From Policy to Practice: How Healthcare Teams Operationalize CANDOR

Alright. Awesome. We’ve hit the top of the hour. Good morning, and welcome, everyone. Thank you so much for joining us for today’s solution showcase from policy to practice, how health care teams can operationalize Candor. I’m Reina Hawthorne. I am joined today by Bharat who will be walking us through a demonstration of how Origami Risk supports Candor workflows in practice. Over the next twenty or so minutes, we’ll cover a brief look at why Candor is so difficult to execute consistently, what health care teams need to move from policy to real world practice, and then the highlight of today, a demo walking through how Origami Risk supports Candor end to end. So let’s go ahead and jump in with the challenges. Thanks, Reyna. Yeah. So even though most health care organizations have candor policies in place, the challenge isn’t the belief or the intent. It’s usually execution. So in conversations with leaders and and risk leaders, we consistently hear three key pain points. First, it’s the inconsistency. Even with a formal policy, how Candor is executed can vary by department, facility, or event severity. Second, fragmentation. Event details, disclosure notes, communications, and follow-up actions often live across multiple systems or worse in emails or shared drives. And finally, the administrative burden. Teams want to do the right thing, but manual tracking and documentation slow everything down and increase that risk. So the result is a gap between policy and practice at that exact moment when clarity, coordination, trust matter most. Absolutely. Yeah. And when we look at organizations that are executing Candor well, one thing really stands out. Their success comes from structure, not just good intentions. So operationalizing Candor means having clear triggers when a Candor workflow should begin, defined roles and responsibilities across safety, risk, legal, and leadership teams, standardized but flexible documentation, and visibility into where each case stands without chasing updates. And that’s exactly where technology can make a difference. The goal isn’t to add more steps or more work. It’s to embed your policy into a workflow that guides teams through the process. Orgami Risk was designed to support this kind of cross functional policy driven execution. Absolutely. And as we go, don’t forget to drop any questions you may have in the q and a box. But at this point, I think this is a perfect spot to jump into the highlight of today and go right to the demo. Ready, Bharat? Yeah. Let’s dive in. So now that we kinda talked about the solution, let’s see how it looks within the Origami system. So with any other solution rollout, there’s always gonna be dashboards, reports, the all the different objects, the domains that kinda build out the solution. So we’ll start at the dashboard and dive in. So looking at this dashboard, akin to any other dashboard in the system, you’ll see KPIs across the top, which will be numeric values of some sort. And then as we scroll through, then we start seeing the data points, you know, slice and dice into different visualizations. As I keep scrolling down, then we’ll also start seeing the different relationships to the actual candor events, like the responses, the disclosures, the resolutions, and then start tracking and trending what their progress looks like, how many do we do, and then, again, slicing and dicing the different data points into those visualizations. Before we dive fully into the candor event record, we’ll take a look at how we get here. So there’s two methods of, I guess, generating a candor event record. It could be from the originating source. It could be an incident, a claim, patient experience record, or anywhere else that we wanna start invoking the process into. And the second would be creating an event record ad hoc and then retroactively linking it back to a record. So the first would be, again, from your incident. I’ll use incident here in our example. And within the incident, we can put buttons basically to create that workflow. So, again, out of the box, you’ll get it from the incident claim. But, again, this button will invoke the candor process, bring in different team rosters or send out those notifications and things like that as we, you know, go through it. Alternatively, it could be a flag on the record that, you know, investigator can check, and then it triggers the candor team to come in and vet the actual record and see if it matches. And then using security and permissions, then they can click this button, which maybe they can only see. To see anything that’s kind of been flipped or flagged for review for Candor, again, we can use toggles or those fields to create views and then show us all the different events or incidents that are flagged for Candor review or have been escalated to a Candor case. Now the second method is actually going into the Candor menu itself and then clicking new Candor event. What this will do is generate for us basically that that shell of a record, then we can kinda create those relationships as we go through the investigation process. That brings up an option here to choose, you know, potentially where is it originating from, and we can choose any of these options. Again, we can add to it as well. Then I’ll bring up the different fields here. So, again, what triggered this candor event to be, you know, invoked, when did it take place, when was it reported, who’s gonna be in charge of managing this whole process, again, the patient that was involved. And since we’re following the HRQ format, again, that checklist to just kinda walk through and make sure as we go through the process, are we doing each piece, when was it done, who conducted those different components. Now what I’ll do is I’ll go into a full fleshed out record so you can kinda see it all in one spot. But, the record will have that general information at the top, and then we’ll start seeing those different relationships of the responses and disclosures, the care for the caregivers, and the resolutions. So, again, as this process takes or unfolds, the first component is assigning out that roster or that the team members that are gonna be conducting those interviews, going through this process, and things like that. So, again, we’ll see that general information at the top. Again, if we tied it back, we’ll see it summarize here, pulling those data points down. And then if I scroll down a little bit more, then we’ll start seeing that roster. So, again, if we have teams or individuals that we’re manually assigning or by the location, it’s auto assigning people, a set group of folks, we’ll see those people here. Again, they have that option to be read only or not. But if I scroll down a little bit more, then we start seeing those four different options that we talked about earlier. So it’s investigations and analysis, those responses and disclosures, the resolutions, and then finally care for the caregivers. So each of these will have different templates or forms. So if we’re looking at the top here, the investigations and analysis, if I click this button, we’ll see a couple different templates that we have out of the box, interviews, confirmations, meetings, and summaries. Again, each organization might have different templates or questions or forms that they might go through this process with. But again, this is that evidence gathering stage where we’re trying to conduct interviews, gather intelligence, or know what took place before we start doing actionable items. So from there, you know, we can create those different records, assign them to different people, those investigation owners. Again, each piece can have its own kind of timeline, and we can put dates around and things like that. Now as these are being conducted I’ll open up, like, an interview screen just so you can see what it looks like. But as these are being conducted, and then we start forming those responses, like what should we tell the patient, their family, or even internally what should we what should we be doing. So as we go through that process, you know, after we get the right evidence, we look at that, then we can start documenting those responses and disclosures. So, again, similar kind of open panel here. When you click that button, it’ll give us a couple of different options on how we’re responding or disclosing this information. So, again, different questions underneath a little bit. But again, if I’m disclosing it in person, for example, then, you know, what do we talk about during that meeting? Who was involved when we were looking at this? How who do we disclose it to? So again, we’re capturing all that information of that meeting. And then if we are transcribing transcribing or we have a notetaker, we can kinda put everything in place here of, what was being said, what was that disclosure looking like, and what were the outcomes of this. I’ll skip over can or care for the caregivers right for a second, but I’ll go to the resolutions. So again, after we’ve sequestered all the evidence, we’ve kind of went back and forth to the patient or anyone that’s involved here, responded to them, disclosed things to them. Then we start getting into, okay, what are you asking for? How can we fix this? How can we resolve this to your satisfaction? So these resolutions are where we can start capturing those kind of things. So, again, what are they asking for? Is it a simple apology like a mea culpa, or is it a financial compensation like I’m hurting? I need this much money to kinda compensate or be treated for whatever took place. Also, as we kinda go through the process, are we gonna change anyone or her having a turnover because of this outcome? Or are we gonna put in new policies to make sure this doesn’t happen in in the future? Couple options here, but, again, this can, you know, be tailored to what you wanna do or look into. But, again, if I choose one of these options, you’ll see all those different components again of who those different team members involved are, who do we make this resolution to. And then, again, if it’s a in this case, a financial compensation, how much was that money or how much money do we give them, and how do we kinda give that to them. So, again, we’ll track all those different components here. Again, if there’s a policy change or we’re putting a employee on PIP or, you know, probably potentially terminating them. Again, we’re documenting all this here so we can kinda provide all those resolutions or what we did at the end of the day in form of that summary as at the top there showing this is what happened. We’re sorry for everything that took place. This is what we did to make sure it doesn’t happen again. This is what we’re doing right now to make sure you’re taken care of, etcetera. And then lastly, you know, it’s not always the patient that’s also affected. It’s also our employees, the caregivers. So care for the caregivers takes them into account the second victims, the tertiary victims. Basically, looking at what their involvement was within this process or this event that took place, and then trying to give them the right help or assistance that they might need to make sure that they’re feeling better and they have that mindset, and this doesn’t weigh in on them too much. So again, this takes into account where it took place, what were they doing, their involvement. So again, we’re talking to them and making sure that we’re giving them a plan or giving them the right support that they need to kinda walk through this and come out better at the end. So, again, that’s the Candor solution. So from start to finish, triggering it from an incident or a claim, walking through the evidence, and then going through the different motions of how do we relay that information to the different patients or the involved parties, what are the resolutions that are made, and then finally taking care of our own. Awesome. Thank you so much, Brett, for walking us through that. Let’s wrap up the presentation with a few key takeaways from what you just saw. So Origami Brisk helps teams move Candor from policy to practice using consistent, repeatable workflows. Manual tracking is replaced with accountability and visibility. Transparency and learning are supported without increasing administrative burden. And clear centralized documentation strengthens your defensibility. Ultimately, this isn’t about forcing a one size fits all process. It’s about giving health care teams the structure they need to do the right thing every time. And if you’d like to see how this could work in your organization tailored to your policy structure and candor maturity, we’d love to continue the conversation. Absolutely. And now we’d love to hear from you. If you have any questions, don’t forget to use the q and a panel to submit them, and we’re gonna answer as many as we can as we wrap up today. If we don’t get to your specific question, we will be sure to follow-up via email. Alright. So let me get this open. We do have a few questions here. It looks like the first one is from Marcus. They ask, how do teams tick typically decide when a Candle workflow should be triggered? I can take that one. Great question, Marcus. Because this is where a lot of organizations actually struggle. In most cases, the trigger isn’t a single event type. It could be a set of criteria defined by your policies. What we see working well is when organizations establish clear triggers such as event severity, potential harm, or uncertainty about outcomes. Those criteria are then embedded directly into the workflows within Origami so teams aren’t relying on memory or judgment alone in the moment. In practice, that means when an event is reported and meets those thresholds, the candor process can be initiated consistently and early enough to ensure the right teams are engaged and nothing falls through the cracks. The goal, again, is to remove that ambiguity and make the right step next step clear, especially during high stress situations. Absolutely. Thanks, Farat. Great answer. Looks like we have another question from Kathy. Thank you, Kathy. She asks what happens if a step in the Candor process is delayed or missed? Like, how does Origami help you with that? Of course. And that’s a very real concern, and it’s one of the biggest risks with the manual or informal processes. In a structured workflow, like kinda what we showed here, each step in the Candor process has clear ownership, timing, and visibility. If something is delayed, whether it’s a disclosure conversation, documentation, or follow-up actions, it’s visible right away. Instead of discovering gaps after the fact, teams can see where things are stalled and address them proactively through reports, dashboards, or even notification triggers, and escalation paths can also be built in so delays are surfaced to the appropriate leaders before they become issues. So again, this isn’t about policing teams, it’s about supporting them with clarity and accountability, especially when so many or multiple groups are involved at once. Yeah. Absolutely. Workflows with built in notifications are key component of the solutions here at Origami Risk, and that’s no different for our Candor solution. Alright. Taking a look at the clock, I think we have just enough time for one last question. How about this one? They ask, how does this support consistency without forcing teams into a rigid script? Excellent question. So that balance is really important, with something as sensitive as Candor. So consistency doesn’t mean doing everything the same way. It means following the same principles and required steps while allowing flexibility based on the situation. What works well is having that structured framework that defines what must happen, things like the roles, documentation, and follow-up without necessarily dictating exactly how every conversation or response has to unfold. This gives your teams or teams guardrails and not scripts. They can respond appropriately to each event while staying aligned with the policy expectations and best practices. Yeah. Absolutely. Love that guidance. Thank you so much. So that brings us right to time. Thank you all for joining us today. And on behalf of the entire Origami Risk team, we hope you found this session valuable and you have a wonderful rest of your day. Thanks