Core Processes and the Three Little Pigs: Lessons in Planning, Support and Perseverance

Core Processes and the Three Little Pigs: Lessons in Planning, Support and PerseveranceJuly has marked the one year anniversary of the of the Core Processes program. During this first year, the Core Processes Program has been implemented in our state and community contracts, with training provided to a variety of audiences and roles ranging from administrative support personnel to regional medial directors. The Core Processes Program has reached our western-most sites in the Pacific Northwest to our southernmost sites on the east coast. Though the reach of the program touches both coasts and points in between, the foundation of what we do remains the same: Provide and/or support the delivery of safe patient care.

During Core Processes training, the tale of The Three Little Pigs is discussed. By analogy, the tale provides insight into the importance of identifying a solid foundation in the delivery of safe patient care. The lessons from this tale are timeless and reinforce the main theme of the Core Processes Program, which is the importance of returning ‘back to basics’ to provide a solid foundation on which to build our health programs so they are best positioned to deliver care that is organized, safe and effective.

Using the tale of the Three Little Pigs, listed below are three top lessons in planning, support and perseverance and how these lessons may be applied to the delivery of patient care using the Core Processes:

  • Have a blueprint and a plan. Homes are built using a blueprint, which is the same approach used in building the foundation in which patient care is delivered using the Core Processes. The site-specific blueprint should identify what tools will be used to train team members (e.g., SMART Cards and workflows). In addition, the blueprint must contain a strategy that uses various teaching approaches to deliver content that addresses the different learning styles of team members.
  • Working together is better than working alone. Building a home is never done alone and is best accomplished by a team with shared vision and goals. Identify those “champions” who may be entrusted to support the Core Processes program and communicate the vision to other team members in a manner that is consistent with the spirit of the program. Choose wisely!
  • Slow and steady stays the course. Take the time to ensure that the best approach is taken to implement the Core Processes program at your site. This may prove challenging with multiple demands on a day-to-day basis. However, staying the course over a period of time with consistent monitoring and follow-up of the Core Processes program through CQI self-monitoring studies and the use of the Operations Checklists provides better results in sustaining the program than a quick fix that could possibly fade over time.

The second year of the Core Processes program commences with renewed energy and a continued commitment to further improve the program across the Corizon Health enterprise. With a blueprint for success and a team of Core Process “champions,” we are all best prepared to plan, build, support and maintain patient care delivery operations that endure any storm that comes our way.