Form Review Workgroup
Institutionalizing change in the care of patients with progressive, incurable illness will
remain a goal beyond establishing a palliative care program. Some would argue that
maintenance requires a different set of skills from getting a program started.
- Revise the strategic plan regularly business planning to increase the likelihood of
program sustainability
- Market to increase timely referrals of appropriate patients
- Develop education and quality improvement efforts to improve palliative care provided
by all providers in the institution, not just the program
- Diversify sources of funding clinical services, philanthropy, foundations, industry, and
endowments.
- Demonstrate credibility within the institution. Go to clinical conferences and participate.
Participate in institutional committees. Present at grand rounds and the regular lectures
series. Show you are a team player and not just committed to your own program. Hire
full-time, dedicated staff. Seek firm place in the administrative structure rather
than as an autonomous program.
- Maintain close contact with administrative leadership to promote ongoing commitment.
- Use marketing, communications, publicity services at the hospital.
- Sponsor your own regularly scheduled continuing education series for both your staff
and the institution.
- Sponsor a palliative care program newsletter
- Develop a presence on the institutions' web site.
- Develop information brochures about the program and place them in patient information
racks in the institution
- Present quarterly reports to leadership
- Track financial data
- Make quality improvement a priority
- Collect outcomes data to document effectiveness.
CAPC Resources:
Additional resources on leadership
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CAPCManual Attribution:
von Gunten CF,
Ferris FD,
Portenoy RK,
Glajchen M, eds.
CAPCManual: How to Establish A Palliative Care Program.
New York, NY: Center to Advance Palliative Care, 2001.
©
Center for Palliative Studies, San Diego Hospice & Palliative Care, San Diego, CA
and
The Department of Pain Medicine and Palliative Care, Beth Israel Medical Center, New York, NY, 2001
Permission to reproduce for non-commercial educational purposes with display of
attribution and
copyright is granted.
Last updated: February 20, 2002
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Development
Select section:
Change, Groups, Phase 1,
2, 3, 4
•
Change
In Individuals
In Organizations
Stages of Change
Awareness
Adoption
Implementation
Institutionalization
•
Small Group Structure / Function
Leadership
Group Formation
Group Function
•
Phase 1: Prepare to Plan
Potential of Planning Process
How Much is Enough?
Ensuring Impact
Form Initial Workgroup
Elaborate Initial Idea
Stakeholders, Customers
Need, Purpose of Program
Planning Questions
Planning Steps, Timeline
Resources Needed to Plan
Use of Consultants
Use of Retreats
Write Planning Proposal
Selling, Getting Approval
•
Phase 2: Plan the Program
Form Planning Workgroup
Review, Revise Process
Strategic Planning
What is Strategic Planning?
Models
Steps
How Much is Enough?
Resources
Review Stakeholders, Customers
Conduct Needs Assessment
Company
Competition
Customers
Conduct SWOT Analysis
Case Study - United Hospital Fund
Define the Program
Purpose, Values
Mission, Vision
Mission
Vision
Service Delivery Model
Goals, Objectives
Strategies, Tactics
Strategic Decision Points
Business Planning
Case Examples:
Cleveland Clinic
University of Virginia
Organizational Structure, Leadership
Financial Plan
Implementation Plan
Human Resources
Physical Resources
Informational Resources
Community Resources
Operations
Evaluation
Marketing Plan
Targets, Timing
Write Proposal
Suggested Proposal Outline
Sell Plan
•
Phase 3: Implement the Program
Staff Recruitment
Staff Training
High Functioning Team
Standards of Practice, Policies, Procedures
Clinical Evaluation
•
Phase 4: Review Program, Revise Plan
Form Review Workgroup
Program Evaluation
Plan Evaluation
Continuous Quality Improvement
Utilization Review
Appropriateness of Hospitalization
Documentation
Pearls
Respond to Denials
Revise Plan, Further Development
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