Supporting Patient and Family Engagement for Healthcare Improvement: Reflections on “Engagement-Capable Environments” Pan-Canadian Learning Collaboratives

Fancott, Carol; Baker, G. Ross; Judd, Maria; Humphrey, A.S.; Morin, Angela

doi:10.12927/hcq.2018.25642

Cited by 30 publications

(31 citation statements)

References 14 publications

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“…In her review of the literature on how to manage obesity, including bariatric surgery, Jennie Echols identifies, among other things, the participants' commitment and collaboration in caring for their care [20]. One of the 6 levers for improving health services recognized by the Canadian Foundation for the Improvement of Health Services is this mobilization of the patient and the citizen [16]. Building a program from partner patient consultation also reinforces the relevance of the key messages, as illustrated by the contribution of the Focus Group (C) and the need for an overall vision of the key messages for the patient in maintaining weight away from surgery.…”

Section: Discussionmentioning

confidence: 99%

“…Exploring the needs of patients is central to the design or re-evaluation of a therapeutic education program. The Patient constitutes a legitimate partner for the care teams involved in this process at the crossroads of both experiential and scientific knowledge, emotional and rational intelligences, efficiency logics and appropriation logics, as the underpinning Montreal Model [14][15][16]. This relationship model between patients, like a cares' actor, and caregivers exceeds the care and concerns education and research.…”

Section: Introductionmentioning

confidence: 99%

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Transforming with partner patients a program of preparation for bariatric surgery

Somers

Correia

Blyweert

et al. 2019

Educ Ther Patient/Ther Patient Educ

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Introduction: The current collective preparation program for obesity surgery is performed by an interdisciplinary team over four non-consecutive days. In order to optimize the delays of the program and to improve the educational offer a temporal condensation of this service in the proximity of the intervention was decided. The objective of this study is to describe the creation process of the new obesity surgery preparation program based on the needs of partner patients. Materials and methods: We conducted semi-structured focus groups with 50 patients over 3 successive stages of the surgical journey: at the beginning and end of the collective preparation and then 2 to 14 months after the surgery. The analysis crosses by theme the needs identified. Results and discussion: Our study allowed to authenticate a central need of sharing with witnesses, a need for information (medical, dietary, behavioral), and a need for longer-term projection (transformations, investment axes to support weight loss). Conclusion: The preparatory needs identified by the partner patients served as a guide for the transformation of the existing program. This experiment paves the way for a partnership with patients established and recognized by the institution of care in the evaluation process of this program.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Transforming with partner patients a program of preparation for bariatric surgery

Somers

Correia

Blyweert

et al. 2019

Educ Ther Patient/Ther Patient Educ

View full text Add to dashboard Cite

show abstract

“…QI implementation studies also recognize the key role of HCO managers in setting QI goals [47], centralizing QI goals and tasks as a core function of the governance structure [48], and supporting QI initiatives via adequate resource allocation [49][50][51][52]. These key practices were used by top and midlevel managers to support PP implementation and its sustainability over time.…”

Section: We Have Meetings With Patients and Professionals To Assess Pmentioning

confidence: 99%

Partnering with patients in quality improvement: towards renewed practices for healthcare organization managers?

Clavel

Pomey

Ghadiri

2019

Preprint

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Background Around the world, many healthcare organizations engage patients as a quality improvement strategy. In Canada, the University of Montreal developed a model which consists in partnering with patient advisors, providers, and managers in quality improvement. This model was introduced through its Partners in Care Programs experimented in several quality improvement teams in Quebec, Canada. Partnering with patients in quality improvement brings about new challenges for healthcare managers. Although this model is recent, little is known about how managers contribute to implementing and sustaining it using key practices. Methods In-depth multi-level case studies were conducted within two healthcare organizations which have implemented a Partners in Care Program in quality improvement. The longitudinal design of this research enabled us to monitor the implementation of patient partnership initiatives from 2015 to 2017. In total, 38 interviews were carried out with managers of different levels (top-level, mid-level, and front-line) involved in the implementation of Partners in Care Program. Additionally, seven focus groups were conducted with patients and providers. Results Our findings show that healthcare managers are engaged in four main types of practices: 1-designing the patient partnership approach for it to make sense to the entire organization; 2-structuring patient partnership to support its implementation and sustainability; 3-managing patient advisor integration in quality improvement to avoid tokenistic participation; 4-evaluating patient advisor integration to support continuous improvement. Designing and structuring patient partnership are based on traditional management practices usually used to implement quality improvement initiatives in healthcare organizations, whereas managing and evaluating patient advisor’ integration require new daily practices from managers. Our results revealed that managers of all levels, from top to front-line, are concerned with the implementation of patient partnership in quality improvement. Conclusion This research adds empirical support to the lack of evidence on daily managerial practices used for implementing patient partnership initiatives in quality improvement and contributes to guiding healthcare organizations and managers when integrating such approaches.

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“…QI implementation studies also recognize the key role of HCO managers in setting QI goals [47], centralizing QI goals and tasks as a core function of the governance structure [43], and supporting QI initiatives via adequate resource allocation [48][49][50][51]. These key practices were used by top and midlevel managers to support PP implementation and its sustainability over time.…”

Section: Designing and Structuring Pp: How Managers Adapt Typical Chamentioning

confidence: 99%

Partnering with patients in quality improvement: towards renewed practices for healthcare organization managers?

Clavel

Pomey

Ghadiri

2019

Preprint

View full text Add to dashboard Cite

Background: Around the world, many healthcare organizations engage patients as a quality improvement strategy. In Canada, the University of Montreal has developed a model which consists in partnering with patient advisors, providers, and managers in quality improvement. This model was introduced through its Partners in Care Programs tested with several quality improvement teams in Quebec, Canada. Partnering with patients in quality improvement brings about new challenges for healthcare managers. This model is recent, and little is known about how managers contribute to implementing and sustaining it using key practices. Methods: In-depth multi-level case studies were conducted within two healthcare organizations which have implemented a Partners in Care Program in quality improvement. The longitudinal design of this research enabled us to monitor the implementation of patient partnership initiatives from 2015 to 2017. In total, 38 interviews were carried out with managers at different levels (top-level, mid-level, and front-line) involved in the implementation of Partners in Care Programs. Additionally, seven focus groups were conducted with patients and providers. Results: Our findings show that managers are engaged in four main types of practices: 1-designing the patient partnership approach so that it makes sense to the entire organization; 2-structuring patient partnership to support its implementation and sustainability; 3-managing patient advisor integration in quality improvement to avoid tokenistic involvement; 4-evaluating patient advisor integration to support continuous improvement. Designing and structuring patient partnership are based on typical management practices used to implement change initiatives in healthcare organizations, whereas managing and evaluating patient advisor integration require new daily practices from managers. Our results reveal that managers at all levels, from top to front-line, are concerned with the implementation of patient partnership in quality improvement. Conclusion: This research adds empirical support to the evidence regarding daily managerial practices used for implementing patient partnership initiatives in quality improvement and contributes to guiding healthcare organizations and managers when integrating such approaches.

show abstract

Supporting Patient and Family Engagement for Healthcare Improvement: Reflections on “Engagement-Capable Environments” Pan-Canadian Learning Collaboratives

Cited by 30 publications

References 14 publications

Transforming with partner patients a program of preparation for bariatric surgery

Transforming with partner patients a program of preparation for bariatric surgery

Partnering with patients in quality improvement: towards renewed practices for healthcare organization managers?

Partnering with patients in quality improvement: towards renewed practices for healthcare organization managers?

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