Minutes of a Meeting of the Board of Directors

Transcription

1 Oregon Patient Safety Commission Minutes of a Meeting of the Board of Directors January 20, 2017, 8:30 a.m., at the Oregon Patient Safety Commission Office, Portland, OR Attendees Members Present Members Absent Staff Guests Melinda Muller (chair), Jill Rissi (vice-chair), Beth Biggs, Hester Carr, Gayle Evans, Amy Heinlen, Judy Marvin, Leah Mitchell, Kecia Norling, Maureen Ober, Regina Rose, Dana Selover, Doug Shumaker, Suzanne Washington, Natasha Tobias-White Melissa Parkerton (Interim Executive Director), Beth Kaye, Heather Gates, Megan Deardorff, Mark Guadagna, Valerie Harmon, Mary Ludlum, Mary Post, Rebecca Rottman, Nicole Staudinger, Barbara Wade Michael Kosmala, Twin Goats LLC; Kathy Kniep, Kathy Kniep Consulting Agenda Items Call to Order Introductions Strategic Planning: Overview Strategic Framework Chair Melinda Muller called this meeting of the Oregon Patient Safety Commission (OPSC) Board of Directors to order at 8:44 a.m. Board and staff introduced themselves and shared why they each felt this was an important opportunity to convene for strategic planning. Michael Kosmala, a consultant OPSC hired to assist with strategic planning, shared some of the preparation he has done in anticipation of the session, as well as his approach for the work ahead. Michael explained that the bulk of work during the day will be strategizing to optimize organizational effectiveness. Michael explained that he has already done a baseline assessment of OPSC through individual staff interviews and multiple group workshops. He then reviewed the strategic planning timeline and framework. Michael reviewed OPSC's strategic framework and requested the board and staff keep these concepts and questions in mind throughout the day's discussion: Established vision Safe healthcare for all Oregonians Established mission To improve patient safety by reducing the risk of serious adverse events occurring in Oregon's healthcare system and by encouraging a culture of patient safety Unique role Michael asked board and staff to consider the unique and sustainable value that OPSC delivers, as well as where we deliver it, and to whom. Values Michael asked that board members make time at some point in

2 the day to give input on the five organizational values developed by staff: integrity, passion, responsiveness, collaboration, and innovation. Areas of Focus Michael explained that throughout the day, board and staff would develop three to five imperatives that we must accomplish in this planning cycle, including defined objectives, key initiatives, and strategies and supporting activities to achieve said objectives. Michael clarified that this framework is a working draft that will be continuously updated and presented at each board meeting for discussion. Current State of OPSC Michael gave an overview of assumptions about the current state of the organization based on what he has observed through interactions with staff, and the multiple components to be aware of that are currently in place as we look toward the future. Board members and staff contributed additional ideas. External components include: The uncertain future of the Affordable Care Act The future of Oregon Coordinated Care Organizations (CCOs) The Federal Patient Safety Organization (PSO) 2017 mandate that all hospitals contract with a federal PSO and the details of establishing OPSC as a "reasonable exception" The different ways in which all insurance companies function, resulting in difficulty for each type of healthcare setting to meet requirements Constantly changing funding sources Increased deductibles resulting in a lack of trust in the healthcare system and patients are entering the system sicker Federal-level political chaos State budget crisis OPSC's lack of legislative champions (the board commented that in order to develop relationships with legislators, leadership needs to maintain frequent contact, which we should keep in mind when hiring a new executive director) Changing technology factors, including integration of new systems, e.g., electronic health records Lack of established denominator to measure progress of fulfillment of mission Internal components include: Staff leadership transition Patient Safety Reporting Program (PSRP) lack of resources, changing work structure Early Discussion and Resolution (EDR) uncertain funding, changing work structure Quality Improvement Initiatives uncertain funding, desire for a sustainable baseline Resources o Staff incapacity (concerns exist about burnout and work-life balance) o Not currently very financially stable Stakeholder Mapping Staff and board created a map of stakeholders, which includes PSRP segments, associations that represent PSRP segments, trade associations, community Oregon Patient Safety Commission: Minutes of a Meeting of the Board of Directors, January 20, 2017 Page 2 of 5

3 associations, purchasers, funders, healthcare providers, patients and families, educational institutions, state agencies, and the legislature. Staff and board then categorized stakeholders based on how directly OPSC staff interacts with each entity. The issue was raised that the stakeholders for each core OPSC program are slightly different, so it is a challenge to categorize them in such a broad manner. Board members expressed the desire to revisit this issue regularly throughout the strategic planning process so as to stay on task in adequately fulfilling our mission. Focus Areas Strategic Possibilities and Conditions for Success With the morning's conversation in mind, Michael proposed four strategic problems upon which to focus our thinking for the rest of the day: financial stability, program impact, operational effectiveness, and organizational awareness. Staff and board discussed the need to refine the label of "awareness" so as not to lose the engagement emphasis, and the problem label was updated to "awareness/engagement." Board and staff also discussed the possibility of combining operational effectiveness and financial stability, as each actually presented unique issues and challenges, and agreed that they should be kept separate. Michael introduced an activity to clarify what board and staff consider to be key problems within each of the identified focus areas. Financial Stability Program Impact The key problem identified with the focus on program impact was the challenge of demonstrating value and the lack of a means for measurement. Is there any way to answer the question, "Are we impacting patient safety?" Melissa Parkerton, Interim Executive Director, explained that we are actually currently measuring some things effectively, for instance, engagement in PSRP and quality of reports. Michael shared the opinion that the board is uniquely positioned, with their diverse areas of expertise, to help with the engagement and connection with each unique audience from each core program, and recommended that part of the strategic plan should be for the board to determine the needs for their individual areas of expertise and develop recommendations from the board to solve for those needs. With this system in place, the board could present these recommendations to OPSC leadership, who would then identify the obstacles to those recommendations and have a conversation about the board's strategies for overcoming those obstacles. Operational Effectiveness The key problem identified with the focus of operational effectiveness was the issue of accounting for organizational growth and restructure. OPSC has grown an immense amount since its inception and a need has emerged for established policies and procedures to help streamline and normalize internal operations. Michael suggested performing an assessment to determine core problems and where we should focus our energy and resources. Engagement/Awareness The key problems identified with the focus of engagement/awareness were lack of awareness within the healthcare community about OPSC and the need for identifying ways to further engage our constituency, specifically in regards to Oregon Patient Safety Commission: Minutes of a Meeting of the Board of Directors, January 20, 2017 Page 3 of 5

4 demonstrating our value. Board members and staff then participated in an activity to generate strategic possibilities and conditions for success, the outcome of which was captured by Michael and which will be discussed at future board meetings. Executive Director Recruitment Kathy Kniep, a consultant OPSC has contracted to assist in hiring our new executive director, gave an overview and projected timeline of the upcoming process. Kathy explained that she will be working with a recruitment committee including both board and staff, with clearly defined roles for each committee member, including herself. Staff inquired as to whether Kathy has any recommendations for who should be represented from OPSC staff. Kathy responded that organizational diversity should be present so that each level of perspective was represented. Board members asked if Kathy had any specific strategy for recruiting candidates that are currently employed, as opposed to solely depending on those seeking employment. Kathy explained that her initial assessment for designing the job description would include suggestions from our current network that we consider to be ideal candidates, and that once these were determined, we could explore each opportunity and approach them on a case by case basis. Board members inquired as to how important patient safety experience would be in choosing our ideal candidates, and brought the question to the group of the possibility of being flexible regarding this requirement in order to focus on other strengths and skills that may be more important. Board and staff agreed that this could be an item for discussion when determining the order of skill prioritization. Staff inquired as to exactly what Kathy's role would be throughout the recruitment and hiring process. Kathy responded that per her contract, her main role will be to coordinate with, participate in, and lend her expertise to the hiring committee. She explained that depending on organizational preference, she also might assist in scoring resumes, checking references, etc. Kathy assured the group that in her opinion, the process is as important as the outcome, and she wants everyone to be comfortable and confident in how it went. The board inquired as to whether Kathy will help guide decisions regarding issues such as compensation, salary ranges, and benefits. Kathy replied that these issues are a clearly defined component of her role and that she is available at any time for any level of interaction and input the board and staff desires. Kathy asked for suggestions regarding best strategies for outreach besides the usual channels of Mac's List and LinkedIn. Melissa mentioned that the National Patient Safety Foundation has a new career board that would be an ideal place to post the opportunity, and that Healthcare News also includes a patient career opportunity announcement in their monthly newsletter. Other suggestions for recruitment included looking into ZipRecruiter. The board expressed their desired emphasis on a thorough reference check to get a full "360 view." Kathy agreed and explained that she is a great proponent of multiple interviews. Staff inquired as to whether Kathy had suggestions for reaching a culturally diverse set of candidates. Kathy shared that she has a list of strategies for appealing to a culturally diverse pool, and a list of well-networked connections Oregon Patient Safety Commission: Minutes of a Meeting of the Board of Directors, January 20, 2017 Page 4 of 5

5 representing marginalized communities. Melissa suggested also using the various listservs to which board members and staff subscribe, and to look into relevant conferences that have associated job boards. Wrap up Public Comment Adjournment Michael explained that he will process all the input from the day's activities and incorporate it into the strategic framework document, which will then be presented to the board for input on priorities for moving forward. After discussion at the February meeting, the goal is that the board will approve the finalized strategic framework at the April meeting. Melissa asked how much Michael plans on eliciting input from the board outside of their regularly scheduled meetings. Michael responded that it will depend upon the urgency of the issue at hand, but that he does not foresee much need for this. Melinda cautioned that we be careful about eliciting input outside of meetings because of public meeting laws. Michael inquired as to whether anyone had any final observations or questions. Staff commented that they were very grateful and pleased with the high level of board engagement. Board members shared a similar sentiment, and added that staff was not as involved at the last strategic planning meeting, so it was very valuable to be able to have their presence and input at this one. Melissa asked if board members might consider holding meetings at the OPSC office instead of at the customary location. Board members did not express any opinions for or against, but recommended we check with those members not present, as many of them have a longer distance to travel. Board members suggested that an interpretive flyover of the OPSC statute may be helpful at the next board meeting. Melissa confirmed that this would be a good idea and that we will incorporate it into the February meeting agenda. A public member commented that she really appreciates having the opportunity to observe this process, and commended OPSC for the important work we do. The meeting was adjourned at 4:19 p.m. The next meeting is scheduled for February 14, 2017 at Legacy Meridian Park s Community Health Education Center, SW 65th Ave., Tualatin OR The meeting schedule is available on the Board of Directors page at the Patient Safety Commission s website. Oregon Patient Safety Commission: Minutes of a Meeting of the Board of Directors, January 20, 2017 Page 5 of 5