Patient Satisfaction Optimization

Working Together to Work Wonders.

Patient Satisfaction Optimization

Linda Shin, MPH

Clinical Safety & Effectiveness

Working Together to Work Wonders. 2

Team Members

Sponsor: Randy Urban, MD

Astrud Leyva, MD

Beverly Mizell, RN

Corrin Le Vasseur, MPA

Deven Barriault, RN

Jennifer Zirkle, RN

Linda Shin, MPH

Lindsay Sonstein, MD


Background

• UTMB measures patient satisfaction levels using Press

Ganey surveys

• Patient satisfaction optimization team reviewed past

Press Ganey survey results and identified “Blood Draw” as

an area in need of improvement


What Were We Trying To Accomplish?

Aim StatementIncrease patient satisfaction mean scores by 1.0 point for the Press Ganey question, “the courtesy of person who drew blood’, for units 9D (Transplant) and 10C (Acute Care for Elders) for July and August 2010.


Baseline: Acute Care For Elders (ACE) Unit


Baseline: Transplant Unit


Process Mapping


Flow Diagram


Fishbone Diagram


Brainstorm

• Met with the stakeholders

o Nursing Staffo Lab managemento All inpatient phlebotomists

• Reviewed and analyzed patients’ comments included in

Press Ganey survey results

• Multiple list serve queries

o University Hospital Consortiumo American College of Healthcare Executives


Matrix of Possible InterventionsEase of

Implementation

Easy

Posting Patient Satifaction scores on the units

Flyer/tent card with educational Info to give to patients regarding blood draw by phlebotomists

Low Impact/Easy Medium Impact/Easy High Impact/Easy

RN explanation of blood draw/education

Role Playing Exercise with Phlebotomists

PCT & Phlebotomy Coordination

Low Impact/Moderate Medium Impact/Moderate High Impact/Moderate

Nurse & Phlebotomy AIDET training/Scripting 10 PM Blood Draw

Low Impact/Difficult Medium Impact/Difficult High Impact/Difficult

Difficult

Low Potential Impact High


Project Plan

1. Tent cards (English and Spanish)

2. AIDET training for phlebotomists (Acknowledge, Introduce, Duration, Explanation, and Thank You)

3. Patient education

4. Coordination of vital signs and blood draw on ACE unit


Secondary Interventions

1. Tent Cards

• Added a note for patients to score us on Press Ganey

• Laminated the cards

• Housekeeping, patient advocates, and unit nursing staff were all involved in keeping the tent cards at the patients’ bedside

2. Patient education was provided during the admission process


Results – ACE Unit (92.50)

mean = 86.66 mean = 90.26


Results – Transplant Unit (80.71)

mean = 88.51 mean = 85.42


Discussion

We found significant differences in the outcomes at these two units. One of the contributing factors was the differences in the patient population. Another may be that the transplant unit was less frequently staffed by UTMB nurses.

For future patient satisfaction initiatives, it will be important to have representatives from each specialty to arrive at best solutions and improvement initiatives.


Barriers And Challenges

•More agency nurses than expected worked on the Transplant Unit

•Tent cards were thrown away

•Coordination between PCTs and phlebotomists was not always feasible

•Delays in obtaining reliable Press Ganey survey results


Next Steps

•Work with UTMB Organizational Effectiveness, Training, and Recognition department to continue AIDET training for all inpatient nurses and new phlebotomists.

•Work with Patient Services to create appropriate signs/posters for each unit to increase the number of returned surveys.

•Provide in-service for nurses to educate patients regarding phlebotomy.

•Recommend to laboratory operations to utilize a standard schedule for phlebotomy activity and to coordinate with other morning activities at each unit.


Return On Investment

Year 1

Costs $21, 179

Benefit* ---

Annual Net Benefit ($21,179)

Cumulative Benefit ($21,179)

*Satisfaction leads to patient loyalty, and increased loyalty is the single most important driver of long term financial performance. Jones and Sasser

**More frequent blood draws may lead to lower satisfaction level and higher cost


Conclusion

•We CAN improve our patients’ satisfaction!

•Hospital stays are full of surprises and it is important to let patients know what to expect during their stay.

•Institutions may need specialty- and patient population-specific initiatives to address patient satisfaction.


Acknowledgment

•Susan Seidensticker

•Lab Management:

Bert Nash Ricardo Segura Theresa Friloux

•Patient Advocates

Tony Armenta Jeanette

Mancha

•Phlebotomy Team

•Transplant and ACE unit staff

•Environmental Services

•OETR

Bob Scott and Martha Livanec


Questions?

“To improve is to change. To be perfect is to change often.” - Winston Churchill

Patient Satisfaction Optimization

Documents

Transcript of Patient Satisfaction Optimization