Improving The Patient Experience With Technology...Improving The Patient Experience With Technology...
Transcript of Improving The Patient Experience With Technology...Improving The Patient Experience With Technology...
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Improving The Patient Experience With Technology May 17th, 2018Craig DeGarmo, MBA, MHAChief Administrative Officer and Vice Chair of AdministrationBaylor College of Medicine- Department of Medicine
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Craig DeGarmo MBA, MHA Background
• Training- Practice Management, Organizational Change, Business, Accounting, Marketing, Philanthropy, Epic, Health Services Administration
• 8 years stationed as trauma medic in USN• 2 ½ years as Project Coordinator and Epic Trainer at
The University of Florida
• 3 ½ years as Director for Epic (DoM) and the Administrator for Nephrology, Hypertension and Renal Transplantation at The University of Florida
• 2 years as the Chief Administrative Officer for the Department of Medicine at MedStar Georgetown University Hospital
• 1 year as the Chief Administrative Officer and Vice Chair for Administration in the Department of Medicine at Baylor College of Medicine in Houston, TX
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What We Are Going To Review Today• What is JabFab
• How does JabFab work
• Life in the Department of Medicine before JabFab
• Life in the Department of Medicine after JabFab implementation
• Future implementations of JabFab
• How this affects us at BCM
• Questions
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WHAT IS jabfab?
ENHANCING THE PATIENT EXPERIENCE
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We are living in a
real-time economy#GenerationNow
Why JabFab?
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Old School
SurveysVoice of the
Customer
Impulse of the Customer & Experience
Management
After-the-fact >>>> Real-time in the Moment
Digital customer engagement &
service models are eating the world…
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jabfab
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A real-time
mobile
feedback
system
Introducing
Collecting
patient or staff
feedback in a
brief way
Knowing
about it
right away
Dealing with it
straight away• Nothing to install
• No app to download
• Engage and act on the IMPULSE of the customer
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WHY JABFAB MOBILE CUSTOMER
ENGAGEMENT & SERVICE MAKES SENSE
Private, mobile, in
the moment
Convenient, short form, easy to do
Double-downon good
experiences
Address dissatisfaction in
real-time
Get smarter to be
preemptive
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Example AwarenessPoster and Check Out Cards for inspiration
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Examples of Hyper-local collateral for real-time action
oriented use cases
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Example of mobile notifications & patient experience monitoring
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Example of mobile monitoring and acting on real-time feedback
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Example of desktop monitoring and acting on real-time feedback
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JAB CLOUD FAB CLOUD
Examples of
Dash for
Management
& Admin
Insights
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Life before jabfab (Georgetown)
• Constant patient complaints
• Horrible clinical culture
• Horrible morale
• Inefficient clinical flow
• Physicians and staff working in silos
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Cardiology Department PatientExperience Report Summary Data
CardiologyFY Score
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Goal at Gtown was 85% for Press
Ganey
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Nephrology Department PatientExperience Report Summary Data
NephrologyFY Goal
NephrologyFY Score
Linear(NephrologyFY Goal )
Linear(NephrologyFY Score)
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Goal at Gtown was 88% for Press
Ganey
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Life after jabfab (Georgetown)
• Patient complaints resolved in real time
• Clinical culture created to be patient centered
• Huge morale swing due to Kudos Chips
• Completely changed clinical flow based on patient feedback
• Physicians and staff working together to achieve common mission
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Cardiology Department PatientExperience Report Summary Data
CardiologyFY Score
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Goal at Gtown was 85% for Press Ganey. Hit 100%
every single month since
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Nephrology Department PatientExperience Report Summary Data
NephrologyFY Goal
NephrologyFY Score
Linear(NephrologyFY Goal )
Linear(NephrologyFY Score)
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Goal at Gtown was 85% for Press Ganey. Hit 100%
almost every single month since
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Future implementation plans for jabfab (Georgetown)
• April 2017 jabfab implemented across the remaining divisions in Medicine• Endocrinology
• General Internal Medicine
• Medical Pediatric Specialties
• Infectious Disease
• Nephrology
• Pulmonary
• Rheumatology
• Gastroenterology
• Cancer
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Future implementation plans for jabfab (Georgetown)
• July of 2017 jabfab implemented across the remaining departments in the college
• Fam med
• OB/GYN
• Ophthalmology
• Otolaryngology
• Audio
• Breast center
• Plastics
• PM&R
• Sleep
• Transplant
• Urology
• Surgery
• Wound center
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Future implementation plans for jabfab (Georgetown)
• January of 2018 jabfab implemented across the MedStar system
1. MedStar Franklin Square Medical Center
2. MedStar Good Samaritan Hospital
3. MedStar Harbor Hospital
4. MedStar Montgomery Medical Center
5. MedStar National Rehabilitation Hospital
6. MedStar Southern Maryland Hospital Center
7. MedStar St. Mary's Hospital
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How this affects us at BCM
• Joined in April 2017
• Full departmental reorganization June 2017
• Tripartisan mission acceleration project July 2017
• Signed contract with jabfab April 2018
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Simple 6-Step Process For Implementing JabFab
Step 1 DetermineScope Of Pilot
Complete
Step 2 Agree on measures of success & commercial terms
1 day
Step 3 Configure the JabFab system with all practices and locations in scope
3 days to1 week
Step 4 Create JabFab awareness materials and collateral for patient/visitor engagement
2 weeks
Depending upon approach taken
Step 5 Conduct management & user Go-Live and Pre-Go Live awareness & Training
1 Day
Step 6 Review, Monitor, Adjust, Measure & Discuss Advancement To Broader Use
3-4 weeks initial useThen..
4-6 months continued use
Total:6 months
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Piloting @ Baylor - Scope:
5 practice areas were defined as the highest potential for the scope of the trial, based on the recent Patient Experience survey results:
• Cardiology- (Baylor Clinic & Hall – Garcia) (35%)• BC Cardiovascular Disease
• BC Cardiology Interventional
• BC Cardiac Electrophysiology
• HG Cardiovascular Disease
• HG Cardiology Interventional
• HG Cardiac Electrophysiology
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Piloting @ Baylor - Scope:
5 practice areas were defined as the highest potential for the scope of the trial, based on the recent Patient Experience survey results:
• Oncology (65%)
• Infectious Diseases (70%)
• Gastroenterology (60%)BCM has the option of testing JabFab in any other areas desired, during the pilot project, in order to help with building out a business case for broader use as a differentiator and impact to Patient and Visitor experience management.
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Why is this important?
Key drivers:• Wait time measurement
• Ease of appointment scheduling
• Courtesy and Professionalism of staff
• Overall Experience
• Understanding of care plans provided to Patients
• Parking and arrival
• Facilities cleanliness and hygiene
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Craig DeGarmo, MBA, MHA
Chief Administrative Officer & Vice Chair of Administration-
Department of Medicine
President- Administrators of Internal Medicine (AIM)
Board of Directors- Alliance for Academic Internal Medicine
(AAIM)
7200 Cambridge Street. Suite A08.111, Houston, Texas 77030
T: 713.798.8855 | E: [email protected] |
W: www.bcm.edu/departments/medicine
Thank you!