Building a Multi-Disciplinary Engagement Team

The successful implementation and operation of an engagement strategy requires a hands-on team to coordinate engagement activities and manage the feedback provided by consumers. The size of this team will vary based on organizational factors and the strategies selected. It should consist of several people who are dedicated full time to the effort, or a primary lead working with people sharing time between this effort and their existing role. The purpose of the engagement team differs from that of the planning workgroup because it is a permanent team that breathes life into the engagement strategy. That said, there might be some crossover membership between these two bodies.

Key steps in building a multi-disciplinary team

• NOTE FROM THE FIELD

  At HRHCare, the head of the Patient Experience Team, which oversees all patient engagement strategies, is a member of the executive cabinet, the highest level of the organization, where key decisions are made.

  SEE THE CASE STUDY
  

  Identify a point person to coordinate and/or oversee the development and operation of engagement work. This person must have experience working directly with consumers and families and a demonstrated commitment to engaging people from historically excluded communities. They must be visible and well respected by the leadership of the organization and possess organizational savvy. While this person can serve as the leader of the effort, it should be noted that this cannot be a “one-person” show. Thus, the point person should have demonstrated abilities in leading teams and delegating authority. Other critical qualifications include strong communication, active listening, facilitation and conflict resolution skills, as well as a high degree of emotional intelligence and an interest in developing advisors’ skills.
• Recruit a core team of dedicated staff members at all levels from key departments across the organization. These should include, at the very least, staff from member services, quality and provider groups (physician and nursing). In an outpatient setting, this should include medical and nursing staff (including physician’s assistants, nurse practitioners and/or medical assistants), as well as case managers. In either setting, if the organization has a staff member in charge of diversity, equity and inclusion, they should be involved as well. Ensure that all team members have buy-in from their departments about the importance of consumer engagement and the ability to dedicate time to the effort. As with the point person, each of these staff members must be committed to engaging people from historically excluded communities. Team members must also demonstrate a commitment to breaking down the all-too-common hierarchical barriers that exist within many health care organizations.
• Recruit several patient and community members to serve on the multi-disciplinary team. These members must be representative of the community served by the organization, including people who directly bear the burdens of social factors such as poverty, racism and cultural insensitivity. Members may include those who served on the planning workgroup, but you could recruit additional members. It is important that consumer members make up at least 25 percent of the team. The point person should take the lead in ensuring that the team is inclusive so that the consumer members feel welcome, respected and have the tools they need to fully participate as equals.
• Make communication every team member’s job. Every member of the Engagement team should take responsibility for keeping other staff members informed about consumer and family engagement activities. This will help with recruiting advisors as well as with fostering a patient-centered engagement culture. One example of a communication channel is to produce a monthly update email that team members contribute to and assist in disseminating across the organization. Similarly, consumer members should take responsibility for communicating with members of their own communities (individuals and/or organizations) about the health care organization’s engagement activities.

Resources

1. Foundational Materials:
   • Institute for Healthcare Improvement: Partnering with Patients to Design Patient Centered Care System Roadmap
   • Aligning Forces for Quality: Engaging Patients in Improving Ambulatory Care
2. Tips and Tools:
   • IPFCC: Tips for Group Leaders and Facilitators on Involving Patients and Families on Committees and Task Forces
   • IPFCC: Staff Liaison to Patient and Family Advisory Councils and Other Collaborative Endeavors
   • American Health Association: Strategies for Leadership: Patient- and Family- Centered Care: A Hospital Self-Assessment Inventory
   • CHCS: Best Practices for Convening a Community Advisory Board