The Power of Advisory Councils in Healthcare

Advisory Councils in Healthcare

By Vicki Briggs, President, 2021 Healthcare

An article was published in the Wall Street Journal on November 30, 2015 entitled “Healthy Dialogue: Hospitals are forming patient advisory councils to learn how they can deliver better care” by Laura Landro. The article discusses the value of advisory councils comprised of previous patients to help improve the patient experience in many different areas. The article validates what I have found to be true ever since I created the Women’s Advisory Board when I was President/CEO of Woman’s Hospital in Baton Rouge in 1990.

 The group of 15 women, many who were previous patients, created bylaws and approached their purpose in a very structured way. Great thought was given to the women invited to serve insuring that the group, while homogeneous from a gender perspective, was diverse on all other fronts including race, ethnicity, professions and business/industry focus.

 The purpose of the group included grooming women to serve on the Board of Directors, gaining community insight to insure that community needs were being met, continuously enhancing quality and the patient experience through the group serving as an ongoing focus group, increasing top of the mind awareness by educating members on hospital activities and initiatives, advocating for legislation that would improve the health and well being of women and children, reviewing the plans for the addition of services and getting input whenever it was determined that a service should be discontinued. The recommendations of the group would be brought to the administrative team and/or the Board of Directors depending upon the area.

 Woman’s Hospital is a 501(c) 3 not for profit. But, I also used this model in the publicly traded hospital world and with joint ventures with not-for-profit and for profit hospitals.

 One of the first initiatives I put in place as CEO of Longview Regional Medical Center in Longview, Texas, which at the time was part of Triad Hospitals, was a Women’s Advisory Council. At the time the hospital had very low community awareness and the council was instrumental in changing this quicker than our marketing firm had ever experienced. The first Chair of the Women’s Advisory Council became a board member and ultimately the Chair of the hospital board, which also occurred at Woman’s Hospital.

 Triad Hospitals carried this idea over to the medical staff by development of Physician Leadership Groups at all of the Triad Hospitals. This model was exceptionally well received by physicians. The reality is that physicians participating in medical staff governance rarely have time to work hand in hand with hospital administration to solve issues that cause high levels of frustration, which this model allowed time for. Over time the PLG became a high functioning group working with administration strategically. The group of physicians can also be very effective in educating other physicians on the need for change and compliance with rapidly increasing regulations. Within the PLG model, engagement of physicians happens quickly and effectively.

 A PLG typically includes a diverse group of physicians including those in governance, and informal leaders of the medical staff. Every effort is made to include representatives from all of the major medical specialties as well long-term physicians and physicians new to the hospital medical staff. The group also includes hospital-based physicians, physicians in multi specialty groups, single specialty groups, and employed physicians and independent physicians. As in the Women’s Advisory Council model, diversity is key.

 It is rewarding to see the physician’s level of interest in insuring the success of the hospital where they practice and how much they value having a forum to discuss issues important to them. Physicians in the PLG must be willing to represent their colleagues and be a voice. The group meets on a monthly basis and publishes a newsletter after each meeting.

 At Longview Regional Medical Center physician satisfaction was in the top 5 of Triad Hospitals consistently after the establishment of the PLG.

 In Birmingham Alabama I continued the focus with the Women’s Advisory Council and the Physician Leadership Group and added a new group. I went to Birmingham as the CEO of the joint venture between Triad Hospitals and the Baptist Health System to operate Trinity Medical Center. Since one of the JV partners was faith based I thought that having a Pastoral Advisory Council might be helpful. Even though the partner was Baptist, the group was once again dedicated to diversity with representatives from many denominations. This effort was also very effective because all churches are interested in the health of their congregations. Having a forum to share information and to gain insight from pastors was mutually beneficial.

 The results in Birmingham were outstanding as we engaged women, physicians and clergy. Most importantly, our administrative team knew where the opportunities were for improvement quickly and we had the support, not only from these 3 advisory groups, but also from our joint venture board of directors.

 I also has the opportunity to show how valuable PLG’s are to hospitals in North and South Carolina and Louisiana. This strategy has proven to be the very best way to engage physicians at every level and to ultimately improve relationships and patient outcomes.

 The keys to success with advisory councils include listening, openness to thinking differently, and willingness to act. Today, the ability to provide the best outcomes along with a great patient experience is a must to insure that your hospital is being rewarded financially for the care being provided. I always like to say that the bottom line is the result of doing the right things well. I believe that advisory councils are the best way to success. There is no longer an option for “either/or” instead we must insist on “both/and” – the best outcomes hand in hand with financial success.

There is a common thread between  the advisory council model in healthcare that I have used effectively for over 25 years and the Peer Advisory Boards developed by Vistage Worldwide.  The Vistage model also focuses on diversity at all levels along with dedication to  forums focused on skilled discussion which require listening, clarity, respect and accountability.

It is rewarding to have the opportunity to  blend my many years of healthcare experience with the Vistage model as I provide consulting services in healthcare and chair peer advisory boards  with members representing a diverse group of industries and business models.