Management Considerations for Improved Patient Experience

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Important notes Within3 Community

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Important notes HCAHPS Year 2 Reference List http://tc.nphhi.org/Learn/HCAHPS-Beyond-The-Basics.aspx

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Important notes HCAHPS Learning Network (year 1) http://tc.nphhi.org/Learn/Patient-Engagement-HCAHPS-Learning-Network.aspx

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Experts From the Field

Mary Malone

MS, JD

President, Malone

Advisory Services

Carrie Brady

JD, MA

Principal, CBrady Consulting

Jane Hooker

RN, MN, CPHQ

AVP for Quality & Innovation,

NAPH

Jerod Loeb

PhD

Executive VP for Healthcare

Quality Evaluation,

Joint Commission

Sherri Loeb BSN, RN

Personal

Navigator

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NAPH Beyond the Basics Webinar April 23, 2013 Carrie Brady, JD, MA

Mary P. Malone, MS, JD

Describe successful strategies used to maintain staff energy and engagement while improving the patient/family experience

Provide practical strategies to hold staff

accountable Identify common pitfalls for managers to avoid

Introductions

How we developed this program ◦ Improve the actual patient experience itself ◦ Improve the process of improving the patient

experience (leading for service)

Program: Management Considerations

Comments, questions, critique

Remember that Quality and Service are INEXTRICABLY linked; it is not an EITHER/OR

AND If you are not providing a great service

experience your care is not as good as it could be and your clinical results are not as good as they could be.

Supply the evidence (especially to the docs).

Improved quality of care/clinical effectiveness

Better medical adherence/compliance

Improved safety Better staff morale Personal/professional fulfillment Reduced staff turnover Fewer employee incidents “Cross-selling” Physician recruitment Improved productivity

Reduced recruitment costs Employer of choice benefits “Premium dollar” Increased market share Improved bond ratings Improved patient retention Increased patient referrals Improved collections Reduced risk of litigation Fewer complaints Increased philanthropy More efficient Increased value Greater profitability Organizational success

“The inclusion of patient experience as one of the pillars of quality is partly justified on the grounds that patient experience data, robustly collected and analysed, may help highlight strengths and weaknesses in effectiveness and safety and that focusing on improving patient experience will increase the likelihood of improvements in the other two domains.”

“Clinicians should resist sidelining patient experience measures as too

subjective or mood-orientated, divorced from the ‘real’ clinical work of measuring and delivering patient safety and clinical effectiveness”.

Source: A systematic review of evidence on the links between patient experience and clinical safety and effectiveness. Cathal Doyle, Laura Lennox and Derek Bell British Medical Journal Open Published online 2013 January 3. doi: 10.1136/bmjopen-2012-001570

Assume good intentions ◦ Reinforce relationships

Acknowledge challenges ◦ Patients aren’t always right

Make the goal personal ◦ Connect to staff members' own experiences as

patients and/or loved ones of patients

Celebrate!

This sign was posted daily on a hospital unit

Staff did not know what the number meant: Was it a good score or

a bad score? What questions was it

based on? What time period was

included in the score? What could be done to

improve? 14

Listen to patients and staff

Use “appreciative inquiry” Reveal hidden innovation Examine improvement, not just

achievement Put HCAHPS data in context with other

qualitative and quantitative information about the patient and staff experience Preserve relationships by noting what is working well

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Example provided courtesy of

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Build a team and support their work with resources and time to identify, implement, and evaluate improvement efforts.

Consider your past experience: ◦ When you have been at your most successful, what

have you done? ◦ What doesn’t work?

Engage frontline staff in establishing priorities

Provide support for improvement

Reinforce the ultimate goal: better care

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Used with permission of the illustrator Michel Baudin, Manufacturing Management & Technology Institute

“Collabetition” ◦ Each unit recognized for excellence in patient

experience receives a second trophy to give to a group that supported them

Team Trades

Compliment hotline ◦ Track, analyze, and report compliments

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Patient-centered care is often treated as a very vague concept in practice. It is not enough to tell people to “be nice”. Identify specific behaviors (chicken cacciatore scripting, standardization (mass customization)). Exactly what should the “cheeseburger” look like?

What should it ALWAYS look like?

Clearly identify your standards. Are they standards or suggestions? What is your story about why there is or isn’t 100% compliance with standards? (This is all about leadership and accountability; which is the key to service.) Is everyone truly held to the same standards or do some people get a "pass"?

Quick exercise: The “perfect employee” starts tomorrow…..

Include front line staff in decision making at every stage of the process. Respect their wisdom. They have all the best answers and innovations!

Engage the team in proactively identifying and addressing possible barriers rather than arm-wrestling over them.

Remember that the work environment matters. Build relationships among your teams. Reconnect people to purpose and provide recognition.

Are you credible as a leader? Do you follow the same rules you ask your team to follow?

Mary P. Malone, MS, JD mary@maloneadvisoryservices.com

@ptsatexpert 574-876-3039

Carrie Brady, JD, MA cbradyconsulting@gmail.com

203-210-7484

Next Steps Please look forward to our next Webinar May

15th: The Relevance of Unconscious Bias In Cultural Competency

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Should you have any further questions, please contact:

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Jane Hooker Email: jhooker@naph.org Phone: (202) 585-0134

Brian Roberson Email: broberson@naph.org Phone: (202) 585-0116