The Beryl Ins,tute Pa,ent Experience Webinar Series

Transcription

1 The Beryl Ins,tute Pa,ent Experience Webinar Series

2 Defining Pa,ent Experience The sum of all interactions, shaped by an organization s culture, that influence patient perceptions across the continuum of care. (The Beryl Institute, 2010)

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4 The Four Cornerstones of an Excep3onal Pa3ent Experience Kris,n Baird, President - The Baird Group Lynn Ehrmantraut, SVP - Avatar Interna,onal Hosted by Jason Wolf, Execu,ve Director - The Beryl Ins,tute

5 Our Agenda Background and Introduc,on Founda,onal Surveys What We Discovered Stories from the Front A Model for Service Culture The Call to Ac,on Q&A Future Dates 5

6 Pa,ent Choice Emerging as Primary Driver of Volume 59% made hospital decision themselves or made it jointly with their physicians More than 80% say reputa3on for skill and quality of care is the most important criterion they use in selec,ng a hospital 77% of pa,ents definitely will or probably will use hospital pa3ent sa3sfac3on ra3ngs from a third party to aid them in future hospital selec,on decisions. 60% indicate that high levels of pa3ent sa3sfac3on would be one of the top three issues influencing their hospital selec,on. J.D. Power and Associates Na#onal Hospital Service Performance Study SM : (2005) 6

7 The Increasing Focus on Pa,ent Experience Source: Patient Experience: Help Wanted - HealthLeaders Media

8 Where Pa,ent Experience Ranks Pa,ent Experience Quality/Safety 16.3% 17.6% Financial Performance 13.3% Employee Engagement Physician Recruitment & Reten,on Technology Investments HCAHPS Equipment Investments Service Line Development Nurse/Staff Recruitment & Reten,on 9.7% 9.7% 8.4% 7.1% 6.1% 6.1% 5.6% % Selected in Top 3 Ranked 1st Ranked 2nd Ranked 3rd Source: Insights into the Patient Experience The Beryl Institute

9 Strategies S,ll in Development 52.8% 37.3% 26.8% 16.2% 19.7% 0.7% We currently have no strategy We are determining the needs and developing a pa,ent experience plan We conduct individual efforts on units or in departments to address pa,ent needs We primarily focus on service training for all staff We have commiied to develop a comprehensive pa,ent experience strategy, but have not implemented We have launched a comprehensive pa,ent experience strategy 2.8% Other Source: Insights into the Patient Experience The Beryl Institute

10 and response is also scaiered Staff training programs (customer service or other behaviors) 81.3% Internal communica,on efforts for pa,ents and families Performance scorecard Rapid response/service recovery programs Internal process review and redesign Facility renova,ons or new construc,on Discharge phone calls Marke,ng and community outreach programs 67.6% 66.2% 63.3% 59.7% 59.7% 56.1% 52.5% Technology offering pa,ent experience func,onality Performance incen,ve programs 28.8% 27.3% Other (please specify) 3.6% Source: Insights into the Patient Experience The Beryl Institute

11 and remains tac,cal Source: Patient Experience: Help Wanted - HealthLeaders Media

12 The Punchline in Advance Those facili,es that turn this recognized priority into ac,on tend to be most successful It is a focus on a commiied role It is about establishing measured accountability It is about having an unwavering bias for ac,on 12

13 Grounded in Data Our findings were grounded in two key studies The founda,onal challenges iden,fied in the research brief Insights into the Pa#ent Experience from The Beryl Ins,tute and then the inves,ga,on into what truly drives service success and does having a commiied role make a real difference Crea#ng a Culture of Service from Avatar Interna,onal 13

14 Crea,ng a Culture of Service Clarified and iden,fied the common components necessary to create a successful culture of service in support of the pa,ent experience. Dis,nguished the performance focus and ac,vi,es of high performing organiza,ons from those of low performing organiza,ons. Respondents were classified in terms of performance based on: Two HCAHPS items Overall Ra,ng and Would You Recommend Avatar overall performance as High (top quar,le), Medium (middle two quar,les) or Low (boiom quar,le) of performance. 14

15 Crea,ng a Culture of Service Once the top and boiom performers were iden,fied, responses were compared to determine: the level of priority placed on service resources devoted to service improvement the,tle of the individual leading service improvement efforts percentage of employees fully on board in crea,ng a posi,ve pa,ent experience 15

16 The Aiributes of Top Performers 1. Top Performers commit significant leadership,me to the pa,ent experience. The data showed top performing organiza,ons have leaders dedicated to the pa,ent experience. While individuals at low performers had other job responsibili,es including marke,ng and health informa,on management 2. Top Performers assess themselves realis,cally and successfully implement specific service ac,ons. The boiom performers tended to rate themselves as more successful than the top performers, with 80% of the boiom performers scoring themselves at 4 or above. The top performers, on the other hand, had a harsher self- assessment of overall strategic success. 16

17 The Aiributes of Top Performers 3. Top Performers Engage Staff at All Levels. Top performers had an average of 80% of all employees commiied to delivering a consistently posi,ve pa,ent experience. By contrast, boiom performing organiza,ons had an average of 63% of employees on board with their service efforts. 4. Top Performers use a variety of ways to involve the whole service community. The data shows that organiza,ons with a pa,ent experience oversight commiiee reported beier ra,ngs of their success in implemen,ng pa,ent experience strategies. Beyond that what stood out in reviewing the responses of the top performers was the innova,ve and engaging ways they expanded their pa,ent experience efforts. 17

18 Some Comparisons in Top and Boiom Performers Comparisons Top Performers Performers Title of Individual Responsible for Pa,ent Experience Chief Nursing Officer Chief Pa,ent Experiences Officer Director of Pa,ent Rela,ons Director Resource Services Manager, Service Excellence Service Excellence Coordinator Chief Nursing Officer Execu,ve Director of Medical Services Health Informa,on Management Director Marke,ng Director Team Leader for Service Recovery Percent of professional,me commiied to all aspects of improving the pa,ent experience (Individual Responsible for Pa,ent Experience) Average 67% Average 58% Success at implemen,ng overall service strategy (1-5) Success at implemen,ng specific service ac,ons (1-5) Average % of the respondents scored themselves a neutral (3) or lower Average 4.3 All respondents scored at least a 4 Average % of the respondents scored a 4 (somewhat successful) Average 3.8 Iden,cal responses to ques,on above Percent of employees fully on board in crea,ng a consistently posi,ve pa,ent experience 80% 63% 18

19 Stories from Top Performers 19

20 A Founda,on for Outcomes Elements of A Service Driven Culture Pressure for Change Clear Vision and Plan Skills and ADtudes Recogni3on and Incen3ves Measures and Feedback Clear Expecta3ons Minimal Barriers Visit for more information 20

21 Four Cornerstones FOCUS Having dedicated leadership with the,me to commit to service efforts has a measurable impact on outcomes. In ensuring unwavering focus, organiza,ons should consider: What role (or individual) will have ul,mate responsibility for driving experience efforts? How much,me will that individual be given to focus on this important objec,ve? What type of support will the organiza,on provide both from senior leadership and across all levels? 21

22 Four Cornerstones ACCOUNTABILITY Accountability is the recogni,on and commitment that improving on service is not an ini,a,ve, but rather an ongoing journey. In focusing on accountability, organiza,ons should consider: How are you realis,cally measuring success? How are you defining your key objec,ves and by what means are you priori,zing ac,on? How are you maintaining a longer- term perspec,ve beyond simple fixes to las,ng service efforts? How are leaders driving accountability at the department level? 22

23 Four Cornerstones ENGAGEMENT Employees at top performing organiza,ons engage in service behaviors. The top organiza,ons found ways to ensure their employees feel a sense of ownership for service outcomes. In driving engagement, organiza,ons should consider: Have we engaged employees in crea,ng the type of service culture we look to create? Do our employees know what is expected of them in ensuring this type of culture? Do they know how to do what is expected? 23

24 Four Cornerstones COMMITMENT Top performers found addi,onal means to engage broader audiences, build in measurable accountability and ensure stronger results. In ensuring commitment, organiza,ons should consider: What type of implementa,on plans have we established to ensure successful adapta,on of service efforts (versus simply training on service standards)? What realis,c measures have we put in place to iden,fy and act upon key indicators of both ac,on and results? What efforts have we made to engage the broadest audience possible? 24

25 Ques,ons 25

26 Special Thanks 26

27 Save the Date! April 13-15, 2011 Dallas, TX Registra3on is Now Open!!

28 Pa,ent Experience Conference 2011 Keynote Line- up Gerard van Grinsven, President and Chief Executive Officer Henry Ford West Bloomfield Hospital Improving the Patient Experience: Breaking Old Mindsets and Sustaining Change Thomas C. Royer, M.D., Chief Executive Officer and President CHRISTUS Health Creating Excellence in a New Company: Building a Healthcare System Centered on the Patient Kristin Baird, RN, BSN, MHA, President Baird Group Inc. CSI Meets the Flintstones: Using New Information to Change Old Ways 28

29 We invite you to Join us The Beryl Ins,tute serves as a professional home for healthcare professionals who recognize that the pa,ent experience is an essen,al element in the execu,on and evalua,on of health care performance. The Ins,tute is commiied to improving the pa,ent experience by serving as a reliable resource for shared informa,on and proven prac,ces, a dynamic incubator of leading research and new ideas and an interac3ve connector of effec,ve leaders and dedicated prac,,oners. The Ins,tute is uniquely posi,oned to develop and publicize cusng- edge concepts focused on improving the pa,ent experience, touching thousands of healthcare execu,ves and pa,ents

30 Thank You for Joining Us! Please keep your eyes open for a post webinar evalua,on coming soon