CHANGING THE PARADIGM IN ENGAGING ACADEMICIANS IN A TEACHING HOSPITAL (HCTM UKM): KUALA LUMPUR EXPERIENCE PROF DR NOOR AZAH ABD AZIZ HEAD OF HEJIM, FACULTY OF MEDICINE & HOSP CANSELOR TUANKU MUHRIZ UKM, CHERAS KUALA LUMPUR MALAYSIA azah@ppukm.ukm.edu.my
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Background “Community engagement” A focused interventions/programs based on two junctures: identifying specific needs, concerns and strengths; using the available resources and creating meaningful collaboration with stakeholders (Pullen et. al, 2014) • Is there any rationale to equate hospital with community? • Can a teaching hospital be community engagement hub? • How realistically possible?
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Teaching Hospital Being a Community Hub – The Potential • Similarities rather than differences • Based on Community Framework Model (2012), criterion of community engagement are: 1.
People sharing similar visions and aspirations and developing sense of ownership (people working in a hospital almost sharing the same objective of providing services to patients and caregivers)
2.
The ability to create potential collaboration with internal and external stakeholders (already existing internal and external stakeholders)
3.
The ability to create meaningful engagement with community it serves (hospital is already having constant interaction with patients, families and public)
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The problems in HCTM circa pre-2011 • HCTM is a teaching hospital, with 880 beds,15 specialties, 13 subspecialties and 6 Centers of Excellences • Human resources : 420 academicians, 2000 nursing staffs & 600 support staffs • UKM is a research university, hence each academician in HCTM need to fulfill responsibilities towards teaching, research and clinical service • Involving in community engagement only viewed as additional burden and taxing, with minimal support to participate in CE program. • Programs with external stakeholders mostly in donation forms, one-offs and non-sustainable. 11/27/14
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The problems in HCTM circa pre-2011
Up to 2011, only 34 activities related to community engagement were recorded in the University’s formal records. This accounts only to 7.38% of total academic workforce of the faculty
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Strategies to change • Identify the problem • Set a reachable KPIs • Create a workable strategy plan • Review and re-asses
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Phase 1: Setting up Realistic Key Performance Indexes (KPIs) •
Realizing the problems, three KPIs were presented and agreed by the Faculty Board of Management in December 2011
1. To increase number of meaningful engagement amongst academicians (including staffs) and students in programs/activities related to community. 2. To increase the number of new collaboration in community (and industries related to it) either with local or external stakeholders 3. To create research project and publications as the result from the engagement activities (or industries related to it)
• •
The KPIs aim to focus on increasing the value of engagement with the community in the hospital. It was designed to involve all stakeholders in the university, Faculty and others
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The Three-Stages Approach Create Awareness & Clear Guidelines
1
Create Flagship Activities
2
Create Linkages With Community And Industry Partners In Creating New Opportunities
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STAGE ONE: Creating Awareness And Clear Guidelines On Community Engagement – The Aim • To overcome the obstacles in engaging the clinicians and community to be community active; Lack of awareness of roles and function of HEJIM No clear guidelines on community activity pathway Lack of support in conducting activities and programs
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STAGE ONE: Creating Awareness And Clear Guidelines On Community Engagement – The Interventions •
Explanations and regular briefings to members of hospital and Faculty
•
Creating regular announcements on activities, advertising and programs through emails & billboards
•
A fully functional HEJIM’s office including an officer & support staffs to help with management and support services
•
Creating several check-lists and forms (eg: booklet on registration for Icesys, pamphlets, checklist on how to conduct program etc)
•
Providing advice, support and legal help when applicable
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STAGE ONE: Creating Awareness And Clear Guidelines On Community Engagement – The Interventions
bout com Explanation a engagement
munity
Checklists,
pathways & fo
rms
Regular announcements through web and media 11/27/14
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STAGE 2: Creating flagship activities to augment community engagement programs – The Aims • To address the heterogeneous nature of community-related activities • To address the non-sustainable nature of CSR activities • CSR activities were more of ‘involvement’ rather than ‘engagement’
The first step : to analyze the trend, type and impact of all communityrelated activities for the past five years in hospital and Faculty
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STAGE 2:The Four Flagships of Community Engagement in HCTM & Fac. Of Medicine
ELDERLY/ SENIOR CITIZENS
• To empower senior citizens involvement in the community in improving general health & fitness
• The aim is to create a group of elderly who is independent, healthy and able to give back to the society through knowledge transfer and sharing 11/27/14
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STAGE 2:The Four Flagships of Community Engagement in HCTM & Fac. Of Medicine
• To create a sustainable humanitarian programs beyond medical fraternity
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VOLUNTEERISM / POST DISASTER HUMANITARIAN PROGRAM
• Empowerment in volunteering activities in post-disaster humanitarian aid programs
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STAGE 2:The Four Flagships of Community Engagement in HCTM & Fac. Of Medicine
• Aim to create more community-based activities and to increase awareness of community social responsibilities (CSR) 11/27/14
TRANSFER OF KNOWLEDGE MEANINGFUL CSR ACTIVITIES
• Enhancement of the ‘transfer of knowledge activities’ involving clinicians/staffs to the public
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STAGE 2:The Four Flagships of Community Engagement in HCTM & Fac. Of Medicine
• To create the culture of ‘giving back to the community’ and ‘people friendly hospital’
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PEOPLE FRIENDLY HOSPITAL
• Empowering the medical students and community to involve in volunteering activities in the hospital
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STAGE 3: Creating linkages with community and industry partners – The Aims
• Aim in creating sustainable and meaningful partnerships with external stakeholders
• We also focused on creating opportunities for the academicians and staffs to be community engaged • To create avenues for endowment in areas of services, teaching and research grants
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STAGE 3: Creating linkages with community and industry partners – The methods • Identification of past donors and contributors to the hospital • Holding an appreciation gathering in which a brief explanation of the flagships were presented • A questionnaire enquiring future interest in future collaboration were distributed to all participants • Responses and comments were analyzed, providing a platform for pushing focused collaboration of interested stakeholders 11/27/14
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STAGE 3: Creating linkages with community and industry partners – The methods
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The outcome of the Three-Stages Approach : Number of Activities Up to Dec 2011
From Jan 2012 – June 2015
353 353
34 34 • Number of engagement -related activities recorded in Icesys
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•
Number of engagement-related activities recorded in Icesys & eKhidmat > 300% increase in activities after the completion of the first cycle of approach
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The number of community engagement activities registered with HEJIM PPUKM from 2011 to June 2014. •• Up Upto tomid mid––2014, 2014,the the number numberof ofactivities activitiesrise rise ininaasteady steadytrend trend •• Community-based Community-based activities activitiesrecorded recordedthe the highest, highest,followed followedby by industry-based industry-basedactivities activities •• Academicians Academicianswere werethe the biggest biggestcontributors contributorsto to the therecorded recordedactivities activities
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Landmarks programs produced from the Three-stages Approach Signing of MOU with Hulu Langat Elderly Society and the completion of 1Lestari Elderly Community Module
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The 1LESTARI PROJECT • ‘Lestari’ means sustainable •
•
•
• • •
The program is based on the concept of ageing healthy and gracefully among the active and healthy elderly It aims to help the elderly in the community to be healthy, active, knowledgeable in health matters and productive in one own community Hope to solve the problems of lack of awareness in health, support system, mental & emotional, financial and other services related to elderly The first phase was from 2002 – 2012 Second phase: 2012 – 2015 in selected community Phase 2 involves the multi disciplinary involvement with 2 selected communities CENTRE FOR EPIDEMIOLOGY IN ASIA MEETING (CERA), OTSU, JAPAN
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The 1LESTARI PROJECT The Themodule moduleconsist consistof; of; 1.Living 1.Livinghealthily healthilyininelderly elderlyyears years 2.Health 2.Healthpromotion promotion 3.Physical 3.Physicalexercise exerciseand andactivities activities 4.Mental 4.Mentalhealth health//spiritual spiritualsupport support 5.Entrepreneurship 5.Entrepreneurship 6.Transfer 6.Transferof ofknowledge knowledgeand andexpertise expertiseto tonew new community community Among Amongthe theactivities: activities: 1.Lectures 1.Lectures//health healthtalks talks 2.Health 2.Healthcampaign/screening/demonstration campaign/screening/demonstration 3.Physical 3.Physicalexercises/ exercises/outings/group outings/groupdiscussion discussion 4.Mind 4.Minddevelopment developmentcorner corner 5.Sustainable 5.Sustainablebusiness businessprojects projects
CENTRE FOR EPIDEMIOLOGY IN ASIA MEETING (CERA), OTSU, JAPAN
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Landmarks programs produced from the Three-stages Approach THE THEFIRST FIRSTNATIONAL NATIONALELDERLY ELDERLYSYMPOSIUM SYMPOSIUM ORGANIZED ORGANIZEDBY BYHEJIM HEJIMPPUKM PPUKMAND ANDKPJ KPJ UNIVERSITY UNIVERSITYCOLLEGE COLLEGE
The first national symposium to discuss beyond health on the issues of elderly
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Attended Attendedby bynearly nearly400 400 academicians, academicians,clinical clinicalstaffs staffs 25 and andNGO NGOnationwide nationwide
Landmarks programs produced from the Three-stages Approach COLLABORATION COLLABORATIONWITH WITHMERCY MERCYMALAYSIA MALAYSIAIN INPROVIDING PROVIDINGPOSTPOSTDISASTER DISASTERHUMANITARIAN HUMANITARIANAIDS AIDSTO TOCONFLICT CONFLICTCOUNTRIES COUNTRIESAND AND THE THEDEVELOPMENT DEVELOPMENTOF OFMERCY MERCYUKM UKMYOUTH YOUTHVOLUNTEER VOLUNTEER PROGRAM PROGRAM
• The first in Malaysia to have a structured co-curicculum program for humanitarian & volunteer program. • Involved in providing humanitarian aid in any disaster • Created a direct pathway for medical staffs to be ready in 48 hours for disaster relief (instead of 3 – 4 days clearance) 11/27/14
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Landmarks programs produced from the Three-stages Approach LARGE LARGESCALE SCALEHEALTH HEALTHEXHIBITION EXHIBITIONAND ANDHEALTH HEALTHCAMPS CAMPS INVOLVING INVOLVINGMULTIDISCIPLINARY MULTIDISCIPLINARYTEAMS TEAMSIN INVARIOUS VARIOUSPLACES PLACES Pasir Gudang
Hulu Langat Program
UKM4Bangi program
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Landmarks programs produced from the Three-stages Approach AA DEDICATED DEDICATEDCENTRE CENTREFOR FORHOSPITAL HOSPITALCOMMUNITY COMMUNITYHUB HUBKNOWN KNOWN AS AS PATIENT PATIENTINFORMATION INFORMATIONKIOSK KIOSKWAS WASLAUNCHED LAUNCHEDIN IN2013 2013
Health campaign with industries 11/27/14
Community Social Responsibility Program ASIA ENGAGE Bali, Nov 2014
Free Reading corner
Analysis and Conclusion • It cautiously concluded that the combination of KPIs and TSA able to shift the perspective of academicians/clinicians towards community engagement • Many now viewed it as exciting/beneficial rather than cumbersome. • There are however barriers within and outside hospital existing until today; including lack of financial support, lack of recognition and difficulty in securing external sponsorships to be the patron of programs • The journey is still at its infancy, nonetheless with structured program and proper planning, it is a do-able task. 11/27/14
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Thank you From Hospital Canselor Tuanku Muhriz and Faculty of Medicine UKM
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