This document discusses how hospitals can improve patient satisfaction scores by taking a holistic approach involving people, processes, and place. It focuses on how the physical environment (place) influences patient experience in key areas measured by the HCAHPS survey like noise levels, pain management, and communication. Research shows noise negatively impacts sleep quality and satisfaction. Pain management is enhanced by positive distractions like views of nature. Communication is aided by quiet spaces and sink placement allowing eye contact. The document advocates a team approach across departments to identify opportunities through people's roles, care processes, and changes to the physical space. Case studies demonstrate how these factors together improved HCAHPS scores at different hospitals.
The document discusses how health systems can achieve standardized patient-centric care through clinician-led transformation. It highlights the success of Trinity Health in saving $20,000 per day and improving outcomes by empowering clinicians to lead collaborative efforts to develop and implement evidence-based standardized care protocols and monitor their impact. Key aspects that contributed to Trinity Health's success include creating an open forum for clinicians to develop solutions, proving rather than just stating that clinicians are decision-makers, using data to prioritize opportunities, and establishing rigorous project management and measurement of results.
The best of clinical pathway redesign - practical examples of delivering bene...NHS Improvement
The examples here showcase just some of the innovations that have enabled thousands of patients to enjoy better health and well-being thanks to practicalservice improvements implemented on various clinical pathways
Safety is Personal: Partnering with Patients and Families for the Safest CareEngagingPatients
The work of NPSF"s Lucian Leape Institute's Roundtable on Consumer Engagement, "Safety Is Personal: Partnering with Patients and Families for the Safest Care" is a call to action for health leaders, clinicians, and policy makers to take the necessary steps to ensure patient and family engagement at all levels of health care.The report identifies specific action items for health leaders, clinicians, and policy makers to pursue in making patient and family engagement a core value in the provision of health. care.
The Importance of measuring outcomes, including Patient Reported Outcome Measures (PROMS)
BAOT Lifelong Learning Event
10 November 2010
Dr Alison Laver-Fawcett
Head of Programme, BHSC(Hons) Occupational Therapy
York St John University
Ruma rssp qi in resource poor settings 050211nyayahealth
A 6-month-old boy presented to a hospital in Nepal with severe respiratory distress. Despite his poor condition, supportive treatment was delayed. That evening, a power outage caused equipment failures and the inability to provide oxygen. The child was found unresponsive hours later and died after unsuccessful resuscitation efforts. Quality improvement tools that can be used in resource-poor settings include quality committees, standards/checklists, clinical audits, patient interviews, and morbidity/mortality conferences to systematically analyze care quality and identify areas for improvement.
This document describes the implementation and results of establishing an independent breast care clinic directed by an advanced practice clinician (APC) at a university hospital. The goals were to decrease wait times for appointments, improve financial viability, and increase patient, APC, and physician satisfaction. After applying "lean" principles to redesign clinic workflows, the APC began independently evaluating and treating patients under physician supervision. Results showed trends of decreased median wait times for new appointments, increased monthly charges billed by the APC from $388 to $30,800, and high patient satisfaction scores for both the APC and surgeon of over 95%. The study demonstrated how utilizing an APC can help meet goals of improved access, value, and satisfaction
Standard of care / Standard of Practice / Clinical Guideline/ Clinical Pathway Naz Usmani
A very brief presentation about the clinical process improvements including practices, standards of care , guideline and pathway . I have reflected upon the basic differences between them . Hope it is useful
Weitzman 2013: PCORI: Transforming Health CareCHC Connecticut
This document summarizes a presentation given by Joe Selby on the Patient-Centered Outcomes Research Institute (PCORI). It discusses PCORI's mission to fund comparative clinical effectiveness research that is guided by patients and other stakeholders. Key points include: PCORI's focus on research questions of interest to patients and providers; its criteria for funding proposals, including patient-centeredness and engagement; and its plans to significantly increase funding for such research over time. Examples are given of funded pilot projects involving community health centers.
The document discusses how health systems can achieve standardized patient-centric care through clinician-led transformation. It highlights the success of Trinity Health in saving $20,000 per day and improving outcomes by empowering clinicians to lead collaborative efforts to develop and implement evidence-based standardized care protocols and monitor their impact. Key aspects that contributed to Trinity Health's success include creating an open forum for clinicians to develop solutions, proving rather than just stating that clinicians are decision-makers, using data to prioritize opportunities, and establishing rigorous project management and measurement of results.
The best of clinical pathway redesign - practical examples of delivering bene...NHS Improvement
The examples here showcase just some of the innovations that have enabled thousands of patients to enjoy better health and well-being thanks to practicalservice improvements implemented on various clinical pathways
Safety is Personal: Partnering with Patients and Families for the Safest CareEngagingPatients
The work of NPSF"s Lucian Leape Institute's Roundtable on Consumer Engagement, "Safety Is Personal: Partnering with Patients and Families for the Safest Care" is a call to action for health leaders, clinicians, and policy makers to take the necessary steps to ensure patient and family engagement at all levels of health care.The report identifies specific action items for health leaders, clinicians, and policy makers to pursue in making patient and family engagement a core value in the provision of health. care.
The Importance of measuring outcomes, including Patient Reported Outcome Measures (PROMS)
BAOT Lifelong Learning Event
10 November 2010
Dr Alison Laver-Fawcett
Head of Programme, BHSC(Hons) Occupational Therapy
York St John University
Ruma rssp qi in resource poor settings 050211nyayahealth
A 6-month-old boy presented to a hospital in Nepal with severe respiratory distress. Despite his poor condition, supportive treatment was delayed. That evening, a power outage caused equipment failures and the inability to provide oxygen. The child was found unresponsive hours later and died after unsuccessful resuscitation efforts. Quality improvement tools that can be used in resource-poor settings include quality committees, standards/checklists, clinical audits, patient interviews, and morbidity/mortality conferences to systematically analyze care quality and identify areas for improvement.
This document describes the implementation and results of establishing an independent breast care clinic directed by an advanced practice clinician (APC) at a university hospital. The goals were to decrease wait times for appointments, improve financial viability, and increase patient, APC, and physician satisfaction. After applying "lean" principles to redesign clinic workflows, the APC began independently evaluating and treating patients under physician supervision. Results showed trends of decreased median wait times for new appointments, increased monthly charges billed by the APC from $388 to $30,800, and high patient satisfaction scores for both the APC and surgeon of over 95%. The study demonstrated how utilizing an APC can help meet goals of improved access, value, and satisfaction
Standard of care / Standard of Practice / Clinical Guideline/ Clinical Pathway Naz Usmani
A very brief presentation about the clinical process improvements including practices, standards of care , guideline and pathway . I have reflected upon the basic differences between them . Hope it is useful
Weitzman 2013: PCORI: Transforming Health CareCHC Connecticut
This document summarizes a presentation given by Joe Selby on the Patient-Centered Outcomes Research Institute (PCORI). It discusses PCORI's mission to fund comparative clinical effectiveness research that is guided by patients and other stakeholders. Key points include: PCORI's focus on research questions of interest to patients and providers; its criteria for funding proposals, including patient-centeredness and engagement; and its plans to significantly increase funding for such research over time. Examples are given of funded pilot projects involving community health centers.
This document provides guidance for developing clinical practice guidelines at the Royal Children's Hospital in Melbourne, Australia. It outlines a 17 step process for guideline development that involves identifying a topic, forming an authoring team, reviewing evidence, drafting content, obtaining stakeholder feedback, finalizing and approving the guideline, implementing it, and evaluating its impact. Key principles include developing guidelines through a multidisciplinary process, basing them on the best available research evidence, and involving consumers throughout. The overall goal is to improve healthcare quality and outcomes for patients.
This document discusses a project to improve patient wait times and satisfaction scores at an ambulatory surgery center. Studies found actual surgery start times ranged from 6 minutes to 2 hours and 50 minutes later than scheduled. The average registration wait was 17 minutes and preparation time was 33 minutes. Recommendations include changing scheduling practices based on average surgeon times, dedicating registration staff, and educating staff on updating patients about delays every 15 minutes. Implementing these measures could increase satisfaction scores and the center's preference among patients.
Weitzman 2013 Relative patient benefits of a hospital-PCMH collaboration with...CHC Connecticut
Anuj K Dalal presents information on a PCORI research grant: Relative patient benefits of a hospital-PCMH collaboration within an ACO to improve care transitions.
The document discusses quality improvement for reducing diarrhea cases through a handwashing program. It proposes using the FADE model and microsystems approach to design the program. Measurement tools would quantitatively and qualitatively assess handwashing rates, diarrhea incidence, and impact. Ethical considerations include informed consent, confidentiality, and balancing risk of spreading infection against the duty to protect patients. Overall the program aims to determine if handwashing increases and diarrhea cases decrease.
The document discusses various ways to evaluate the effectiveness of advanced practice nurses (APNs) through research. It notes that while some early research found APNs provided safe, effective, and cost-efficient care, more ongoing research is still needed. Specifically, more documentation is required on APN contributions, outcomes, quality of care provided, and how APNs work with other healthcare providers.
Enhancing the patient experience in a new purpose-build MDT meeting room with...Cancer Institute NSW
St Vincent’s Head and Neck Clinic is a well-established, multidisciplinary clinic which has provided a co-ordinated team approach to the head and neck patient’s complex needs for over three decades. With the development of a new, purpose-built cancer facility, a clinical redesign project was undertaken, with the aim to further enhancing the patient experience and improving the quality of care for patients attending the weekly Multidisciplinary Head and Neck Clinic.
This document describes the development of a clinical audit tool to measure processes of pregnancy care. It discusses:
- The need to measure processes of care, not just outcomes, to evaluate quality of healthcare.
- How the tool was developed using literature on clinical audit methodology and local clinical standards for pregnancy care.
- How focus groups with stakeholders were used to engage them in the project and refine the methodology.
- That the tool was tested on 354 health records and found to have high inter-rater reliability, showing it is a robust way to measure adherence to clinical standards.
Standard of care / Standard of Practice / Clinical Guideline/ Clinical Pathway Naz Usmani
A very brief presentation to differentiate between clinical process improvement practice , guideline and pathway .
I have reflected on the basic differences between them .
Over half of patients at a rehabilitation hospital reported wanting greater involvement in their care decisions. To address this, the hospital conducted patient and family shadowing where observers followed patients to experience care from their perspective. This identified themes like explanations during rounds and involvement in discharge plans. A post-intervention survey found a statistically significant improvement in patients feeling involved in care decisions and clinically relevant improvements in understanding doctor explanations and recommending the hospital. Engaging medical leaders and balancing data with reflection time led doctors to change practices without formal rules.
Overview of the progress of the KSUMC Clinical Practice Guidelines Adaptation and Implementation Program in the Department of Pediatrics which is the most active department in the program
CLINICAL PATHWAY and CLINICAL PRACTICE GUIDELINESMary Ann Adiong
This document discusses clinical pathways and clinical practice guidelines. It defines clinical pathways as multidisciplinary plans of best clinical practices for specific patient groups. Clinical pathways help improve quality of care, reduce variation, and enhance communication. The document outlines the components and development process of clinical pathways, including establishing multidisciplinary teams, collecting data, and monitoring variances. It also discusses how clinical practice guidelines are evidence-based statements that optimize patient care through systematic reviews and benefit-harm assessments.
The document discusses various topics related to physical therapy (PT) practice. It notes that in 2014, PTs can avoid PQRS penalties by reporting 3 quality measures for 50% of patients, and the number of measures required to receive bonuses will increase from 3 to 9. It also eliminates reporting via measures groups through claims. The document discusses focusing on developing quality measures for PT, payment models that promote value, and public policy initiatives to advance the role of PT in areas like disease management. It also discusses improving access, eliminating self-referral profits, and ensuring an adequate PT workforce.
Weitzman 2013: State Health Policy Initiatives as Drivers for Improving Care...CHC Connecticut
Sue Birch presents on State Health Policy Initiatives as Drivers for Improving Care Outcomes: Colorado's Accountable Care Collaborative at the 2013 Weitzman Symposium
The Strategic Plan for Children's National Health System: ICU/ER Satellite La...Ashley Lucci-Vaughn
The document provides a strategic plan for Children's National Health System to implement satellite laboratory services within the hospital. The satellite labs will be located in the ER and ICU units and will focus on performing STAT chemistry and hematology tests to improve turnaround times for urgent results and enhance patient care. The plan outlines the mission, stakeholders, testing services, staffing, and current state of the satellite lab enterprise to decentralize services while maintaining quality and improving access to care.
This document summarizes a session at the 2015 CADTH conference on engaging patients in defining value and drug development. It provides an overview of the session which included panels discussing defining value from the patient perspective and models of patient engagement. It also summarizes some of the key points discussed, such as the need to include patient perspectives throughout the drug development process to better measure what is meaningful to patients and alternative approaches to patient engagement like patient and community engagement researchers. The document advocates that embedding meaningful patient measures can help weight evidence from the patient perspective.
The Alliance to Reduce Disparities in Diabetes
http://ardd.sph.umich.edu/
The Alliance is working to improve communication between patients and health care providers. Effective communication among providers, patients and their family members is a critical component of efforts to promote optimal care outcomes, enhance prevention and management of diabetes and reduce disparities in care.
Dr. Edward Wagner, Director (Emeritus) MacColl Center, Senior Investigator, Group Health Research Institute addresses the 2014 Weitzman Symposium on The Future of Primary Care
The document discusses Project ECHO and its mission to expand access to specialty healthcare for common and complex diseases in rural and underserved areas. Project ECHO uses teleconferencing and case-based learning to train primary care clinicians to treat and manage conditions like hepatitis C. An evaluation showed primary care clinicians trained through Project ECHO achieved similar treatment outcomes for hepatitis C as specialists at a university medical center, improving access to care for rural and minority populations.
Kunst- en Cultuurwetenschappen / premasterprogramma's / Tilburg UniversityBirgit van der Wiel
Tilburg University - premasterprogramma's Kunst- en Cultuurwetenschappen. Premaster geeft toegang tot mastertracks: Kunsten, Publiek en Samenleving // Jeugdliteratuur // Management of Cultural Diversity. Kijk voor meer informatie ook op www.tilburguniversity.edu/nl/onderwijs/masteropleidingen/ algemene-cultuur-wetenschappen/premaster
Fizzy mineral water is advertised as the best drink because it is natural, energizing and refreshing. The advertisement claims that drinking fizzy mineral water makes people feel healthier and reduces stress and fatigue.
This document provides guidance for developing clinical practice guidelines at the Royal Children's Hospital in Melbourne, Australia. It outlines a 17 step process for guideline development that involves identifying a topic, forming an authoring team, reviewing evidence, drafting content, obtaining stakeholder feedback, finalizing and approving the guideline, implementing it, and evaluating its impact. Key principles include developing guidelines through a multidisciplinary process, basing them on the best available research evidence, and involving consumers throughout. The overall goal is to improve healthcare quality and outcomes for patients.
This document discusses a project to improve patient wait times and satisfaction scores at an ambulatory surgery center. Studies found actual surgery start times ranged from 6 minutes to 2 hours and 50 minutes later than scheduled. The average registration wait was 17 minutes and preparation time was 33 minutes. Recommendations include changing scheduling practices based on average surgeon times, dedicating registration staff, and educating staff on updating patients about delays every 15 minutes. Implementing these measures could increase satisfaction scores and the center's preference among patients.
Weitzman 2013 Relative patient benefits of a hospital-PCMH collaboration with...CHC Connecticut
Anuj K Dalal presents information on a PCORI research grant: Relative patient benefits of a hospital-PCMH collaboration within an ACO to improve care transitions.
The document discusses quality improvement for reducing diarrhea cases through a handwashing program. It proposes using the FADE model and microsystems approach to design the program. Measurement tools would quantitatively and qualitatively assess handwashing rates, diarrhea incidence, and impact. Ethical considerations include informed consent, confidentiality, and balancing risk of spreading infection against the duty to protect patients. Overall the program aims to determine if handwashing increases and diarrhea cases decrease.
The document discusses various ways to evaluate the effectiveness of advanced practice nurses (APNs) through research. It notes that while some early research found APNs provided safe, effective, and cost-efficient care, more ongoing research is still needed. Specifically, more documentation is required on APN contributions, outcomes, quality of care provided, and how APNs work with other healthcare providers.
Enhancing the patient experience in a new purpose-build MDT meeting room with...Cancer Institute NSW
St Vincent’s Head and Neck Clinic is a well-established, multidisciplinary clinic which has provided a co-ordinated team approach to the head and neck patient’s complex needs for over three decades. With the development of a new, purpose-built cancer facility, a clinical redesign project was undertaken, with the aim to further enhancing the patient experience and improving the quality of care for patients attending the weekly Multidisciplinary Head and Neck Clinic.
This document describes the development of a clinical audit tool to measure processes of pregnancy care. It discusses:
- The need to measure processes of care, not just outcomes, to evaluate quality of healthcare.
- How the tool was developed using literature on clinical audit methodology and local clinical standards for pregnancy care.
- How focus groups with stakeholders were used to engage them in the project and refine the methodology.
- That the tool was tested on 354 health records and found to have high inter-rater reliability, showing it is a robust way to measure adherence to clinical standards.
Standard of care / Standard of Practice / Clinical Guideline/ Clinical Pathway Naz Usmani
A very brief presentation to differentiate between clinical process improvement practice , guideline and pathway .
I have reflected on the basic differences between them .
Over half of patients at a rehabilitation hospital reported wanting greater involvement in their care decisions. To address this, the hospital conducted patient and family shadowing where observers followed patients to experience care from their perspective. This identified themes like explanations during rounds and involvement in discharge plans. A post-intervention survey found a statistically significant improvement in patients feeling involved in care decisions and clinically relevant improvements in understanding doctor explanations and recommending the hospital. Engaging medical leaders and balancing data with reflection time led doctors to change practices without formal rules.
Overview of the progress of the KSUMC Clinical Practice Guidelines Adaptation and Implementation Program in the Department of Pediatrics which is the most active department in the program
CLINICAL PATHWAY and CLINICAL PRACTICE GUIDELINESMary Ann Adiong
This document discusses clinical pathways and clinical practice guidelines. It defines clinical pathways as multidisciplinary plans of best clinical practices for specific patient groups. Clinical pathways help improve quality of care, reduce variation, and enhance communication. The document outlines the components and development process of clinical pathways, including establishing multidisciplinary teams, collecting data, and monitoring variances. It also discusses how clinical practice guidelines are evidence-based statements that optimize patient care through systematic reviews and benefit-harm assessments.
The document discusses various topics related to physical therapy (PT) practice. It notes that in 2014, PTs can avoid PQRS penalties by reporting 3 quality measures for 50% of patients, and the number of measures required to receive bonuses will increase from 3 to 9. It also eliminates reporting via measures groups through claims. The document discusses focusing on developing quality measures for PT, payment models that promote value, and public policy initiatives to advance the role of PT in areas like disease management. It also discusses improving access, eliminating self-referral profits, and ensuring an adequate PT workforce.
Weitzman 2013: State Health Policy Initiatives as Drivers for Improving Care...CHC Connecticut
Sue Birch presents on State Health Policy Initiatives as Drivers for Improving Care Outcomes: Colorado's Accountable Care Collaborative at the 2013 Weitzman Symposium
The Strategic Plan for Children's National Health System: ICU/ER Satellite La...Ashley Lucci-Vaughn
The document provides a strategic plan for Children's National Health System to implement satellite laboratory services within the hospital. The satellite labs will be located in the ER and ICU units and will focus on performing STAT chemistry and hematology tests to improve turnaround times for urgent results and enhance patient care. The plan outlines the mission, stakeholders, testing services, staffing, and current state of the satellite lab enterprise to decentralize services while maintaining quality and improving access to care.
This document summarizes a session at the 2015 CADTH conference on engaging patients in defining value and drug development. It provides an overview of the session which included panels discussing defining value from the patient perspective and models of patient engagement. It also summarizes some of the key points discussed, such as the need to include patient perspectives throughout the drug development process to better measure what is meaningful to patients and alternative approaches to patient engagement like patient and community engagement researchers. The document advocates that embedding meaningful patient measures can help weight evidence from the patient perspective.
The Alliance to Reduce Disparities in Diabetes
http://ardd.sph.umich.edu/
The Alliance is working to improve communication between patients and health care providers. Effective communication among providers, patients and their family members is a critical component of efforts to promote optimal care outcomes, enhance prevention and management of diabetes and reduce disparities in care.
Dr. Edward Wagner, Director (Emeritus) MacColl Center, Senior Investigator, Group Health Research Institute addresses the 2014 Weitzman Symposium on The Future of Primary Care
The document discusses Project ECHO and its mission to expand access to specialty healthcare for common and complex diseases in rural and underserved areas. Project ECHO uses teleconferencing and case-based learning to train primary care clinicians to treat and manage conditions like hepatitis C. An evaluation showed primary care clinicians trained through Project ECHO achieved similar treatment outcomes for hepatitis C as specialists at a university medical center, improving access to care for rural and minority populations.
Kunst- en Cultuurwetenschappen / premasterprogramma's / Tilburg UniversityBirgit van der Wiel
Tilburg University - premasterprogramma's Kunst- en Cultuurwetenschappen. Premaster geeft toegang tot mastertracks: Kunsten, Publiek en Samenleving // Jeugdliteratuur // Management of Cultural Diversity. Kijk voor meer informatie ook op www.tilburguniversity.edu/nl/onderwijs/masteropleidingen/ algemene-cultuur-wetenschappen/premaster
Fizzy mineral water is advertised as the best drink because it is natural, energizing and refreshing. The advertisement claims that drinking fizzy mineral water makes people feel healthier and reduces stress and fatigue.
This document contains notes on English grammar topics including countable and uncountable nouns, quantifiers like "a", "an", "some", "any", tenses like present simple, present progressive, simple past, and past progressive. It provides examples for using each grammar structure correctly. The document serves as an evidence folder or study guide for a student on key grammar lessons.
Este documento compara dos plataformas educativas: Moodle y Schoology. Moodle es una plataforma gratuita de código abierto para crear cursos en línea, pero requiere descargar software. Schoology es una plataforma en la nube que permite crear cursos híbridos o en línea de manera sencilla a través de una conexión a Internet. Ambas plataformas ofrecen herramientas para gestionar tareas y exámenes de manera similar, pero el autor prefiere Schoology debido a que no requiere desc
El documento describe diferentes tipologías de redes como punto a punto, bus, estrella, anillo, malla y árbol. También explica medios de transmisión como la fibra óptica, cable trenzado, coaxial e inalámbrico. Por último, define switches como dispositivos que permiten interconectar redes en la capa 2 y routers como enrutadores que interconectan computadoras en una red.
Pettit Pharma & Device Search is a specialist recruitment agency that connects candidates with medical device and pharmaceutical organizations in Australia and New Zealand. With over 20 years of experience, the agency has an extensive network of clients and focuses on quality, integrity, and honesty. They provide a unique tool to measure employee engagement that aims to improve retention for their clients.
A network is a set of computers, communication equipment, and other devices that can communicate with each other through a particular medium. A computer network connects computers, printers, faxes, modems, servers, and sometimes phones. Networks allow sharing of resources and programs, data, and equipment regardless of physical location. There are three main types of networks: local area networks (LANs) which connect devices within a small area like a school or office; metropolitan area networks (MANs) which connect devices within a city; and wide area networks (WANs) which connect host networks over a larger area using transmission lines and routers.
Cintia Finawati is applying for a position and provides her resume. She graduated from Trisakti School of Management with a Bachelor's degree in Accounting in 2010. She currently works as a Senior Executive of Internal Control & Risk Management at PT Sumitomo Indonesia, where she helps improve internal controls and manages risks. Previously she worked as a Senior Staff at Ernst & Young conducting financial audits for several companies. She has strong skills in accounting, financial analysis, internal controls, and risk management.
It showcases the importance of diversity in the work place, and its major effect on the different business etiquettes dealing with different countries from the different parts of the world.
El documento describe las telecomunicaciones, incluyendo la transmisión de mensajes, imágenes y sonidos a distancia a través de líneas aéreas, satélites y cables. También discute las características de los sistemas digitales de información como su innovación y capacidad de comunicación, así como su influencia. Explica la topología de bus donde las estaciones se conectan a un solo canal de comunicación, lo que permite que todos los dispositivos vean las señales de los demás pero también puede causar problemas de tráfico. Finalmente, resume las
Pictures & examples from real life help understand subjects more thoroughly.This ppt is one of such to ease your understanding of a complicated topic- THE PROTEINS.
Van prototype tot 'slow burner'. Over de spreiding van de podiumkunsten uit V...Joris Janssens
Kunstenpunt brengt de spreiding van de podiumkunsten uit Vlaanderen in kaart, in binnenland en buitenland. Op basis van gegevens van Kunstenpunt en het Departement CJSM identificeren we diverse werkmodellen voor de productie en spreiding van podiumkunsten, met aandacht voor toekomstpistes toegespitst op de cultuurcentra in Vlaanderen. Presentatie op 28 oktober 2016 op de ledendag van VVC, de Vereniging van de Vlaamse Cultuur- en Gemeenschapscentra (www.vvc.be). Volledige tekst en uitleg is te vinden via http://dossiers.kunsten.be/spreiding/productie-en-spreiding-een-bodemonderzoek
El documento resume la historia de los medios de transmisión desde los primeros métodos utilizados por los humanos como señales de humo y sonido, hasta el desarrollo del telégrafo, teléfono y la creación de Internet. Explica que en la Segunda Guerra Mundial se usaron varios medios como radios, señales con banderas y lámparas, y volantes lanzados desde aviones con fines informativos o de desmoralización. Finalmente, describe los principales medios de transmisión utilizados actualmente como conversaciones en persona, cartas
The Quality of Care Committee (QCC) at Arrowhead District Hospital implemented several strategies to improve healthcare quality, including:
1) Educating leadership and staff on quality initiatives, metrics, and processes.
2) Adopting best practices from other high-performing facilities through site visits and conferences.
3) Implementing crew resource management, rounding, and a just culture approach to reduce errors and improve safety.
As a result, Arrowhead saw a 25% reduction in mortality, improved scores, and shared their successes in publications.
As new payment models emerge that emphasize value over volume, providers are being compelled to look more closely at how to motivate patients—especially those with multiple chronic conditions—to actively manage their care, make better decisions and change behaviors. This editorial webinar will explore the relationships between engagement and improved health outcomes, greater patient satisfaction and better resource utilization. Our panel of experts will share proven strategies for building patients' confidence, disseminating self-management tools and making the best use of your care team.
DHA7002 Walden University Improving Healthcare Quality Discussion.pdfsdfghj21
The Quality of Care Committee (QCC) at Arrowhead District Hospital implemented several strategies to improve quality of care, including crew resource management, rounding, and a just culture approach to errors. As a result of these efforts, the hospital demonstrated significant improvements such as a 25% reduction in mortality and improved core measure scores. Key strategies that helped drive quality included engaging physicians in quality goals, overseeing credentialing, and adding a family member to the QCC.
Quality circles originated in Japan after World War II and were inspired by W. Edwards Deming. Quality circles involve voluntary small groups of 6-12 employees who meet regularly to identify improvements in their work area. In healthcare, quality circles are used to (1) identify outstanding features of care, (2) identify obstacles to change, and (3) identify the need for more research. Examples of using quality circles in healthcare include reducing hospital-acquired infections, improving job satisfaction, and enhancing communication.
This document provides an overview of quality improvement methods for health care workflows. It describes strategies for quality improvement, including defining measurable goals, implementing process changes through the Plan-Do-Study-Act cycle, and establishing leadership accountability. The need for aggressive quality improvement in health care is discussed to address issues like medical errors. Examples show how projects have redesigned clinical offices and care processes to increase access and efficiency.
Evolution of and Trends in Health Care - Lecture CCMDLearning
This lecture defined healthcare quality and gave examples of quality indicators such as process measures and outcome measures. It described approaches to quality improvement like the "Plan, Do, Study, Act" (PDSA) cycle. Comparative Effectiveness Research (CER) was introduced as a way to compare benefits and harms of alternative healthcare methods using evidence from studies. CER aims to help patients and physicians choose between treatment options.
The Joint Commission Has Instituted A Number Of Goals...Valerie Burroughs
The Joint Commission has instituted several goals nationally to improve patient safety. The goals focus on areas of concern in healthcare like patient identification, communication between caregivers, and medication safety. The Joint Commission accredits hospitals and other healthcare organizations to evaluate them based on performance standards related to patient care, safety, and rights.
This document summarizes a transitional care workgroup meeting held on July 12, 2013. The meeting included introductions and presentations on transitional care evidence and measuring patient-centered outcomes. Participants discussed a vignette about a patient being discharged from the hospital to identify questions patients would have about participating in a new transitional care program. The group's objectives were to understand transitional care broadly and narrow the topic by prioritizing important questions from multiple stakeholder perspectives. Breakout sessions allowed for submitted questions and discussion of proposed research topics. The meeting concluded with recapping next steps and welcoming further input.
Presentations from the patient safety conference held at Teesside University on 1 and 2 September 2014 - Students at the forefront of continuing and improving our culture of safe care
Details distribution, posting, or copying of this pdf is stnand15
The document describes four stages of evolution for the design of health care organizations. Stage 1 is characterized by a fragmented system with autonomous physicians and organizations. Stage 2 sees the formation of referral networks and multidisciplinary teams. Stage 3 incorporates more patient-centered care, greater use of teams, and modest use of information technology. Stage 4, described as the vision for the 21st century, aims to fully redesign care processes around patient needs with state-of-the-art use of information and a coordinated, integrated delivery system. The document recommends workshops to help organizations progress toward this Stage 4 model.
Matching the Research Design to the Study QuestionAcademyHealth
This document discusses matching research designs to study questions in comparative effectiveness research (CER). It notes that the appropriate research design depends on factors like who is asking the question, the amount of existing evidence, and whether the focus is on individual outcomes or system-level decisions. Both experimental and non-experimental designs have important roles to play in CER. An ideal CER enterprise would support a variety of study designs, methods research, data infrastructure, and efforts to translate evidence into practice.
This document outlines concepts related to health care quality assessment. It describes key definitions, such as quality referring to services that increase health outcomes and are consistent with current knowledge. It also discusses perspectives on quality from practitioners, patients, and communities. Additionally, the document outlines different levels of quality analysis from national policies to individual care provision and lists examples of common quality indicators assessed in the US, such as patient satisfaction, mortality rates, and adherence to treatment protocols.
Outcomes research tests evidence-based interventions to see how they impact individuals, groups, and populations. It examines the effects on both patients and healthcare providers. The Patient Protection and Affordable Care Act, Accountable Care Organizations, Center for Medicare and Medicaid Services, Agency for Healthcare Research and Quality, and Patient Centered Outcomes Research Institute all play roles in outcomes research. Outcomes research can help improve patient care by identifying effective interventions and understanding different treatment outcomes. However, outcomes may differ based on patient demographics and reported data could be skewed.
The document discusses the changing relationship between physicians and hospitals and the need to better engage physicians in quality improvement efforts. It notes that physicians' primary focus is their own practice and quality of care for their patients, which may not align with hospitals' system-wide quality goals. Additionally, physician culture emphasizes personal responsibility, which can conflict with a systems approach to quality. The document aims to provide a framework for hospitals to develop written plans to improve physician engagement in quality and safety initiatives. It identifies several organizations that have effectively engaged physicians and achieved results as "best-in-the-world laboratories" from which lessons can be drawn.
This document provides an overview of quality improvement methods for healthcare settings. It describes strategies for quality improvement, including the role of leadership in creating a culture that supports quality improvement. The document discusses concepts like the PDSA cycle and foundations of quality improvement developed by thinkers like Shewhart, Deming, and Juran. The goal is to introduce methods that can be used to identify and redesign processes, collect and analyze data, and make improvements to eliminate problems and strategically change healthcare systems over time.
NTTAP Webinar Series - April 13, 2023: Quality Improvement Strategies in a Te...CHC Connecticut
Join us for a webinar on quality improvement in team-based care!
Building a quality improvement (QI) infrastructure within team-based care is an organizational strategy that will establish a culture of continuous improvement across departments and improve quality in all domains of performance.
Participants will learn about:
• QI infrastructure
• Facilitating QI committees
• Coach training within health centers
Faculty will also provide an example of how trained coaches use QI tools to test and implement changes within an organization.
This document discusses implementing the national call to action to eliminate health care disparities. It provides three case studies of hospitals that have taken actions to achieve the goals of increasing collection and use of race, ethnicity, and language (REAL) data, analyzing REAL data to improve quality of care, and developing community actions to improve diabetes care and outcomes for underserved populations. The case studies highlight best practices such as creating multidisciplinary teams, analyzing REAL data to identify disparities and target improvements, and using community health workers to improve access and management of chronic conditions. Leadership buy-in, consistent training, and incorporating initiatives into quality improvement plans were factors in the organizations' successes.
The Beryl Institute 2013 State of the Patient Experience Benchmarking StudyEngagingPatients
This document summarizes the key findings of a survey of over 1,000 US hospitals regarding their efforts to improve the patient experience. It finds that while patient experience remains a top priority, hospitals feel somewhat less positive about their progress than two years ago. Most hospitals now have a formal definition and structure for patient experience. Leadership support and HCAHPS scores are the top factors driving patient experience work. Hospitals continue focusing on communication, noise reduction, and discharge processes to improve patient experience.
Heart Failure Clinic resourcing Plan paper.pdfsdfghj21
The document provides guidance for developing one component of an evidence-based resourcing plan for a new heart failure clinic. It outlines two options for the plan component: a budget or staffing plan. For the budget, the student would identify categories and subcategories to establish startup and ongoing costs. For the staffing plan, the student would determine needed disciplines and staffing ratios, develop a sample schedule, and address how delegation, diversity, union contracts, and state nurse practice acts impact staffing. The plan component must apply best practices, be 3-4 pages, include citations, and align with professional standards and accountability tools to manage services and outcomes.
1. Improving the Patient Experience Through the Health Care Physical Environment 1
March 2016
Improving the Patient Experience
Through the Health Care
Physical Environment
3. Improving the Patient Experience Through the Health Care Physical Environment 3
Table of Contents
Executive Summary 4
»» Hospital Leader Checklist for Improving the Patient Experience Through the Health Care
Physical Environment 4
Introduction 5
Place: How the Physical Environment Affects the Patient Experience 5
»» Noise 6
»» Pain management and care 6
»» Communication 6
People: Taking a Team Approach to Patient Satisfaction 8
Process: Supporting Patients and Staff 9
Using the People, Process and Place Model 9
Conclusion 11
Case Studies
»» Cleveland Clinic, Ohio 12
»» South Shore Hospital, South Weymouth, Massachusetts 13
»» Enloe Medical Center, Chico, California 14
»» Lee Memorial Health System: Cape Coral Hospital, Florida 15
»» St. Elizabeth Hospital, Appleton, Wisconsin 16
Resources 17
Additional Resources 21
Endnotes 22
4. 4 Improving the Patient Experience Through the Health Care Physical Environment
Executive Summary
Hospitals and health systems are working to
improve patient scores measured through the
Hospital Consumer Assessment of Healthcare
Providers and Systems (HCAHPS) survey,
the results of which are now tied to CMS
reimbursements via the hospital value-based
payment model.
The HCAHPS survey focuses mostly on the
patient’s experience of care. While only two
of the survey’s 32 questions are specifically
focused on the physical environment, this
guide will demonstrate that every aspect of
a patient’s experience of care is influenced
by valuable and often underused resources:
the health care physical environment and the
people who manage it.
By using the “people, process, place” model
outlined in this guide, hospital and health system
leaders can identify the many complex variables
that affect the patient experience. This model
helps hospital leaders identify people-centered
ways to improve the patient experience through
establishing a culture of caring; implementing
process improvements, such as processes
that support patients and staff; and making
improvements to the place of care, including the
hospital physical environment, technology and
furniture. By working with people, processes
and place, hospital and health system leaders
can take a more holistic approach to improving
the patient experience.
The physical environment affects many areas
included in the HCAHPS survey. For example,
research has shown that patients’ perception of
cleanliness can be improved with lighting, decor
choices and furniture selection. Pain management
is influenced by positive distractions, such as
views of art and nature. Staff responsiveness
can be affected by the layout of a hospital
unit, and communication scores can improve
when hospitals provide quiet spaces for staff
to discuss issues with patients.
Of course, the physical environment is not the
only factor influencing the patient experience;
people and processes also contribute. Without
a culture of caring and without processes that
support patient care, hospitals will fall short
of their HCAHPS goals.
This guide explains some of the ways the physical
environment affects the patient experience, and
shows why hospital and health system leaders
should take a team approach involving support
staff to help improve satisfaction scores.
Hospital Leader Checklist for
Improving the Patient Experience
Through the Health Care
Physical Environment
FF Encourage the patient satisfaction
team to use the people, process and
place model and tool to consider
ways to boost satisfaction scores.
FF Recognize every member of the
hospital staff as a member of the
patient care team.
FF Support changes to processes and
the physical environment that will
improve the patient experience.
FF Support pilot projects to help
determine the best approaches to
improving patient satisfaction.
FF Track scores after improvements or
changes have been made to gauge
success.
FF Celebrate successes and share best
practices.
FF Continue to assess and identify new
opportunities for improving the
patient experience.
5. Improving the Patient Experience Through the Health Care Physical Environment 5
Introduction
Health care organizations have long strived
to keep patients satisfied as they provide
medical care. Since HCAHPS scores are
publicly reported and linked to reimbursement,
there is a heightened focus on survey results.
Consumerism and the shift from volume to
value also amplify the need for strong patient
satisfaction.
Hospitals and health systems are trying a
variety of approaches to improve scores, but
a holistic approach that considers people,
process and place will help leaders identify
the many complex variables that affect the
patient experience. Hospitals can engage staff
and improve the patient experience by focusing
on three components, as illustrated in Figure 1.
Figure 1. Improving Patient Experience
Source: ASHE, 2015.
These three factors support one another and
cannot stand on their own. For example, a
perfectly designed hospital cannot excel without
caring staff and patient-friendly processes. This
model identifies the resources needed to help
improve patient satisfaction scores.
Thisguideisfocusedonthephysical environment
and first explores some of the ways place affects
the patient experience. This guide also includes
brief sections on people and processes—with
a specific focus on how facility professionals
and processes related to facility management
can improve the patient experience.
While the physical environment and contributions
from facility professionals are critical to success,
health care leaders should take a holistic approach
to optimize the patient experience across people,
process and place factors.
Place: How the Physical
Environment Affects the
Patient Experience
For decades, researchers have investigated a
sweeping range of factors that influence patient
satisfaction and experiences, including personal
attitudes,demographics,medicalissues,andeven
the type of insurance a patient has. Research on
the health care physical environment examines
the effects of architecture, interior design,
furniture placement, art, lighting, building
materials, building systems, maintenance
programs and other elements that affect the
patient experience.
Research on how the physical environment
affects health outcomes began in the 1980s.
More than 600 studies have linked the hospital-
built environment to factors such as patient
satisfaction, stress, health outcomes and overall
health care quality.1
This research has spurred
the use of “evidence-based design” in hospitals,
a field in which designers incorporate findings
from this body of research into their work. The
information contained in this guide is supported
by evidence-based design research and case
studies. By working across multiple factors
influencing the patient experience and by using
evidence-based design, hospital and health
system leaders can assert greater control over
their organization’s HCAHPS scores.
People: a culture of caring
Process: policies and procedures that support
patients and staff
Place: physical environment, equipment,
technology, furniture
6. 6 Improving the Patient Experience Through the Health Care Physical Environment
Noise
Hospital noise is a major cause of awakenings
and loss of sleep for patients.2
Noise also
interferes with the healing process and can
disrupt the patient experience.3
It makes sense
that patients rate hospitals poorly when they
cannot get good sleep or rest and have the
additional stress of noise added to the already-
stressful situation of being unwell. Data shows
that noise in hospitals is the factor that scores
lowest on HCAHPS scores nationwide.4
Creating a quieter environment can make a
big difference in patient satisfaction scores.
Saint Alphonsus Medical Center in Boise,
Idaho, evaluated the impact of the physical
environment on the perception of noise and
quality of sleep. The hospital ran a pilot by
renovating a nursing unit using sound-absorbing
materials including carpet in corridors, sound-
absorbing wall surfaces and high-performance
acoustic tiles. When patients were surveyed in
the renovated unit, as compared to a standard
unit, quality of sleep as rated by the patients
improved from 4.9 to 7.3 on a scale of 1 to 10,
with 10 being the best.
Pain management and care
Research has shown that patients in private,
comfortable hospital rooms give more positive
evaluations of the care they receive than patients
in more traditional double-occupancy rooms.5
Patients in more comfortable rooms also rate
their doctors, housekeepers and even the hospital
food higher than those in typical rooms—and
they are more likely to recommend the hospital
to others.6
Several studies have shown that patients who
have a view of nature—or even a picture of a
landscape scene—require fewer doses of pain
medication than control groups with views of
abstract art, brick walls or plain walls.7
Studies
have shown that a combination of sensory
exposures with nature can reduce perceived
pain even more than just a view, and some
patients and staff members feel less stressed
when exposed to areas like healing gardens.8
Mercy Medical Center in Baltimore focuses
on patient- and family-centered care and
incorporated several evidence-based design
features to enhance the patient experience
when it built a hospital in 2010. To provide
natural light and views of nature, Mercy Medical
Center oriented waiting rooms and public spaces
toward a city park adjacent to the hospital,
and created rooms with views of the Baltimore
harbor. The hospital created rooftop healing
gardens to provide places for patients, visitors
and staff to relax and refresh. Mercy Medical
Center also incorporated family space in patient
rooms, decentralized storage to help promote
staff responsiveness and designed an acuity-
adaptable layout to reduce the movement of
patients. Mercy Medical Center has a four-star
HCAHPS rating, out of a possible five stars, with
80 percent of patients reporting they would
definitely recommend the hospital, compared
to a national average of 71 percent.9
Communication
Communication between caregivers and
patients is an important part of the patient
experience. Much of the research regarding
communication is focused on the actions taken
by physicians and nurses, but the health care
environment plays a role as well. Quieter spaces
lend themselves to better communication with
caregivers. And single-patient rooms help
provide a more private and intimate setting
for communication on sensitive health care
topics.10
Lorissa MacAllister, president of Enviah,
conducted research at Emory University
Hospital in Atlanta and found an interesting
correlation between patient satisfaction scores
and the location of hand-washing sinks in
patient rooms. Patients may be in pain or
need help, but a physician or nurse has to
wash their hands first. When the location of
the sink made it possible for the caregiver to
maintain eye contact with the patient while
washing hands, the Press Ganey mean score
for clinical communication increased by up
to nearly 28 percent.11
7. Improving the Patient Experience Through the Health Care Physical Environment 7
Table 1: How the Physical Environment Can Affect the Patient Experience
HCAHPS Dimension Potential Solutions
Perceived cleanliness »» Use nonporous surfaces without joints or seams to
enable effective and efficient cleaning.
»» Use impervious (nonporous) upholstery to enable
cleaning and avoid stains (i.e., fabric should not be
used in patient care areas or heavily used areas such as
cafeteria or visitor areas).
»» Carpet tiles should be used minimally for sound
absorption and to ease foot fatigue. When used,
environmental services should be educated about
proper cleaning methods.
»» Consider using rounded corners where surfaces meet
(i.e., flooring and inside wall corners) to prevent the
buildup of dust and particles. Integrated floor bases can
be made of the same products as the floor.
»» Consider chairs with “clean-out gaps” where the chair
and seat meet so that debris drops to the floor.
»» Use darker-colored floors or flooring with flecks to help
hide shoe marks.
Communication »» Select furniture that enables eye-to-eye contact between
caregivers, patients and family members.
»» Position communication white boards so the patient can
easily see the board, and ensure thorough information
is communicated (so that pieces of paper do not need to
be taped to the wall to supplement the white boards).
»» Design rooms and units in ways that promote better
communication between patients, caregivers and family
members.
Discharge planning »» Design a large and well-planned family zone to engage
home caregivers.
»» Use enhanced communication features such as a
resource area with a computer and Wi-Fi in the family
zone.
Transition in care »» Design a large and well-planned family zone to engage
home caregivers.
»» Use features to enhance communication, such as
stacking chairs that can be brought in if needed or a
tabletop for showing special items such as bandages,
dressings or medication application.
Pain management »» Use positive distractions, such as views of nature or art
depicting calming nature scenes (not abstract art).
»» Provide entertainment systems that are strategically
placed, user-friendly and in good repair.
8. 8 Improving the Patient Experience Through the Health Care Physical Environment
HCAHPS Dimension Potential Solutions
Staff responsiveness »» When designing unit layouts, include clinicians in the
design (especially the layout and location of nurses’
areas) so they are committed to the design. Be sure
there is adequate “cultural change” training for major
changes in the layout and the expectations associated
with it.
»» Improve access and visibility of the patient, and be sure
the staff understands new features (such as interior
windows with integral blinds or the use of “European”
showers where the shower area is part of the overall
bathroom).
»» Consider the location of light switches, especially night
lights needed for giving medications or using equipment
at night.
»» Be sure there is adequate space for workstations on
wheels (WOWs) or wall-mounted computers so that
staff can look at the patient while using either. If using
WOWs, provide small “parking niches” with ergonomic
stools so that nurses can get off their feet for a few
minutes.
Sources: Eileen Malone, Mercury Healthcare Consulting; Barbara A. Dellinger, Adventist HealthCare.
Many patients feel a loss of control when
they are hospitalized. They may be afraid,
uncomfortable or anxious. Providing patients
with more control can help improve their
experiences. Proper wayfinding and signage
in hospitals, for example, can help patients
navigate a new setting without adding stress.
Giving patients bedside control of their room
temperature, lighting and television can help,
as can providing single-patient rooms to create
a sense of privacy.12
The perception of cleanliness also is affected
by the physical environment. The perception of
clutter—even when environments are clean—can
lead to lower patient satisfaction scores. Bassett
Healthcare in Cooperstown, New York, found
that patients noticed an unused cabinet that was
often put behind a patient’s chair. This made
the room feel smaller and more cluttered. The
Bassett environmental services team removed
the cabinet to determine if patients would rate
the rooms as cleaner, and on internal surveys,
patients reported that the room seemed cleaner.13
People: Taking a Team
Approach to Patient
Satisfaction
A hospital’s staff is a tremendous resource for a
health care organization, and tapping into that
resource can be a powerful driver of improved
patient experiences. Many hospitals have patient
advisory committees, and leaders in the field
embrace the idea that all staff members are
part of the patient care team. Yet not everyone
takes this comprehensive team approach.
The American Society for Healthcare Engineering
(ASHE) of the AHA conducted a survey of facility
managers in 2015.14
About half (49 percent) of
the facility managers who responded said they
were not members of their hospital’s patient
satisfaction committee. When asked how
important the facility manager’s role currently
is in patient satisfaction (on a scale of 1 to 5,
with 5 being extremely important), the mean
score was 4.23. When asked how important
the facility manager’s role should be in patient
satisfaction, the mean score was 4.67.
9. Improving the Patient Experience Through the Health Care Physical Environment 9
Hospitals and health systems that are involving
all staff in patient experience improvement
efforts—includingfacilityprofessionals—aretrying
different approaches. Some facility professionals,
for example, are making rounds to patient rooms
asking if patients are comfortable and if there
is anything they need. Other hospitals have
created “no pass” zones and have trained all
nonclinical staff to respond to call lights instead
of walking by a room with a patient call light
on. At St. Barnabas Hospital in New York City,
front-line staff are asked to take the following
steps when working in a patient’s room:
»» Knock on the door and ask the patient if
it is a good time to enter.
»» Introduce yourself and let the patient
know why you’re there and how long the
repair or task will take.
»» Wash your hands to avoid spreading
germs and infection.
»» Ask the patient their name and how they
are feeling.
»» Ask if the patient is comfortable (how is
the room temperature, would they like
any water, etc.).
»» Upon completion of the task, wish the
patient a good day and ask if you can do
anything else to help them.
»» Smile, make eye contact and show that
you care.15
Creating a culture of caring among and by all
staff, including those who have traditionally
not had much interaction with patients, can be
challenging. But communication is important.
Hospital leaders can adopt a service and
hospitality mindset—and spread that culture
throughout their organizations—to create better
patient experiences.
Process: Supporting Patients
and Staff
Hospitals and health systems are complex
organizations with many policies and processes
that affect patients directly. For example, a
hospital’s decisions on where mobile phones
can be used can influence noise scores. Other
processes affect staff, which can indirectly affect
patients. For example, if a hospital layout is
inefficient and nurses have to spend a lot of
time walking to get supplies before returning to
a patient, a patient may rate “communication
with nurses” lower simply because the nurse
doesn’t have as much time to spend at the
bedside.
Lowering or shutting off some lights at night
reminds staff and visitors that patients are
sleeping and to keep noise down. Likewise,
changing the resupply or equipment moving
processes can lead to quieter spaces. Creating
a better process for reducing temperature
variations in patient rooms can lead to better
patient comfort.
Processes, people and places may be tied
together. Bassett Healthcare, for example,
created flexible inpatient discharge spaces in
patient lounges and conference rooms for use
when other areas are at capacity. The facility
department helped reconfigure the rooms
with privacy curtains, allowing the place to
be used for discharges or for their original
intent, depending on the need. This change
also affected the workflow, or process, for
discharging patients by locating all patients
awaiting discharge in a dedicated discharge
unit. Thanks to the change, the discharge nurse
and patient have a visually private, comfortable
space to review discharge instructions and wait
for transportation in a less hectic, more calming
environment.16
10. 10 Improving the Patient Experience Through the Health Care Physical Environment
Using the People, Process and Place Model
Patient satisfaction teams and other hospital leaders can use the people, process and place
model to address specific areas for improvement. For example, Table 2 shows how the model
can be used to address the HCAHPS question: How often was the area around your room
quiet at night?
Table 2: Using the People, Process and Place Model
Question Improvement Goal
How often was the area around your room quiet at night?
Decrease noise to enable
patient sleep and rest and
decrease staff stress.
Components that Influence the Patient Experience
People/Culture Process Reengineering Place
Desired end-state
Improved decibel level,
HCAHPS score, staff
satisfaction about noise
Steps to achieve this
»» Establish a sense
of urgency for
improvement
»» Identify target goals
»» Develop noise reduction
campaign plan:
•• Set the stage with
research and best
practices
•• Clarify values, vision
•• Measure and reward
progress
•• Find and tell the best
stories
Staff actions
»» Nighttime care
guidelines
»» Quiet voices
»» Resupply and equip-
ment movement
procedures
Building features
»» Single-patient rooms
»» Sound-absorbing
materials
»» Design to separate noise
sources (e.g., ice-making
equipment)
Patient actions
»» Earplugs
»» Television and radio
headphones
Technology features
»» Hands-free
communication
»» Beepers on vibrate
»» No overhead paging
Visitor actions
»» Orientation to noise
reduction
»» Cell phone use
Equipment
»» Equipment maintained
without squeaks
»» Decreased equipment
volume, links to hands-
free devices
Source: Eileen Malone, Mercury Healthcare Consulting.
In this example, the people-related steps to
create a quieter environment include setting
targets, measuring progress and celebrating
successes. Every discipline and department
should participate. Many hospitals also invite
members of the community to provide input,
including creating a patient-family advisory
council to get valuable feedback from the local
patient population. Using the people, process
and place model, hospital teams would:
»» Determine the ideal end-state and then
identify steps needed to create a culture
that supports those goals—people
»» Examine the staff, patient and visitor
actions that can improve the patient
experience around noise—process
»» Improve building features, technology
and equipment to help reduce noise—
place
11. Improving the Patient Experience Through the Health Care Physical Environment 11
This tool can be used to explore improvement strategies for any and all of the patient experience
of care questions on the HCAHPS survey. A blank copy of this template is included in the
Resources section of this guide.
Conclusion
The patient experience is influenced by a wide variety of factors. To help improve patient
satisfaction, hospital and health system leaders should ensure they are taking a holistic, team
approach that uses their organization’s available resources—including the health care physical
environment and the professionals who manage those spaces. By considering the people,
processes and places that affect the patient experience, health care leaders can help their
organizations meet important patient satisfaction goals.
12. 12 Improving the Patient Experience Through the Health Care Physical Environment
Case Studies
Cleveland Clinic, Ohio
Background
The 1,200-plus bed Cleveland Clinic was interested in reducing noise levels on inpatient
units and improving “quiet at night” HCAHPS scores. The hospital conducted studies of
seven patient units that had the lowest scores. As part of these studies, the noise level of
patient rooms, corridors and nurse stations was assessed. The study identified that the
loudest and most frequent noises were from medical equipment alarms, doors closing,
carts (both medical and nonmedical) and linen chutes.
Improvements
Regarding facilities, the teams recommended adding better sound-absorbing ceiling tile
and silicone tabs on doors, adjusting or removing door closers and replacing patient room
door latches with a quieter model. Equipment/technology recommendations included
switching out the casters and wheels on wheeled equipment to quieter versions, placing
pagers on vibrate mode and lowering the volume of the ringtone of the telephone at the
desk. Behavior/operations recommendations included providing training on noise control,
reducing or eliminating late night deliveries/interruptions, changing IV bags before alarms
sound, turning off TVs when they are not in use and holding patient rounds in rooms
rather than in corridors.
The Cleveland Clinic also is considering how to reduce maintenance on nursing units
to reduce noise and disruption. This may include specifying more durable finishes and
furnishings and designing the building for less on-unit maintenance and easier access
when maintenance is required.
Results
The HCAHPS scores for “always quiet at night” show an improvement of 6 percentage
points since the completed study in two of the four units that participated in the phase two
work sessions. Since the recommendations and changes included facilities, equipment/
technology and behavior/operations modifications, it is not known how much of a difference
each has made. Future facility modifications and new equipment have to be reviewed for
potential disruption, and behavior awareness has to be reinforced through training.
Contact
Joe Strauss
Director, Planning and Design
216-445-5571
strausj2@ccf.org
13. Improving the Patient Experience Through the Health Care Physical Environment 13
South Shore Hospital, South Weymouth, Massachusetts
Background
South Shore Hospital is a 370-bed facility in southeastern Massachusetts. A 2012 addition
to the hospital’s Emerson patient tower added a new orthopedics wing to replace one
built in 1978. The previous orthopedics department featured crowded double rooms, a
central nurse station that was distant from some patient rooms, and no natural light in
the common areas. HCAHPS scores in 2012, prior to the new wing opening, reveal that
only 52 percent of patients felt the hospital staff were “always” responsive, likely due to
the difficulty of patient-nurse interaction in the cramped rooms and the distance of some
rooms from the nurse station.
Improvements
The new orthopedics wing, which occupies the fifth floor of Emerson patient tower, is
arranged with nurse stations on either end of a rectangular layout. “The two stations allow
the nurses to migrate to the station closer to their patients,” said Dean Haspela, the nurse
manager on the orthopedics wing. “This has increased the frequency of monitoring of the
patients and has really helped the connection between the nurses and patients.”
The new wing also features single rooms with layouts specifically designed to facilitate
clinician interaction with patients. For example, the equipment that previously was located
throughout the patient room is now placed in one specific area along the wall. “Now
there is a clear and easy path for the nurse to approach the patient bedside without going
through an obstacle course,” Haspela said. The open room design also facilitates patient
mobility and improves the interactions between patients and therapists.
Among the improvements facilitated by the hospital’s Patient and Family Advisory Council
is a couch in each room that folds out to become a comfortable bed. “I think the couches
are used a lot,” said Bob Rodak, director of facilities planning for the hospital. “We do not
have set visiting hours, so if a friend or family member stays late and does not want to drive
home, they can comfortably stay the night.” This is particularly important considering that
many patients in the orthopedics wing are older individuals who may become disoriented
and benefit from having a family member or friend close by.
The new wing also provides much more light than the previous wing did. “Now instead
of three-foot-wide windows in the patient rooms, they run wall to wall,” Rodak said. “I
think that has made a big difference.” In addition, floor-to-ceiling windows in the corridors
flood the common areas with sunlight.
Results
Patients are being discharged one day earlier, on average, because they move more frequently
and have better access to therapy. The HCAHPS “always” score for responsiveness jumped
to 89.9 percent by 2016. The “always” score for communication with nurses increased
from 68.2 percent in 2010 to 97.2 percent in 2016, and the “definitely recommend” score
increased from 64.3 percent in 2010 to 87.5 percent in 2016.
Contact
Susan Romano
Patient Experience Consultant
781-624-4145
susan_romano@sshosp.org
14. 14 Improving the Patient Experience Through the Health Care Physical Environment
Enloe Medical Center, Chico, California
Background
Enloe Medical Center is a 298-bed facility in Northern California. Parts of the hospital were
built in the 1930s, and by the end of the 20th century, it was clear that the small rooms,
harsh lighting and lack of acoustic controls were not conducive to patient satisfaction. A
primary complaint was noise: Enloe’s HCAHPS scores in 2009 showed that only 35 percent
of patients rated their hospital room as “always” quiet at night. The hospital leaders began
planning renovations and construction of a new patient tower in 1999, and the tower was
completed in 2012.
Improvements
Facility improvements to reduce the noise level began with “low-hanging fruit,” such
as having the engineering department promptly lubricate squeaky equipment wheels,
stopping floor buffing at 10:30 p.m. and routing staff pages to cell phones or pagers rather
than announcing them overhead.
More substantial changes occurred with the construction of the new patient tower, Magnolia
Tower. The patient rooms are inset off the hallway, providing a space cushion between
the commotion of the hallway and the room. And the layout of the patient floors was
designed to reduce congestion around the nursing station, which results in fewer loud
conversations that might interrupt sleep.
The choice of materials also played a role in noise reduction. Sheet vinyl flooring was
chosen instead of harder vinyl composition tile (VCT) flooring. The sheet vinyl flooring
has a noise reduction coefficient (NRC) of 0.15 to 0.2, compared to an NRC of 0.05 for VCT
flooring, which means footsteps and rolling equipment are not nearly as noisy. In addition,
acoustic tiles in the ceiling help deaden the noise that is generated.
Results
The noise-control efforts resulted in an increase from 35 percent of patients rating their
room “always” quiet in 2009 at night to 60 percent in 2014. This moved Enloe from the
bottom 5 percent of the country to above the average. The sound-reducing materials that
were used when Magnolia Tower was built are now being added to another patient tower
at Enloe that was built in 1980.
Contact
Marcia Nelson, MD
Vice President of Medical Affairs
530-332-5414
marcia.nelson@enloe.org
15. Improving the Patient Experience Through the Health Care Physical Environment 15
Lee Memorial Health System: Cape Coral Hospital
Cape Coral, Florida
Background
Cape Coral Hospital is a 291-bed, 442,000-square-foot facility in Southwest Florida and part
of Lee Memorial Health System. Scott Kashman, the hospital’s chief administrative officer,
and his team wanted to create a person-centered healing environment. The hospital’s goal
was to create a better work environment for employees, clinicians and volunteers, which, in
turn, would benefit patients and families. The hospital used the Samueli Institute’s model
of an optimal healing environment to guide its efforts.
Improvements
As part of the changes to become more person-centered, the hospital created a “Pathway
to Discovery,” a circuit of footpaths around Cape Coral’s 43-acre campus that encourages
more outdoor activity. The 1.1-mile pathway includes a teaching garden with butterfly-
friendly plants used for clinical rehabilitation sessions; an auxiliary-funded healing garden
near the women’s care and birthing suites to help staff and hospital visitors relax and
unwind; a pond; and exercise stations. The pathway connects the hospital, the Wellness
Center, the Outpatient Rehabilitation Center, the Child Care Center and physician offices.
Therapists gathered patient feedback to help design the space. The $200,000 project was
community funded. There was an additional $130,000 grant from the city of Cape Coral.
In addition, the city signed a memorandum of understanding with Lee Memorial Health
System to develop shared healthy lifestyle programs. The Cape Coral Hospital campus
and the Outpatient Center at Surfside will be listed in the city’s future parks and recreation
listing.
The project was welcomed by neighbors because the pathway and its gardens are open
to everyone. The teaching garden is based on a curriculum that helps children learn about
nutritious fruits and vegetables. This curriculum was developed by the American Heart
Association, which also donated the initial planters for the garden.
Results
The Pathway to Discovery project was a significant part of a series of projects that helped
Cape Coral Hospital increase HCAHPS patient experience scores from 57 percent to 68
percent in the “top box” category. The pathway is used by many hospital staff too, so the
administration expects a similar improvement in scores in its next employee satisfaction
survey.
Contact
Scott Kashman
Chief Administrative Officer
239-424-3851
scott.kashman@leememorial.org
16. 16 Improving the Patient Experience Through the Health Care Physical Environment
St. Elizabeth Hospital, Appleton, Wisconsin
Background
Staff at St. Elizabeth Hospital in Wisconsin had complained about noise in the emergency
department. Specifically, staff said that patients in exam rooms could hear conversations at
the nurses’ station, and vice versa. Patient studies found that people were concerned about
privacy and confidentiality, and the hospital did not want noise transferred between areas.
Improvements
St. Elizabeth Hospital renovated its ED and tested numerous combinations of sound-
reducing materials, including wall, ceiling and flooring materials. Ultimately, ceiling tiles
with a noise reduction coefficient (NRC) of 0.70 were installed, and the flooring was changed
from carpet to vinyl. A special acoustical covering called SoundCoustic – a thin, cleanable
covering—was added to the walls.
In addition, according to Jayme Couchene, project manager for Boldt Construction, exam
rooms were constructed a little differently than usual.
“We took the walls all the way up to the ceiling and sound-boxed the top and bottom,”
Couchene explained. All of the walls joining exam rooms were constructed to achieve a
sound transfer coefficient (STC) rating of 47. Walls between exam rooms and bathrooms
now have a STC rating of 50, and the wall separating the exam room from the core of the
ED has an STC rating of 53.
Furthermore, the seals on the glass exam room doors were improved, and integrated
blinds were added to increase visual privacy.
“That emergency department renovation was a pilot project for noise control,” said Gary
Kusnierz, vice president of performance excellence. “We took what we learned there and
applied it to a new emergency department ... and later to a new patient tower. It was nice
to see all that effort from that initial project applied to other projects.”
Results
Patient surveys from the time periods before and after the improvements show an increase
in the “would you recommend” category from the 55th percentile to the 90th percentile.
“When we were finished with the ED area, the complaint we got—if you could call it
that—is that the area was almost too quiet,” Kusnierz said. “The team couldn’t tell how
busy it was; before, they assessed activity levels based on noise.”
Contact
Gary Kusnierz
Vice President of Performance Excellence
920-628-9350
gary.kusnierz@ministryhealth.org
17. Improving the Patient Experience Through the Health Care Physical Environment 17
Resources
Hospital Leader Checklist for Improving the Patient Experience
Through the Health Care Physical Environment
FF Encourage the patient satisfaction team to use the people, process and place model
and tool to consider ways to boost satisfaction scores.
FF Recognize every member of the hospital staff as a member of the patient care team.
FF Support changes to processes and the physical environment that will improve the
patient experience.
FF Support pilot projects to help determine the best approaches to improving patient
satisfaction.
FF Track scores after improvements or changes have been made to gauge success.
FF Celebrate successes and share best practices.
FF Continue to assess and identify new opportunities for improving the patient
experience.
18. 18 Improving the Patient Experience Through the Health Care Physical Environment
Template for Using People, Process and Place Model to Improve the
Patient Experience
Question Improvement Goal
Components that Influence the Patient Experience
People/Culture Process Reengineering Place
Desired end-state
Steps to achieve this
Staff actions Building features
Patient actions Technology features
Visitor actions Equipment
19. Improving the Patient Experience Through the Health Care Physical Environment 19
Eight Domains of Care Measured by the HCAHPS Survey with Observed
Relationships to the Physical Environment
Observed Possible
Relationships
Between
Environment and
HCAHPS Scores
NurseCommunication
DoctorCommunication
StaffResponsiveness
PainManagement
DischargeInformation
CommunicationAbout
Medicine
Cleanlinessofthe
Hospital
QuietatNight
OverallHospitalRating
Willingnessto
RecommendHospital
Further Reading and Research
Single patient
rooms
Ulrich, R.S., Zimring, C.M.,
Zhu, X., et al. A review of the
research literature on evidence-
based healthcare design. Health
Environments Research and Design,
1, no. 3 (2008), 61–125.
Family zones in
patient rooms
Choi, Y.S. and Bosch, S.J.
Environmental affordances. Health
Environments Research and Design
6, no. 4 (2013): 53–75.
Decentralized
nurse stations
Sadler, B.L., Berry, L.L., Guenther, R.,
Hamilton, D.K., Hessler, F.A., Merritt,
C., Parke, D. Good Health Care by
Design, The Hastings Center Report.
(Garrison, NY: The Hastings Center,
2011).
Pleasantness of
room décor
Becker, F., Sweeney, B., Parsons,
K. Ambulatory facility design and
patients’ perceptions of healthcare
quality. Health Environments
Research and Design 1, no. 4 (2008):
35–54.
Soothing color
Devlin, A.S. and Arneill, A.B. Health
care environments and patient
outcomes. Environment and
Behavior, 35 (2003): 665–694.
Lighting
Devlin, A.S. and Arneill, A.B. Health
care environments and patient
outcomes. Environment and
Behavior, 35 (2003): 665–694.
Sound-absorbing
materials (ceiling
tiles, flooring, wall
panels)
Mazer, S. Hear, hear. Health Facilities
Management, April 2005.
Moeller, N. Sound masking in
healthcare environments. Healthcare
Design, November 2005.
Mazer, S. Sound advice: Seven steps
for abating hospital noise problems.
Health Facilities Management, May
2002.
20. 20 Improving the Patient Experience Through the Health Care Physical Environment
Observed Possible
Relationships
Between
Environment and
HCAHPS Scores
NurseCommunication
DoctorCommunication
StaffResponsiveness
PainManagement
DischargeInformation
CommunicationAbout
Medicine
Cleanlinessofthe
Hospital
QuietatNight
OverallHospitalRating
Willingnessto
RecommendHospital
Further Reading and Research
Images of nature
Ulrich, R.S., Zimring, C.M.,
Zhu, X., et al. A review of the
research literature on evidence-
based healthcare design. Health
Environments Research and Design,
1, no. 3 (2008), 61–125.
Same-
handed room
configuration
Watkins, N., Kennedy, M., Ducharme,
M., Padula, C. Same-handed and
mirrored unit configurations. Journal
of Nursing Administration, 41, no. 6
(2011).
Artwork
Devlin, A.S. and Arneill, A.B. Health
care environments and patient
outcomes. Environment and
Behavior, 35 (2003): 665–694.
Communication
training
http://healthcarecomm.org/about-
us/impact-of-communication-in-
healthcare/
Maximize use of
natural light
Malenbaum, S., Keefe, F. J.,
Williams, A., Ulrich, R., Somers,
T. J. (2008). Pain in its environmental
context: Implications for designing
environments to enhance pain
control.” Pain 134(3): 241.
Space supporting
regular clinician
rounding
Rodriguez, S. (2013). Patient
experience: Perception is everything.
Hospital Peer Review 38(7): 76–78.
Blakley, D., Kroth, M., Gregson, J.
(2011). The impact of nurse rounding
on patient satisfaction in a medical-
surgical hospital unit.” MEDSURG
Nursing 20(6): 327–332.
Quiet spaces to
receive discharge
information
Ying, H., Becker, F., Wurmser, T.,
Bliss-Holtz, J., Hedges, C. (2012).
Effects of nursing unit spatial layout
on nursing team communication
patterns, quality of care, and
patient safety. Health Environments
Research and Design Journal 6(1):
8–38.
Staff respite areas
21. Improving the Patient Experience Through the Health Care Physical Environment 21
Observed Possible
Relationships
Between
Environment and
HCAHPS Scores
NurseCommunication
DoctorCommunication
StaffResponsiveness
PainManagement
DischargeInformation
CommunicationAbout
Medicine
Cleanlinessofthe
Hospital
QuietatNight
OverallHospitalRating
Willingnessto
RecommendHospital
Further Reading and Research
Improved hospital
amentities
(dining/retail)
Goldman, D., and Romley, J. A.
(2008). Hospitals as hotels: The
role of patient amenities in hospital
demand.” (No. w14619.) National
Bureau of Economic Research.
Goldman, D.P., Vaiana, M., and
Romley, J.A. (2010). The emerging
importance of patient amenities in
hospital care. New England Journal
of Medicine 363(23): 2185–2187.
Addressing needs
of Generation X
and younger
Williams, K. C., and Page, R.A.
(2011). Marketing to the generations.
Journal of Behavioral Studies in
Business, 5(1): 1–17.
McCracken, L., Pickens, G., Wells, M.
(2009). Thompson Reuters Research
Brief: Matching the Market: Using
Generational Insights to Attract and
Retain Consumers.
Additional Resources
Evidence-based Design Research
Center for Health Design Knowledge Repository
Patient Experience Organizations
Association for Patient Experience (Cleveland Clinic)
The Beryl Institute
Institute for Healthcare Improvement
Institute for Patient- and Family-Centered Care
Planetree
Samueli Institute
Schwartz Center for Compassionate Care
22. 22 Improving the Patient Experience Through the Health Care Physical Environment
Endnotes
1. Ulrich, R. and Zimring, C. Report to the Center for Health Design, (2004). The role of the physical
environment in the hospital of the 21st century: A once-in-a-lifetime opportunity. Retrieved from:
http://tinyurl.com/l683794
2. Ibid.
3. Dube, J. A., Barth, M. M. and Cmiel, C. A. (2008). Environmental noise sources and
interventions to minimize them. Journal of Nursing Care Quality, 23(3), 216-224. doi: 10.1097/01.
NCQ.0000324585.68966.51.
4. Kenney, L. (2015). HCAHPS scores, the patient experience, and the Affordable Care Act from
the facility perspective. ASHE monograph. Retrieved from: http://www.ashe.org/management_
monographs/mg2015kenney.shtml.
5. Swan, J. E., Richardson, L. D. and Hutton, J. D. (2003). Do appealing hospital rooms increase
patient evaluations of physicians, nurses, and hospital services? Health Care Management
Review,28(3), 254-264. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/12940347
6. Ulrich, R. and Zimring, C. Report to the Center for Health Design. (2004). The role of the physical
environment in the hospital of the 21st century: A once-in-a-lifetime opportunity. Retrieved from:
http://tinyurl.com/l683794
7. Malenbaum, S., Keefe, F. J., Williams, A., Ulrich, R. and Somers, T. J. (2008). Pain in
its environmental context: Implications for designing environments to enhance pain
control. Pain,134(3), 241-244. doi: 10.1016/j.pain.2007.12.002.
8. Therapeutic Landscapes: An Evidence-Based Approach to Designing Healing Gardens and
Restorative Outdoor Spaces. (2013) (1st edition). Hoboken, NJ: Wiley.
9. U.S. government site for Medicare/Hospital Compare. www.medicare.gov/hospitalcompare
10. Ulrich, R. and Zimring, C. Report to the Center for Health Design, (2004). The role of the physical
environment in the hospital of the 21st century: A once-in-a-lifetime opportunity. Retrieved from:
http://tinyurl.com/l683794
11. MacAllister, L., Zimring, C., & Hanna, R. (2014). Satisfying Space: How the physcical
environment can influence patient satisfaction. Paper presented at the Healthcare Design
Conference San Diego, CA.
12. Lyy, Y.K. and Lin, C.J. (2010). Factors predicting patients’ perception of privacy and satisfaction
for emergency care. Emergency Medicine Journal (28).
13. Kenney, L. (2015). HCAHPS scores, the patient experience, and the Affordable Care Act from
the facility perspective. ASHE monograph. Retrieved from: http://www.ashe.org/management_
monographs/mg2015kenney.shtml.
14. The survey was sent to 1,000 facility managers who were members of the American Society
for Healthcare Engineering—200 facility managers randomly chosen from each of ASHE’s 10
regions. A total of 105 surveys were completed between April 24 and May 4, 2015, for a response
rate of 10.5 percent.
15. Kenney, L. (2015). HCAHPS scores, the patient experience, and the Affordable Care Act from
the facility perspective. ASHE monograph. Retrieved from: http://www.ashe.org/management_
monographs/mg2015kenney.shtml.
16. Ibid.
23. Improving the Patient Experience Through the Health Care Physical Environment 23
About Us
Hospitals in Pursuit of Excellence
Hospitals in Pursuit of Excellence is the American Hospital Association’s strategic platform
to accelerate performance improvement and support delivery system transformation in
the nation’s hospitals and health systems. HPOE provides education on best practices
through multiple channels; develops evidence-based tools and guides; provides
leadership development through fellowships and networks; and engages hospitals in
national improvement projects. Working in collaboration with allied hospital associations
and national partners, HPOE synthesizes and disseminates knowledge, shares proven
practices and spreads innovation to support care improvement at the local level.
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With more than 12,000 members, ASHE is the largest association devoted to
professionals who design, build, maintain and operate hospitals and other health care
facilities. ASHE members include health care facility managers, engineers, architects,
designers, constructors, infection control specialists and others. While membership
is diverse, ASHE members share a dedication to optimizing health care facilities and
creating and maintaining safe healing environments. ASHE, a personal membership
group of the American Hospital Association, is a trusted industry resource that provides
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development for members. ASHE is committed to members, the facilities they build and
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