change through influence without authority: introducing cancer supportive care screening into health...
TRANSCRIPT
Change through influence without authority: introducing
cancer supportive care screening into health care services
Tracey Tobias, Jill Beattie, Lisa Brady
Congratulations!
You’ve been appointed to lead a change initiative!
It’s success hinges on the cooperation of several people across multiple organisations over whom you have no formal authority
Southern Melbourne Integrated Cancer service (SMICS):
• Established in 2004• To facilitate the implementation of the Victorian
Government cancer reforms across southern Melbourne • A joint initiative of Alfred Health, Cabrini Health,
Peninsula Health and Southern Health. • The health services are collectively known as SMICS
member health services• Collaborative relationship • Does not have the capacity to enforce initiatives• Has therefore adopted a position of influence
Developing SMICS’ supportive care agenda
Aim: Develop supportive care priorities across southern Melbourne’s cancer services Method: Consultation mapping project of current supportive care services
Results: Seven inter-related priorities were agreed:• increasing the profile of supportive care• improving access to a skilled supportive care workforce• screening for supportive care needs• patient communication and access to information• access to emotional support, counselling, psychology and mental health
services• access to palliative care resources• continuity and integration of care
Influence not Authority
• command and-control leadership—the “I leader, you follower” approach—is not applicable in this context
• Networking, coalition building, persuading and negotiating.
The method of influence
A constellation of capabilities:• Networking • Constructive persuasion and negotiation • Consultation• Coalition building
Johnstone, 2003
Project Approach
Primary purpose: to pilot an agreed supportive care screening tool to identify the needs of all new patients a SMICS member organisation.The project deliverables included:• designing and testing an agreed supportive care screening
tool, confirming referral pathways for identified needs, education of staff, evaluation and data analysis.
A Working Group was established and chaired by the Operations Director, membership included a broad representation from all relevant stakeholder groups including consumers
The Screening Tool
National Comprehensive Cancer Network (2010).
Patient Survey Responses
1. Tool easy to complete2. Able to understand3. Helped patients think
about their day to day needs
4. Time spent discussing tool was useful
5. Patient felt they could ask questions
6. Felt responses helpful7. Found experience useful
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
0
2
4
6
8
10
12
1 = Strongly disagree
2
3
4
5 = Strongly agreeNo
. of p
atien
ts
Staff Survey Responses
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8
Question 9
0
1
2
3
4
5
1 = Strongly disagree2345 = Strongly agreenot applicable
No. o
f sta
ff
Staff feedback regarding the usefulness of the screening tool was poor at the post implementation phase.
Patient identified problems
Childcar
e
Housing
Insuran
ce/Fin
ancia
l
Transp
ortation
Work/
school
Dealin
g with
child
ren
Dealin
g with
partner
Depres
sion
Fears
Nervousn
ess
Sadness
Worry
Loss
of inter
est in
usual
activiti
es
Spirit
ual/rel
igious c
oncerns
appea
rance
bathing/d
ressin
g
chan
ges in
urinati
on
consti
pation
diarrh
oeaea
ting
fatigu
e
feelin
g swolle
nfev
ers
getting a
round
indigesti
on
memory/
concen
tration
mouth sores
nausea
nose dry/
conge
sted
painsex
ual
skin dry/
itchy
sleep
tingling i
n hands/f
eet
0
2
4
6
8
10
12
14
16
18
20
Num
ber o
f pati
ents
Patients concerns
Patients’ three most important concerns
23%
20%
11%
13%
27%
7%
physicaldiagnosis and treatmentdying/survivalpracticalfamilypsychological
Patient identified levels of distress
0 = no distress 1 2 3 4 5 6 7 8 9
10 = extreme dist
ress0
2
4
6
8
Distress Thermometer score
No.
of p
atien
ts
Focus group study: Method
• Qualitative multi-site study (3 sites)• Drawing on a quality improvement approach
– supports working in partnership with staff to evaluate and inform further development in practice
• Purposive sampling – all Chemotherapy Day Unit registered nurses and allied health professional
staff – who provide direct cancer care
• Focus groups– Four semi-structured questions– one hour, audio recorded, transcribed verbatim– content analysed to identify enablers and barriers
• Ethical approval from Monash University Human Ethics Committee and study site ethics committees.
Focus group study: Results
• Sample– 3 focus groups with registered nurses (n=21) and allied health staff
(n=3)
• Barriers– Uncertainty about purpose of the tool– When to screen and re-screen– Competing priorities with high workload– Screening without providing the service– Under-resourcing of allied health staff– Patient anxiety at time of screening– Patients refusing referrals– Staff perception that they already identify supportive care needs
Focus group study: Results cont…
• Enablers– Engaging staff in design & implementation– Allocating a specific time & person to complete the screening– Developing a resource folder– Triggers, such as having the tools visually accessible when
patients’ present– Staff support
• Benefits of supportive care screening– Holistic tool that increased awareness of needs– Useful for monitoring change– Normalisation of the stress response to cancer diagnosis
Focus group study: Results cont…
• Recommendations– More education of staff & patients– Refinement of the tool– Review of the distress score cut-off point– Increase accessibility to allied health professionals
• Conclusion– Important findings for informing future workforce
planning and activities needed to improve implementation of supportive care in practice
Screening Rates
Chemotherapy Day Units2009 – 0%2011 – 65%2012 – 85%
Total Patient Population2011 – 2%2012 – 17%2013 – 51%
Conclusion
Through the implementation of supportive care screening for cancer patients, SMICS
has demonstrated that influential leadership rather than holding a position of
authority has the ability to impact on meaningful service improvements
Thank You
“The secret of my influence has always been that it remained secret.”
― Salvador Dalí