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Partners In Planning:

Successful Strategies in Physician Engagement at

The Jim Pattison Outpatient Care and Surgery Centre

Dr. Allan Holmes and Lisa Chu2012 National Health Leaders Conference

June 4th, 2012

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• 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.

The Fraser Health Authority (FHA)

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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.

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.

The Six Physician Engagement Strategies

1. 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

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.

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.

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.

• 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 .

Optimizing Communication

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.

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.

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.

Questions