Person-Centered Engagement at the Organizational Level Change Package
Center for Consumer Engagement in Health Innovation Health Care Transformation Task Force
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Monitoring Impact

Health care organizations should view person-centered engagement as a way to drive measurable improvements in operations that ultimately drive improvements in the quality of care they provide, in the health of their patients and in stabilizing or reducing costs. Quite frankly, it is also simply “the right thing to do.”   

Pro Tip: Do Not Start With a Blank Slate

In order to help organizational staff prioritize monitoring impact from the start, the Planning Workgroup can create a checklist of potential measures. This is not meant to be limiting, but rather as a means of stimulating conversation about the expected outcomes. The checklist will be especially helpful to patient and family advisors who may be less familiar with quality measurement concepts.

Monitoring impact should begin during the Planning phase, when the Planning Workgroup should establish goals and a clear framework for how the organization will define success.

There are a variety of qualitative and quantitative approaches that health care organizations can use to evaluate the performance of person-centered engagement efforts. Evaluation approaches should focus on both process measures and outcome measures, which can be both internal and external. Examples follow:

Process Measures
  • Number of advisory meetings
  • Advisor participation rate
  • Hours provided by advisors
Outcome Measures (Internal)
  • Utilization rates
  • Workflow changes
  • Change in visitation policies
  • Redesign of staff roles
  • New staff training policies
  • Staff burnout rates
  • Patient satisfaction scores
Outcome Measures (External)
  • Infection rates
  • Length of hospital stay
  • Decreased health disparities
  • Improved function
  • Health confidence
  • Feelings of autonomy
  • Quality of decision-making

Health care organizations should focus on implementing ongoing evaluation strategies, such as Plan-Do-Study-Act (PDSA) cycles, that continuously inform improvements to the design and operation of patient engagement strategies.

Additional Considerations for Evaluation

Notes from the Field

The three organizations featured in the case studies realized important impacts and successes that directly emerged from its patient engagement strategies and structures. Examples include:

  • One hospital in the Trinity Health system saw an increase in their patient experience ratings on standard surveys such as HCAHPS and their net promoter score, which they attributed to improved staff interaction with patients in response to engagement activities.
  • Over two years (FY18 and FY19), patient experience data showed a 6.2% increase in Children Mercy’s ability to ease child discomfort after engaging PFAs in identifying strategies to minimize pain associated with needle use.
  • HRHCare reduced patient wait times by changing its protocol for scheduling provider appointments to review lab results.

It is essential to communicate results of consumer and family engagement efforts both internally and externally. Patient and family advisors need the information to understand the value of their work on behalf of the organization and to bolster their commitment to continuing their efforts. Communicating impacts of engagement activities to the staff of the entire organization helps to build the case for ongoing investment in engagement structures, and greater understanding of the ROI. To the extent possible, describe the connection between the feedback you received from advisors and the ultimate outcome. Finally, communicating impacts externally conveys to the communities you serve the value your organization places on quality improvement and consumer engagement.

Self-Assessment Questions

On a scale of 1 to 5 (with 1 indicating “strongly disagree” and 5 indicating “strongly agree”), rate your organization’s performance on the following questions:

  • My organization has established goals and a clear framework for how we will define success in its consumer engagement activities.
  • Our Engagement Team collaborates with consumer advisors to select specific measures of success for each engagement activity. We consider process measures, outcome measures and patient-reported outcome measures and work with advisors to monitor progress on those measures.
  • We stratify quality data by race, ethnicity, and language in order to uncover and respond to health disparities.
  • My organization regularly communicates the results of our consumer engagement activities to leadership.
  • My organization regularly communicates the results of our consumer engagement activities to external audiences.


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The views expressed here do not necessarily reflect the views of the Foundation.

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