August 2016 Collaboration Councils Update
System-Wide & Facility-Based Collaboration Council Members
Facility-Based Collaboration Council Projects
June 22, 2016 Joint Statement Doctors Council SEIU & NYC H+H System-Wide Collaboration Council
May 2016 Joint Statement Doctors Council SEIU & NYC H+H System-Wide Collaboration Council
February 2016 Joint Statement Doctors Council SEIU & NYC H+H System-Wide Collaboration Council
January 2016 Joint Statement Doctors Council SEIU & NYC H+H System-Wide Collaboration Council
Doctors Council, New York Health + Hospitals Launch Collaboration Councils
Collaboration Council September 2015 Newsletter
Collaboration Councils Contract Language
Primer on Collaboration Councils
Collaboration Council Application
Collaboration Council Cover Letter
White Paper February 2015 Newsletter
Spring 2014 White Paper: Putting Patients First Through Doctor, Patient and Community Engagement: A Call to Action from Doctors Council SEIU to the Mayor and the Leadership of HHC
White Paper Delivery Flyer
Quality Improvement Survey April 2014 Newsletter
Speak the Language, Know the Industry
Collaboration Council Timeline
Doctors Council SEIU is excited to announce the implementation of the Collaboration Councils, which puts into practice the vision of our White Paper “Putting Patients First Through Doctor, Patient and Community Engagement: A Call to Action from Doctors Council SEIU to the Mayor and the Leadership of HHC.” We believe this will lead to improvements for patients, doctors and New York City’s Health and Hospitals Corporation (HHC).
Participation in the Collaboration Councils is open to all Doctors Council members who work in HHC facilities, whether as an HHC or affiliate (Mount Sinai School of Medicine, NYU or PAGNY) doctor, including Rikers.
HHC—the public health and hospital system in New York City, and the largest public hospital system in the nation—has to improve care, patient experience and capacity amidst the implementation of the Affordable Care Act and changing ways in how hospitals and health systems are reimbursed and funded, as well as measured and rated. Doctors’ morale is low. The number one resource that should be used to improve quality—the doctors’ understanding of the work we do—is not being leveraged to the maximum potential.
The challenges facing the system are more severe than ever before. We face obstacles in delivering the best care to our patients at a reasonable cost. Major challenges lie ahead for communities, health care professionals and safety–net institutions as to how they will proceed with the task of implementing and complying with new legislation and regulations in ways that not only increase access to care, but also improve healthcare outcomes. Coupled with intense budgetary pressures, more complex care, increasing chronic conditions, and demographic changes, the current landscape in healthcare is riddled with challenges that must be turned into opportunities for a transformative era of improvement. If we do not change, there is a good chance we will not be around in five, maybe ten years.
For too long, frontline doctors’ voices were not being heard and our efforts in bargaining over a period of years had been met with disinterest and a lack of respect. Our issues were not being addressed and this adversely impacted our ability to best serve the patients and communities we care for. Thus, our campaign was born to: RESET our relationship with HHC and the City’s partner Affiliates, REFOCUS on patient care, and REINSPIRE our practice by involving doctors in decisions that affect patient care. Ultimately, doctors sought to negotiate not only a strong contract, but a new standard for collaboration between doctors and hospital management.
Our Respect Campaign comprised of five key components, including community involvement, political action, a large rally attended by hundreds of doctors, other caregivers, patients, elected leaders, and community allies, member mobilization–including sending a petition to HHC President Ram Raju containing the signatures of over 1,000 doctors, and a paid media campaign that included subway, outdoor bus shelter, newspaper, digital, and radio advertisements. Additionally, we met with dozens of city council and citywide elected leaders to enlist their support, and met with community members and organizations around the city who recognized the important role that frontline doctors play in the health of New York’s diverse neighborhoods and communities. Ultimately, the success of our campaign rested on our ability to engage on all of these various fronts.
At the urging of our members, our Union successfully negotiated into our new collective bargaining agreement a unique and unprecedented opportunity for frontline clinicians to become active partners in the improvement of health care for our patients and our community. Now the process begins to make these Councils come alive and succeed.
If the HHC system is going to survive and thrive, it will need our direct involvement and a high level of engagement and buy-in to new systems of improvement for our patients. There will not be improved patient satisfaction without improved provider satisfaction!
Based on extensive surveys undertaken in the Fall of 2013 and into the Spring of 2014, 98% of our members believe that engaging in quality improvement process should be a priority for our Union. The surveys also told us that at least 50% of our colleagues stated that their experience with quality improvement projects had “not been rewarding at all.”
Based on these surveys, our Union wrote and widely circulated a White Paper which is a Call to Action for frontline clinician integration into a truly joint quality improvement strategy, to actualize the vision of our members’ demand for an equal voice in quality. Because of the strength of Doctors Council’s political action, we were able to present the findings of our surveys and our White Paper to the Deputy Mayor for Health and Human Services. Our political action was further instrumental in settling our contract which includes the attainment of the Collaboration Councils.
Now these efforts have resulted in formal agreements with HHC to take joint action on behalf of our patients, our communities, and ourselves.
The Scope of the Collaboration Councils is broad: they are designed to create effective sponsorship and effective environments in the following areas:
Enablement of success will be achieved by:
Through the implementation of these Collaboration Councils we begin a new era for Doctors Council SEIU. Our Union must transform as healthcare transforms…enabling our voices as leaders in quality improvement!