once a month for 1 to 3 hours • Snacks and drinks provided • Perhaps stipend for parking, mileage, babysitting • Tackle issues members identify or hospital requests feedback. 5
- 6. Background • PFACs startedin the 1980s • Pediatric hospitals were some of the first • In Massachusetts, PFACs are mandated, also in Canada & England 6 Any others? Please let me know.
- 7. How Many Hospitals Don’thave a PFAC? 60% 40% No PFAC PFAC 7 ~5,000 hospitals in the U.S.
- 8.
- 9. 2 Surveys • March2014 – Supported by the Beryl Institute (TheBerlyiInstitute.org) – 60 participants – 17 questions • November 2014 – Supported by Partnership for Patients (JoansFamilyBillOfRights.com) – 209 participants – 22 questions 9
- 10. In what areasdoes the PFAC contribute? 93% 81% 78% 76% 74% 57% 52% 52% 50% 40% 40% 40% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 10
- 11. What committees/improvement teams/boards arepatients & family members on? 11 57% 48% 38% 24% 23% 19% 16% 14% 11% 14% 0% 10% 20% 30% 40% 50% 60%
- 12. Do PFAC projectshave metrics to gauge success? 57% 26% 5% 12% 0% 10% 20% 30% 40% 50% 60% Sometimes Never Always Don't Know Let me know if your PFAC measures results. 12
- 13. If you havea PFAC or are planning one, do you have a budget? 13 42% 58% 0% 10% 20% 30% 40% 50% 60% 70% Yes No
- 14. What’s the Cost? •Most PFACs have little budget – Staff devotes some hours – Food and drinks 14
- 15. How many full-timeemployees are engaged in staffing your PFAC? 15 No FTEs - the PFAC is staffed by volunteers, 14% Less than one FTE, 24% 1 to 2 FTEs, 29% More than 2 FTEs, 15% Not Applicable, 19%
- 16. Do you trackreturn on investment related to your PFAC? 16 Yes, 9% No, 53% Don't know, 16% Not Applicable, 22%
- 17. PFAC at Work Problem: Medication errorsin neuroscience unit Solution: Patient explanations & descriptions Benefit: 62% less errors 17
- 18. PFAC at Work Problem: Readmission Rate Solution: 2council members visit home Benefit: Rate dropped to 8% from 15% saving $000s 18
- 19. Vanderbilt University MedicalCenter • Needed new chairs • Picked out chairs, but the PFAC nixed • Saved $540,000 when PFAC members recommended against chair purchase. 19
- 20. • Patients frustratedover recurring problems with billing practices • 2 letters to better explain fees & discount for prompt payment • Result: prompt payments increased by 6 fold – Boosted the net present value of the collections – Decreased collection costs. 20
- 21. Oops…We forgot toAsk Patients! • Welcome Packets – cannot use them • 10-story inpatient tower – Designed Surgical Waiting Room • No windows • Long narrow room • 4 TVs – Redesign • Modular seating • Windows and “amazing” murals • Tables and chairs • Lockers • Hundreds of electrical outlets • Vending machines • Play area for children 21
- 22. Mission • PFAC inevery hospital • Metrics with every project 100% 22
- 23. If you donot have a PFAC, select the reason that best describes why 23 43% 43% 29% 29% 14% 14% 29% 14% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Staff to implement Time limitation Competing initiatives Not a designated priority in our strategic plan Little knowledge about PFACs Money Don't know Other
- 24. If you discontinuedyour PFAC, select the reason that best describes why • Change in leadership • Couldn't find patients to participate 24
- 25. If you cannotfind patients, please explain your the challenges • Finding patients with specific conditions • Finding diverse patients • Lack of time commitment • Health issues of prospective members • Finding younger people, especially parents with young children • Lack of patients’ confidence in public interaction, presentation skills • Rural location 25 Who has virtual PFACs? Please let me know.
- 26. Finding Patients toParticipate 1. Community groups 2. Written comments in survey 3. Patients and family members who have complimented and complained to the hospital and staff 4. Recommendations from staff, ombudsmen, etc. 5. Newsletter articles requesting volunteers 6. Website page that invites visitors to apply 7. Pamphlets in waiting areas 8. Posters in the cafeteria 9. Messages in pharmacy bags 10.Local TV Public Service Announcements (PSAs). 26
- 27. Top 10 Recommendations (Havea PFAC) 1. Use metrics before & after 2. Track all projects & results 3. Report on results and distribute to leadership 4. Implement all projects with a process 5. Reboot if PFAC is struggling 6. Train PFAC members on committee participation, story telling,etc. 7. Involve patient & family members on all hospital committees 8. Survey leadership on PFAC’s impact 9. Spread the word about the availability of PFAC for research 10.Treat PFACs as valuable consumer research tools. 27
- 28. Success Steps toLaunch PFAC 1. Conduct feasibility assessment - In your opinion… 2. Formally solicit support from leadership 3. Identify a high level champion 4. Identify PFAC area - e.g. general, pediatric, etc. 5. Develop a budget 6. Establish a time-line 7. Decide on the PFAC size 8. Analyze the hospital’s demographics 9. Identify the ideal candidate qualities 10.Create plan to identify candidates 11.Create the application process 12.Develop the application. 28
- 29. Success Steps toStaff Council 1. Identify potential candidates to mirror demographics 2. Invite candidates to apply 3. Request applications from candidates 4. Interview the candidates 5. Select the candidates to attend first meeting 6. Identify staff liaison 7. Conduct the first meeting 8. Train the candidates in PFAC dynamics 9. Invite applicants to become members 10.Provide hospital training and education 11.Provide medical tests. 29
- 30. Success Steps forSustainability 1. Create the Vision, Mission and Norms and Charter 2. Select the Chair or Co-Chairs 3. Identify projects 4. Establish metrics 5. Institutionalize projects 6. Monitor success 7. Report results 8. Solicit involvement from hospital staff 9. Publicize results 10.Bring members onto all hospital committees 11.Allow PFAC to run on its own. 30
- 31. What Hospitals Sayabout PFACs • “Mutually Beneficial Partnership” • “We don’t do anything without consulting our PFAC” • “PFACs are partners in everything that we do” • “How can a hospital NOT have a PFAC?” 31
- 32. PFACs… • …save hospitalsmoney • …improve safety • …enhance the patient experience That’s the Business Case! 32
- 33. Starting and SustainingPFACs: from Leadership Assessment to Success Metrics I. Introduction II. The PFAC Start-up A. Leadership Support B. Making the Business Case for a PFAC C. Forgetting to Ask the PFAC D. Identifying Barriers E. Finding a Champion F. Identifying the Staff Liaison G. Developing the Budget H. Compensating the Members I. Creating the Timeline III. Council Members A. Deciding on the Size B. Analyzing the Demographics C. Identifying the Ideal Candidate Qualities D. Creating the Job Description E. Deciding on Parameters F. Finding Candidates G. Using an Application Process H. Interviewing the Candidates I. Interviewing Departing Members IV. The First Meeting A. Training the Candidates B. Creating the Charter C. Selecting the Chair or Co-Chairs V. Projects A. Establishing Metrics 1. Survey Results 2. Sample Metrics B. Identifying Projects C. Operationalizing Projects D. Monitoring Success E. Reporting Results VI. Mature PFACs VII. Institution Support A. Publicizing Results B. Asking Patients to Join Committees VIII. Black Belt in PFACs IX. Resources Wiki-type document to add info, comment, etc. 33
- 34. Doctella Patient EngagementSolution Doctella is looking for partners to help get its tools into the hands of patients. We are offering a free 6 month pilot to the first 3 PFACs that express interest. Doctella is a mobile health company that partners with health care providers to create more meaningful interactions between patients and their doctors. We work with health experts to develop lists of questions specific to each surgery and procedure so that patients can use these to ask the important questions and get answers at each point along their care journey. Doctella also offers the “Patient Passport” – a guide to make conversations easier in hospitals. The Passport allows patients to prepare in advance their history, any needs or concerns they have, and preferences for treatment and care. Read about the Patient Passport in the Wall Street Journal. In addition to the pre-prepared list of questions, you can add your own questions in Doctella. You can also write notes to yourself, set reminders and appointments that are synced to your calendar, record audio conversations, and review lists of “things to do” after each step of your care journey. Doctella makes it easy to share these functions with your family, friends, and health care team. If interested in exploring a pilot, please email [email protected] 34
- 35. Barbara Lewis, MBA [email protected] www.JoansFamilyBillofRights.com 818.784.9888 GoogleDrive Doc as a Resource & for Comments Starting and Sustaining Patient & Family Advisory Councils: From Leadership Assessment to Success Metrics http://joansfamilybillofrights.com/pfacs-from-starting-up-to-sustaining/ Click on the link on the page © 2015 Joan’s Family Bill of Rights