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Committee for Improvement of Performance Through People: Strengthening Influence Over Work and Engagement in Primary Care Clinical Pharmacy



 

Beverly Kroner, PharmD; Alex Block, PharmD

https://doi.org/10.7812/TPP/18-071-20

Abstracts from the Kaiser Permanente 2018 National Quality Conference

From Colorado

Background: Leaders in organizations often say people are their most important assets, yet actions may not always demonstrate this. Supervisors typically try to keep their barometer in the middle, with the organization at one end and the people at the other. In tough times, such as when the financial picture is not looking positive, people are often given less attention and may feel less valued. We wanted to move our barometer more towards people.
Methods: Problem: We say people are our number one priority, but our actions may not always demonstrate this. Intervention: After a supervisory off-site meeting with the theme of people, supervisors invited 4 team members to work with them to ensure a renewed focus on people. Comparison: People Pulse results in 2017 increased in 16 of 16 indices compared with 2016. Outcome Measures: The work unit index (most influential for supervisors) increased by 6 points to 95% and the engagement index increased by 11 points to 90%. The statement, “I have enough say in how I do my job” increased 17 points to 86%.
Results: Primary Care Clinical Pharmacy Services (PCCPS) includes 38 clinical pharmacy specialists supporting patient care teams in 28 ambulatory medical offices. Four team members and the supervisory team formed the Committee for Improvement of Performance through People (CIP2) in April 2016. CIP2 members worked directly with the PCCPS team and supervisory team to identify perceived problems and to develop possible solutions. CIP2 members sent a survey to the team in May 2016. Five major themes were identified from the survey results (Flexibility, Autonomy, Collaboration, Work Environment, and Career Support), and items were further stratified into 1 of 4 quadrants: 1) easy, noncontroversial; 2) easy, controversial; 3) hard, noncontroversial; and 4) hard, controversial. CIP2 delegated responsibilities for individual items, commencing work with easy, noncontroversial items.
Discussion: The Colorado Region has faced significant challenges in providing affordable care to a growing population of shorter-term members with high-deductible coverage. A reaction has been to ask even more of care teams to improve performance. As an alternative reaction, the PCCPS supervisory team collaborated with a team of frontline staff on working smarter and removing barriers to allow the team to work even more efficiently while still delivering on quality, safety, and affordability initiatives. One limitation to expanding this concept is CIP2 members had the respect and credibility of the PCCPS team. Without this, they might not have been as successful.

Abstracts from the Kaiser Permanente 2018 National Quality Conference

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