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Patient Experience

Patient Experience. Lessons Learned from the Frontlines 5May17. The Organization.

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Patient Experience

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  1. Patient Experience Lessons Learned from the Frontlines 5May17

  2. The Organization Denver Health was established in 1860 and has been caring for the people of Denver and the Rocky Mountain Region ever since. Denver Health is a vast source of medical knowledge, technology and resources where every hour of every day our expert, caring staff delivers high-value care.

  3. The Challenge Why is patient experience important?

  4. The Answers • Are the patients the real customer here? • Our patients should be happy to receive care. • We already do all of this, why are wasting time and money on patient experience tactics?

  5. The Real Answers: • Evidence Based Practice • Value Based Purchasing • The first year of CG CAHPS Data in 2013 every clinic was at <30% for Overall Rating of Provider • Employees would recommend that friends and family work here, but not receive care here.

  6. What to do? • Engage Leaders both formal and informal • Get help • Leverage strengths and talents • Acknowledge reality • Support and coach, repeat:II • Reflect

  7. Basic Tools • Scripted Communication • Leader Rounding on Staff • Leader Rounding on Patients • Welcome Behaviors • Visual Management

  8. The Challenges • Pushback on the data • Not enough time • Flavor of the month interventions • Communication and support across a large and diverse division • Structure and Leadership changes

  9. Case Study: Surgery Clinic • Large Surgical Specialty Service with residents. • New nurse manager • No current physician leader • Overall Rating Provider Percentile 2014 1%

  10. Success! • Communication, Communication, Communication • Collaboration with Physician Leadership • Training, Coaching, and Validation • Engage Staff in tactics and process improvement • 1st Quarter 2017 87% Top Box = 58th Percentile Rank

  11. Employee Engagement • You can’t have one without the other • Leadership is critical to engagement • Engagement and Happiness are not the same thing • Engagement is a process not an event

  12. What to do? • Engage Leaders both formal and informal • Get help • Leverage strengths and talents • Acknowledge reality • Support and coach, repeat:II • Reflect

  13. Basic Tools • Employee Engagement Survey Results • Leader Rounding on Staff • Organizational Support • Leadership Development

  14. The Challenges • Leadership Turnover • Organizational issues with supporting managers • Time • Flavor of the Month History • Culture of “Toughness”

  15. Case Study: Orthopedic Clinic • Large Orthopedic Surgery and Trauma Clinic • Residency Program • Four nurse managers in the past 2 years • Access and wait times are biggest patient complaints • Tier 3 for Employee Engagement for the past 10 years.

  16. Success! • Engage physician leadership and the clinic team in the success of the new nurse manager. • Engage physician leadership with non provider clinic staff • Leader Rounding on Staff: Follow through and problem solve identified issues • Celebrate Success • Tier 1 for employee engagement 11/2017

  17. Important Facts: • Surgery Clinic also improved from Tier 2 Employee Engagement to Tier 1 in this same time period. • Ortho clinic improved Patient Experience Overall Rating of Provider from 55% to 94%

  18. Key Take-aways: • Provider and team engagement is essential to success. • Change has to be continuously supported, telling does not work. • Follow through is critical to success • Success is possible and leadership makes a difference.

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