A step by step guide on how to holistically improve patient experience, adaptable for any healthcare setting. This training is presented by Dr Avnesh Ratnanesan, who is a thought-leader and expert on practical methods for improving patient experience and consumer engagement in the health setting.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
New Ways to Improve the Patient Experience: Because it Begins Before the Fron...TraceByTWSG
This presentation will review strategic initiatives for revenue cycle leaders to further engage patients in their care experience – beginning before they enter the hospital’s front door. The session will present key strategies and related outcomes in patient satisfaction, staff performance, reimbursement and upfront patient collections.
• Ensure meaningful upfront encounters with Patient Access – at each and every encounter.
• Hardwire measurable standards throughout Patient Access teams.
• Reduce process time and eliminate duplication for quicker patient turnaround.
• Ensure consistent practices across hospital entities and among associates.
• Avoid financial harm through automated documentation.
• Protect staff through documentation integrity.
• Increase visibility of – and access to – critical patient touch points across the organization.
Leading the development of Texas Health’s Patient Access infrastructure, Patti Consolver and Scott Phillips oversee the centralized patient access intake center and the patient access departments for the system’s 13 wholly-owned hospitals.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
New Ways to Improve the Patient Experience: Because it Begins Before the Fron...TraceByTWSG
This presentation will review strategic initiatives for revenue cycle leaders to further engage patients in their care experience – beginning before they enter the hospital’s front door. The session will present key strategies and related outcomes in patient satisfaction, staff performance, reimbursement and upfront patient collections.
• Ensure meaningful upfront encounters with Patient Access – at each and every encounter.
• Hardwire measurable standards throughout Patient Access teams.
• Reduce process time and eliminate duplication for quicker patient turnaround.
• Ensure consistent practices across hospital entities and among associates.
• Avoid financial harm through automated documentation.
• Protect staff through documentation integrity.
• Increase visibility of – and access to – critical patient touch points across the organization.
Leading the development of Texas Health’s Patient Access infrastructure, Patti Consolver and Scott Phillips oversee the centralized patient access intake center and the patient access departments for the system’s 13 wholly-owned hospitals.
Patient’s experience, improve the quality health3zsaddique
Putting patients first requires more than world-class clinical care – it requires care that addresses every aspect of a patient’s encounter with Hospital, including the patient’s physical comfort, as well as their educational, emotional, and spiritual needs. A team of professionals should serves as an advisory resource for critical initiatives across the Hospital health system. In addition, it should provide resources and data analytics; identify, support, and publish sustainable best practices; and collaborate with a variety of departments to ensure the consistent delivery of patient-centered care.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
In this webinar, Yvonne Chase of Mayo Clinic shares strategies to improve patient experience across the continuum of care - from pre-service to post-servcie activities. This presentation shares tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge - all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
The Patient-Centered Clinical Trial: A New ParadigmJohn Reites
Patient centricity is no longer just viewed as an opportunity
solely for commercial pharma. In September 2014,
eyeforpharma brought together 100 US clinical leaders
to discuss the evolving role of patients in clinical trials.
The executive forum addressed the latest trends and
innovations in clinical trial management from a patientcentric
perspective, but it was the presence and involvement
of several patients and patient advocates that shaped the
discussion and expanded our thinking on the topic. Beyond
debating various practical questions, delegates from
pharma began to wonder how the necessary changes might
materialize under the organizational lens.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
Yvonne Chase has a strategy. She shows how hospitals can prepare for the paradigm shift of value-based purchasing. She has the exact revenue cycle tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge – all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
Patient Satisfaction Survey as a Tool Towards Quality Improvement by Dr.Mahbo...Healthcare consultant
A mixed bag of poorly evaluated methods leaves patients frustrated, and doctors little wiser.The best way to ensure that services are responsive to those they aim to serve is to elicit feedback on people’s experiences and encourage providers to deal with any problems thus identified. This has been axiomatic in health policy for many years, but have we got the balance right in primary care? Patients’ experiences have become central to assessing the performance of healthcare systems worldwide and are increasingly being used to inform quality improvement processes. This paper explores the relative value of surveys and detailed patient narratives in identifying priorities for improving breast cancer services as part of a quality improvement process.
A dissertation report on analysis of patient satisfaction max polyclinic by ...Mohammed Yaser Hussain
Hospitals are increasingly becoming sensitive to the needs of the patients as will the community. It is no longer the sellers [providers] market. Except for the totally free service provided by the Government run hospitals and a few hospitals run by the civic hospitals.
According to Dona Bedian
“Patient satisfaction may be considered to be one of the desired outcomes of care, even on element of health status itself” and that “information about patient satisfaction should be as indispensable to assessment of quality as to the design and management of health care system.
During the recent years the use of patient satisfaction surveys has increased in health care industry due in part to the belief that perception of quality is an important factor in demand for services and that survey result may have significant effect on provider behaviour. According to Ware “patient satisfaction is a determinant of a healthcare provider or system. Use of services complaints and malpractice suits”.
Use of patient satisfaction survey as a tool for quality improvement has become extensive in almost all western countries. Most hospital have a system of obtaining routine feedback from all the discharge patients. The quality improvement task force of the joint commission of accreditation of the health care organization in USA is also encouraging hospitals to mandate surveys are conducted in private hospitals.
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
Patient’s experience, improve the quality health3zsaddique
Putting patients first requires more than world-class clinical care – it requires care that addresses every aspect of a patient’s encounter with Hospital, including the patient’s physical comfort, as well as their educational, emotional, and spiritual needs. A team of professionals should serves as an advisory resource for critical initiatives across the Hospital health system. In addition, it should provide resources and data analytics; identify, support, and publish sustainable best practices; and collaborate with a variety of departments to ensure the consistent delivery of patient-centered care.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
In this webinar, Yvonne Chase of Mayo Clinic shares strategies to improve patient experience across the continuum of care - from pre-service to post-servcie activities. This presentation shares tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge - all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
The Patient-Centered Clinical Trial: A New ParadigmJohn Reites
Patient centricity is no longer just viewed as an opportunity
solely for commercial pharma. In September 2014,
eyeforpharma brought together 100 US clinical leaders
to discuss the evolving role of patients in clinical trials.
The executive forum addressed the latest trends and
innovations in clinical trial management from a patientcentric
perspective, but it was the presence and involvement
of several patients and patient advocates that shaped the
discussion and expanded our thinking on the topic. Beyond
debating various practical questions, delegates from
pharma began to wonder how the necessary changes might
materialize under the organizational lens.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
Yvonne Chase has a strategy. She shows how hospitals can prepare for the paradigm shift of value-based purchasing. She has the exact revenue cycle tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge – all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
Patient Satisfaction Survey as a Tool Towards Quality Improvement by Dr.Mahbo...Healthcare consultant
A mixed bag of poorly evaluated methods leaves patients frustrated, and doctors little wiser.The best way to ensure that services are responsive to those they aim to serve is to elicit feedback on people’s experiences and encourage providers to deal with any problems thus identified. This has been axiomatic in health policy for many years, but have we got the balance right in primary care? Patients’ experiences have become central to assessing the performance of healthcare systems worldwide and are increasingly being used to inform quality improvement processes. This paper explores the relative value of surveys and detailed patient narratives in identifying priorities for improving breast cancer services as part of a quality improvement process.
A dissertation report on analysis of patient satisfaction max polyclinic by ...Mohammed Yaser Hussain
Hospitals are increasingly becoming sensitive to the needs of the patients as will the community. It is no longer the sellers [providers] market. Except for the totally free service provided by the Government run hospitals and a few hospitals run by the civic hospitals.
According to Dona Bedian
“Patient satisfaction may be considered to be one of the desired outcomes of care, even on element of health status itself” and that “information about patient satisfaction should be as indispensable to assessment of quality as to the design and management of health care system.
During the recent years the use of patient satisfaction surveys has increased in health care industry due in part to the belief that perception of quality is an important factor in demand for services and that survey result may have significant effect on provider behaviour. According to Ware “patient satisfaction is a determinant of a healthcare provider or system. Use of services complaints and malpractice suits”.
Use of patient satisfaction survey as a tool for quality improvement has become extensive in almost all western countries. Most hospital have a system of obtaining routine feedback from all the discharge patients. The quality improvement task force of the joint commission of accreditation of the health care organization in USA is also encouraging hospitals to mandate surveys are conducted in private hospitals.
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
Alrasmayat’s Laboratory Management Software is cost-effective and easy to implement. It covers all functions that are necessary for automating all laboratory functions. Through this software it is easy to concrete on business performance by managing and organizing data.
Manual de Imagen corporativa para Sáchica, Boyacá - ColombiaVanesa Ortiz
Sáchica es un pueblo de Boyacá con grandes atractivos para los amantes del Senderismo, sus tierras ocultan tesoros paleontológicos de gran relevancia y su desierto la convierte en un lugar emblemático. El manual de imagen constituye los lineamientos normativos, creativos y emocionales para el empleo correcto del logotipo, en todos los mensajes de publicidad.Respetarlo contribuirá a edificar su personalidad.
Diseñado por: Dinah Vanesa Ortiz
Página web: www.neurekaspublicidad.com
Neurekas Publicidad turística: Diseño de logotipos, volantes, afiches, páginas web, redacción de textos, asesoría personalizada y fotografía.
Is Sam Oven's Consulting Accelerator A Scam Everything You Need To Knowmepatelchirag
This course claims to be the ultimate training for would-be, new, and even experienced consultants. It’s a 6-week course that includes action-based homework each week.
نشره صغيره تعريفيه عن زراعة الاسطح والاكتفاء الذاتى وما يجب القيام به من خطوات قبل البدء مكونه من 5 صفحات اتمنى ان يستفيد منها الجميع وايضا استمرار البحث ونقل ونشر المعلومه ف كل معلومه تصبح ثقافه فيما بعد
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.
Loyalty is won by defining and delivering exceptional experiences. Whether its patients, volunteers or physicians, the ways an organization meets emotional and functional needs drives advocacy. Our experience mapping approach has been used by healthcare organizations such as Texas Children’s Hospital, Froedtert & The Medical College of Wisconsin and M.D. Anderson Cancer Center to develop a better understanding of the experiences they deliver — and to grow
smarter from it.
James Dias, CEO, and Lucas Dailey, Senior User Experience Designer, will present a workshop, “Designing connected care solutions at the intersection of medicine and finance” on Saturday, September 6th from 2:20-3:50 PM PDT.
The workshop will explore how the business of performance-based healthcare requires a balance between giving patients the best possible quality outcomes and doing it in a cost effective manner. This emphasis on value-driven medicine is producing the opportunity for new technology solutions that address both care and costs. Designing effective solutions for “Connected Care” requires an interdisciplinary approach that brings together the disparate fields of healthcare economics, patient engagement, and digital technology.
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.
5 Details to Include in Every Communication Project Plan to Maximize SuccessSpok
Statistics from the Project Management Institute show that 56% of IT projects deliver less value than expected, and only 64% meet their goals. Each health IT project should have clear goals and objectives that deliver measurable value to their hospital, care team members, and the patients the technology is intended to support. Learn about the five important details that should be considered critical to the success of your next project.
Patient Experience Roundtable Sydney 2018 Leading Change & Transformation in ...Dr Avnesh Ratnanesan (Avi)
Energesse and The Beryl Institute's Patient Experience Roundtable brought together executive senior patient experience champions from around Australia to brainstorm and collaborate on the most important issues affecting organisations in patient experience.
Harness digital platforms to accelerate R&D and drive proper adoptionSharpBrains
Pioneers in education, medicine and pharma discussed new data-rich approaches to help assess what works and what doesn’t, and for whom, accelerating R&D initiatives and proper adoption.
--Chair: Alvaro Fernandez, CEO & Editor-in-Chief of SharpBrains
--Richard Varn, Director of the Center for Advanced Technology and Neuroscience at Educational Testing Service (ETS)
--Dr. Brian Iacoviello, Director of Scientific Affairs at Click Therapeutics
--Dr. Gahan Pandina, Senior Director, Venture Leader at Janssen Research & Development
--Dr. Sarah Banks, Head of Neuropsychology at the Cleveland Clinic Lou Ruvo Center for Brain Health
Learn more at sharpbrains.com
A joint presentation on Real People, Real Data at the 2016 International Forum on Quality and Safety in Healthcare in Gothenburg, Sweden. Presented by Leanne Wells of the Consumers Health Forum of Australia; Sam Vaillancourt of St. Michael’s Hospital, Toronto, Canada, and; Dr Paresh Dawda of the Australian National University.
At the RACMA Conference Talked about how to use machine learning to improve patient feedback as well as building the rules engine to advise on patient experience improvement. Here are some of the slides and stories shared at the conference which seem to be received very well.
"When our Patient Experience measures improved, so did our Quality and Safety measures" - Sir Robert Naylor, CEO, University College London Hospitals NHS Trust, Sustainable Health Transformation 2014
Don Berwick’s ‘Triple Aims of Healthcare’ emphasises the pursuit of improved patient experience as top priority for healthcare systems. However, leaders are challenged with having a clear ‘process’ for improving patient experience. Data collection is often fragmented, person-dependent, inconsistently applied and not reported in real-time. Results take 3 to 18 months before being communicated back to the wards, resulting in a lack of accountability, transparency and meaningful change.
Results obtained in the NSW Bureau of Health Information surveys led Western Sydney Local Health District to improve its strategy around measurement of patient experience. Facilitating the collection of timely and granular feedback was needed. Implementation of a new patient survey system (MES Experience) in August 2016 provided a combination of real-time data collection and the unique 6E Framework (experience, emotions, engagement, execution, excellence and evolution) which is now guiding and driving quality improvements and meaningful change for consumers.
A presentation on Malaysian Cancer Care Initiative 2017 hosted by Ramsay Sime Darby Asia. With an increased focus on involving patients to improve safety and quality as well as implementing sustainable cost-effective improvements, person-centred care is key.
Dr Avi Ratnanesan is the Chief Executive Officer of Energesse, a leading firm that specialises in improving patient experience and customer experience in healthcare. Energesse provides thought leadership in patient-centred innovation and technology solutions including MES Experience for real-time patient feedback and PanSensic for free-text analytics of patient stories.
Dr Avi Ratnanesan is the Chief Executive Officer of Energesse, a leading firm that specialises in improving patient experience and customer experience in healthcare. Energesse provides thought leadership in patient-centred innovation and technology solutions including MES Experience for real-time patient feedback and PanSensic for free-text analytics of patient stories.
Energesse and Palladium Executive Breakfast Series.
The healthcare ecosystem is becoming increasingly complex and consumer/patient needs and expectations are escalating. The drive to create a more sustainable healthcare system means that industry players are forced to deliver new models of care whilst developing more sustainable business models under ever more stringent budgetary conditions. As cost cutting and reengineering efforts reach diminishing returns, it has become obvious that the solution to this complex set of issues is to reframe the problem, working backwards from patients and health consumers to build models that deliver compelling experiences to consumers/patients and superior societal health outcomes.
Before we change actions or activities within the healthcare, the first point is to understand how staff and consumers think about the system we are in now.
This presentation will focus on how outcomes and major issues in the National Health Services (NHS UK) are measured using patient and staff experiences. It will also describe how latest technologies are being utilized to measure success in these areas.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
LGBTQ+ Adults: Unique Opportunities and Inclusive Approaches to CareVITASAuthor
This webinar helps clinicians understand the unique healthcare needs of the LGBTQ+ community, primarily in relation to end-of-life care. Topics include social and cultural background and challenges, healthcare disparities, advanced care planning, and strategies for reaching the community and improving quality of care.
COVID-19 PCR tests remain a critical component of safe and responsible travel in 2024. They ensure compliance with international travel regulations, help detect and control the spread of new variants, protect vulnerable populations, and provide peace of mind. As we continue to navigate the complexities of global travel during the pandemic, PCR testing stands as a key measure to keep everyone safe and healthy. Whether you are planning a business trip, a family vacation, or an international adventure, incorporating PCR testing into your travel plans is a prudent and necessary step. Visit us at https://www.globaltravelclinics.com/
India Diagnostic Labs Market: Dynamics, Key Players, and Industry Projections...Kumar Satyam
According to the TechSci Research report titled “India Diagnostic Labs Market Industry Size, Share, Trends, Competition, Opportunity, and Forecast, 2019-2029,” the India Diagnostic Labs Market was valued at USD 16,471.21 million in 2023 and is projected to grow at an impressive compound annual growth rate (CAGR) of 11.55% through 2029. This significant growth can be attributed to various factors, including collaborations and partnerships among leading companies, the expansion of diagnostic chains, and increasing accessibility to diagnostic services across the country. This comprehensive report delves into the market dynamics, recent trends, drivers, competitive landscape, and benefits of the research report, providing a detailed analysis of the India Diagnostic Labs Market.
Collaborations and Partnerships
Collaborations and partnerships among leading companies play a pivotal role in driving the growth of the India Diagnostic Labs Market. These strategic alliances allow companies to merge their expertise, strengthen their market positions, and offer innovative solutions. By combining resources, companies can enhance their research and development capabilities, expand their product portfolios, and improve their distribution networks. These collaborations also facilitate the sharing of technological advancements and best practices, contributing to the overall growth of the market.
Expansion of Diagnostic Chains
The expansion of diagnostic chains is a driving force behind the growing demand for diagnostic lab services. Diagnostic chains often establish multiple laboratories and diagnostic centers in various cities and regions, including urban and rural areas. This expanded network makes diagnostic services more accessible to a larger portion of the population, addressing healthcare disparities and reaching underserved populations. The presence of diagnostic chain facilities in multiple locations within a city or region provides convenience for patients, reducing travel time and effort. A broader network of labs often leads to reduced waiting times for appointments and sample collection, ensuring that patients receive timely and efficient diagnostic services.
Rising Prevalence of Chronic Diseases
The increasing prevalence of chronic diseases is a significant driver for the demand for diagnostic lab services. Chronic conditions such as diabetes, cardiovascular diseases, and cancer require regular monitoring and diagnostic testing for effective management. The rise in chronic diseases necessitates the use of advanced diagnostic tools and technologies, driving the growth of the diagnostic labs market. Additionally, early diagnosis and timely intervention are crucial for managing chronic diseases, further boosting the demand for diagnostic lab services.
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
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Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
Join us as we delve into the crucial realm of quality reporting for MSSP (Medicare Shared Savings Program) Accountable Care Organizations (ACOs).
In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
Health Education on prevention of hypertensionRadhika kulvi
Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
3. 3
LEARNING OBJECTIVES
By the end of this course, participants will be able to (at an introductory level):
E1-2: Experience, Emotions
1. Define what is the patient experience (by providers, and by patients)
2. Understand methods for measuring patient experience, including:
• Knowing where to start on how to focus on the patient
• survey processes and logistics of surveying – multichannel, internal & external surveys
• obtaining appropriate breadth of consumer input/feedback (including marginalized
populations e.g. rural, regional, indigenous and ethnic minority patients
• How to get clinicians and staff buy-in to measure
3. Help clinicians, staff, partners, health department policies and the ‘system’ become more
responsive to patient expectations
4. 4
LEARNING OBJECTIVES
E3-4: Energy, Execution
1. Have a clear change process to lead a transformation of patient experience – high level strategies and
practical tactics
2. Get buy-in to use the data to change actions and results
3. Make a difference to patients with limited resources (time, budgets and staffing)
4. Understand how to change attitudes, behaviours and value empathy and compassion
5. Identify how PX management helps improve the safety, quality and integrated care
6. Recognise the need for transparency, and how to achieve more transparency internally
7. Learn specific, innovative communication techniques engaging patients and family members (e.g. extracting
medical information or communicating technical details such as why they are having tests, procedures)
E5-6: Excellence, Evolution
1. Learn how to redefine success, obtain it and maintain results
2. Case studies of how other organisations have achieved better experience and health outcomes or other
benefits
3. Identify resources for patient experience research and practical tools and techniques that can be used
immediately
4. Identify where healthcare information is publically available for consumers
5. 5
WHAT WE WILL NOT COVER TODAY:
1. Learn how to help patients engage and invest in their own health
2. How to improve specific healthcare processes e.g. appointment setting, discharge
planning, etc.
3. How to implement a statewide strategy for improving the patient experience
8. 8
WHAT IS PX ?
The sum of all interactions, shaped by an organization's culture,
that influence patient perceptions across the continuum of care.”
-Beryl Institute
11. 11
PX AS DEFINED BY PATIENTS?
“The Patient Experience is an experience unique to that individual.
We do not have to judge the experience.
But we can be instrumental in shaping it”
13. 13
AUSTRALIAN CHALLENGES WITH PX SURVEYS &
CONSUMER ENGAGEMENT
1. Patient Surveys paper based or via telephone
2. Use multiple disparate survey databases, tools, etc.
3. Insights patchy, uncoordinated and lack strategic intelligence
4. State survey results take from 3 to 18 months to be received
5. Cumbersome reports or none from Ward to Board
6. Minimal engagement from ethnic minorities
7. Front line staff disengaged in the survey – outsourced research
8. Quantitative data shows where problem is, but not WHY – difficult fixing issues
18. 18
WHERE DO YOU START?
Hospital Emergency Surgery Hospital InpatientHome
1. Identify the specific patient population(s), ward (s), healthcare facility or
community where you need or want to improve the experience
2. Define and Map their patient journey
19. 19
MAP THE WHOLE JOURNEY FOR BETTER SOLUTIONS
Hospital Emergency Surgery Hospital Inpatient
General Practice
& Allied HealthRehabilitation Medication
Outpatient careHome
Workplace Wellness
Supplements
Health Insurance Claim
21. 21
1. Methods for collecting data on the experience customers need and want across
the journey.
• Patient and Consumer Surveys e.g. NPS verbatim comments
• Focus groups
• 1-on-1 conversations with front line employees and management
• Call Centre Voice Recordings
• Customer E-mails – Complaints, Compliments and Comments
• Online conversations and ratings e.g. BHI, Patient Opinion, NIB Whitecoat
2. Understand the why from your qualitative data – get the real reason specific
expectations were unmet
CAPTURE DATA ON THE EXPERIENCE(S)
22. 22
PATIENT EXPERIENCE SURVEYS
• Who to survey - patients, patient’s family, nurses, doctors, front-line staff,
management
• How to design a PX survey:
• start with the outcomes you want from the survey,
• base questions on patient journey touchpoints,
• use HCHAPS/Picker Institute as a guide,
• engage an expert/consultant to review survey design, methodology, questions, results
• What tools can I use to deliver the survey:
• Resources as per above,
• Survey Monkey,
• Multi-channel survey platforms /mediums e.g. MES Experience
23. 23
PATIENT EXPERIENCE SURVEYS
• What questions should you ask?
• Determine the outcomes you want from the survey outputs
• Don’t just ask patients to rate on a few domains, ask about feelings,
• Ask about what actually happened to them during their care,
• Ensure open questions for qual info (can be far more useful than quant) e.g. what mattered
most to you during this experience
• How frequent should it be done?
• Depends on setting
• Measure what you can manage
• E.g. busy hospital wards - Daily gathering of feedback (realtime ideal)
• E.g. Community - Focus groups once or twice a year
24. 24
CAPTURE FEEDBACK VIA MULTI-CHANNEL APPROACH
Online
Text Message (SMS)
Email
Kiosk and Tablet
Automated Telephone Surveys
Postcards and Drop-boxes
29. 29
PATIENT EXPERIENCE RESEARCH – FREE RESOURCE
Research on challenges and future
opportunities to manage patient experience in
NHS Hospitals (UK)
Free Download:
www.energesse.com
33. 33
Detractors Promoters
PX : IT’S NOT WHAT YOU THINK ABOUT THEM,
IT’S HOW THEY FEEL ABOUT YOU
e.g. Family & Friends Test (FFT)/ Net Promoter Score (NPS)
Frustration & Anger Delight & Excitement
37. 37
ENERGY =
Leadership
Employee Engagement & Culture
Attitude & Motivation
Wellbeing
Empathy & Compassion
Meaning & Purpose
Love & Joy
Authenticity
Ref: Covey SR & Link G Smart Trust, 2012 Free Press. Sisodia R et al, Firms of Endearment, Sisodia et al 2007 Prentice Hall.
38. 38
E3. ENERGY - IMPROVING STAFF EXPERIENCE & CULTURE
1. Don Berwick et al Health Affairs 2008 Triple Aim and
2. Bodenheimer et al Annals of Family Medicine 2014
39. 39
IKIGAI = Purpose
IMPROVING STAFF CULTURE
and MINIMISE BURNOUT
Reconnect Clinicians, Staff and
Managers with their Purpose
40. 40
DISCOVER YOUR PURPOSE (IKIGAI)
Where work and life is most fulfilled and performance improves
Answer 4 questions and find the intersection:
1. What do you love doing?
2. What does the world need? (problem to solve for patients, consumers,
stakeholders)
3. What can you get paid for? (Is it financially sustainable so you can maximise
your impact)
4. What are you good at? (True Strengths)
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Strategy for Organisational Change – Kotter’s 8 Step Model
PX Capability Audit
Prioritising which problems to focus on?
How to generate solutions for them? (Ideation)
General solutions to improve patient experience
Specific solutions to improve patient experience
Methods to implement solutions – Lean, Six Sigma, PDSA
Technique for communicating with Patients – G.R.E.A.T.
E4. EXECUTION
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Ref: Edward Elmshurst Health, Chicago.
https://www.eehealth.org/great
PATIENT COMMUNICATION – G.R.E.A.T.
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Methods to get engagement (buy-in) from clinicians and staff to take action
Clearly communicate ‘What’s In It For Me’ (WIIFM) from their perspective, not
yours .e.g. Save time, save money, improve care, job satisfaction, fulfilment and
higher purpose (ikigai)
Get buy in from the start, even before you start the surveys and implement
improvements. Bring them on the journey
Appoint a PX leader for every team
Ensure they get outcomes daily or weekly at their unit meetings
Disseminate the right reports to the right stakeholders at the right time
Get staff to brainstorm solutions to their challenges
Celebrate small wins regularly, not just big ones
E4. EXECUTION
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E5. EXCELLENCE - How do you monitor excellent results?
• Pick specific questions e.g. FFT or NPS as a overall benchmark
• But excellence starts at smallest unit level or by specific issue or by specific
disease state or patient population
• Measure the most important score for your target patient population – ASK
THEM what this is
e.g. Pain Scores for Chronic Pain or Cancer patients
e.g. Waiting Times for Emergency Departments
e.g. Bed Occupancy rate for private health facilities/hospitals
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E5. EXCELLENCE
CASE STUDY
EVIDENCE OF
OUTCOMES
Hertfordshire
Partnership University
NHS Foundation Trust
Service Question
July-
Sept
2015
Action Taken
Oct-Dec
2015
Change
Albany Lodge
If you came here from another
service, were you kept informed
throughout the process
22%
At all staff meetings the team now
discuss how the Trust can improve the
transfer process so patients are better
informed
54% + 32%
Astley Court
Do the activities you do help
towards your recovery?
69%
More activities were organised including
external trips
88% + 19%
Aston Ward Do you feel listened to? 57%
1:1 time was put aside for service users
to express all their thoughts and feelings
100% + 43%
Hampden House
Has your mental health
medication and any side effects
been explained to you?
73%
Staff time was put aside to explain and
provide more information on medication
in 1:1 and group sessions
83% + 10%
RAID (Lister)
Do you know how to mental
health support out of hours?
90%
Service Users provided with mental
health helpline cards with relevant
contact details
100% + 10%
Holly Lodge
Has your mental health
medication and any side effects
been explained to you?
50%
Staff time was put aside to explain and
provide more information on medication
in 1:1 and group sessions
73% + 23%
Holly Lodge
Do you know how to get advice
and support out of hours?
68%
Detailed information is now routinely
given out on how to access support and
advice services
87% + 19%
Owl Ward
Has your mental health
medication and any side effects
been explained to you?
48%
Doctors are asked to explain medication
and side effects during their ward rounds
67% + 19%
Owl Ward Do you feel listened to? 44%
Named nurses are now allocated to
speak with service users twice a week
63% + 19%
Robin Ward
Have you been offered regular
physical activities?
47%
The ward ordered a table tennis table
and a Wii games console to promote
physical exercise on the ward
83% + 36%
Robin Ward Do you feel listened to? 53%
Nurses now ensure they have 1:1
sessions with each patient throughout
the day
100% + 47%
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E5. EXCELLENCE – REPORTING
• The MOST important benchmark is to benchmark against your own patient
population over time and show improvement
• Incorporate PX scores into overall quality and safety reporting
• Report from Ward to Board – note different report formats often required
because different stakeholders group needs different insights to make
decisions.
• Tell a clear story
• Combine data with patient and staff stories or testimonials to illustrate your point
• Remember to use the positive data to motivate as well, don’t just focus on the negative!
50. 50
Deloitte researched Hospital Consumer
Assessment of Healthcare Providers and Systems
(HCAHPS) scores and performance measures
such as net and operating margins and return on
assets (ROA)
Hospitals with higher Patient satisfaction scores also
demonstrated higher profitability - Becker Hospital
Review Report. Investment in Patient Experience
improves Finances, Marketing and Clinical
Measures
FINANCIAL EXCELLENCE
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“When our Patient Experience measures improved,
so did our Quality and Safety measures ”
- Sir Robert Naylor, former CEO, UCLH NHS Trust, Sustainable Health
Transformation 2014
E5. EXCELLENCE – QUALITY AND SAFETY
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CASE STUDY – CLEVELAND CLINIC
The Cleveland Clinic has long had a reputation for medical excellence and for holding down costs. But in 2009, the CEO,
examined its performance relative to that of other hospitals and admitted to himself that inpatients did not think much of
their experience at its flagship medical center or its eight community hospitals—and decided something had to be done.
Over the next three years the Clinic transformed itself.
Made improving the patient experience a strategic priority. got everyone in the enterprise—including physicians who
thought that only medical outcomes mattered—to recognize that patient dissatisfaction was a significant issue and that all
employees, even administrators and janitors, were “caregivers” who should play a role in fixing it.
By conducting surveys and studies and soliciting patients’ input, the Clinic developed a deep understanding of patients’
needs.
They had to change mind-sets, develop and implement processes, create metrics, and monitor performance so that the
organization could continually improve.
Staff communicated intensively with prospective patients to set realistic expectations for what their time in the hospital
would be like.
These steps were not rocket science, but they changed the organization very quickly. fears expressed by some physicians
that the initiative might conflict with efforts to maintain high quality and safety standards and to further reduce costs turned
out to be unfounded. During the transformation the Clinic rose dramatically in the University Health System Consortium’s
rankings of 97 academic medical centers on quality and safety. Its efficiency in delivering care improved as well.
Ref: https://hbr.org/2013/05/health-cares-service-fanatics
54. 54
E.6 = EVOLUTION
Defined as sustained improvement in 3 repeat measures:
• Individual level,
• Ward level,
• Department level,
• Hospital/health facility level
• Community/population level e.g. Australia’s Health 2016
Ref: Australia’s Health 2016. Australian Institute of Health and Welfare. http://www.aihw.gov.au/australias-health/2016/
55. 55
CASE STUDY – BAYSTATE HEALTH
• Western Masuchusettes, 400 physicians, 10000 employees
• Baystate Breast and Wellness Center embarked on Patient Experience Redesign – ‘no one was
excited so we changed the conversation’
• Leadership held 2 day retreat with reps from each patient touchpoint – HR, PI, Mktg. Shared
input. They planned improvements in people,comms, process and physical settings
• Asked patients – ‘When you consider this experience, what mattered most to you?’
• Allowed them to ‘identify their graffiti’
• Psat went from 60-70% to 84 -100%, MD referrals – 15%to 70%, Consumer confidence – 50% to
70%, Revenues went up by 35%
• Ongoing marketing –physician partnership: Planned, facilitated mandatory PX retreats, planned
strategy, weekly update meetings
Ref: http://www.slideshare.net/bharatis/case-study-of-patient-experience-design-marketing-management-baystate-breast-wellness-center
56. 56
NEXT STEPS – HOW CAN ENERGESSE HELP YOU?
1. Design, develop or execute your survey
2. Conduct a PX Capability Audit of your organisation – identify gaps, capability strengths and
opportunities for improvement
3. Design your PX Strategy and help you implement your plan
4. Raise internal awareness, engagement and motivation – Keynote Speaking
5. Educate your management and front line staff – Training Workshops
6. Generate and implement solutions to improve patient experience e.g. process or system
improvements - Workshops
7. Coach physicians – reduce burnout
8. Train and Coach PX Leaders: 1-on-1 or groups
9. Provide real-time Patient Surveys and feedback platform – MES Experience
59. 59
RESOURCES
Experience
1. Berwick at al 2008 Healthcare Triple Aims Health Aff May 2008 vol. 27 no. 3759-769
http://content.healthaffairs.org/content/27/3/759.full
2. Making Sense and Making Use of Patient Experience Data http://www.energesse.com/patient-experience-white-paper/
3. Patient Experience Channel – Brief Educational Videos http://www.energesse.com/patient-experience-channel/
4. Real-time feedback Patient Survey Platform – MES Experience http://www.energesse.com/patient-experience/
Emotions
1. Emotional Analysis with PanSensic technology http://www.energesse.com/customeranalytics/
Energy
1. Covey SR & Link G Smart Trust, 2012 Free Press.
2. Sisodia R et al, Firms of Endearment, Sisodia et al 2007 Prentice Hall.
3. Bodenheimer at al 2014. From Triple to Quadruple Aim. Annals of Family Medicine
http://www.annfammed.org/content/12/6/573.full
4. Purpose Toolkit for clinicians and staff – free download http://www.energesse.com/coaching
Execution
1. Leading Change: Why Transformation Efforts Fail:
http://www.gsbcolorado.org/uploads/general/PreSessionReadingLeadingChange-John_Kotter.pdf
2. G.R.E.A.T. Patient Communication Method Edward Elmshurst Health, Chicago. https://www.eehealth.org/great
60. 60
RESOURCES
Excellence
1. Deloitte Center for Health Solutions 2015 Survey of US Healthcare Consumers
https://www2.deloitte.com/content/dam/Deloitte/us/Documents/life-sciences-health-care/us-dchs-the-value-of-patient-
experience.pdf
2. Comparator sites – Transparency theme
• Bureau of Health Information http://www.bhi.nsw.gov.au/BHI_reports#292477
• Whitecoat www.whitecoat.com.au
• Patient Opinion www.patientopinion.org.au
3. Cleveland Clinic Case Study Ref: https://hbr.org/2013/05/health-cares-service-fanatics
Evolution
1. Australia’s Health Report Ref: Australia’s Health 2016. Australian Institute of Health and Welfare.
http://www.aihw.gov.au/australias-health/2016/
2. Baystate Health Case Study Ref: http://www.slideshare.net/bharatis/case-study-of-patient-experience-design-marketing-
management-baystate-breast-wellness-center
3. Patient Experience Australia Linkedin Group
Over the last 4 years, I’ve been the CEO of Energesse, which is a specialist firm that focuses on improving patient experience and customer experience in the health and care sector. We are a team of 15 people now and we work with clients and partners in the US, UK, Australia and Asia. Largely with work health insurers, hospitals, service providers with technology solutions, research and surveys, consultancy and leadership coaching.
I love it when Gartner recognises something is important.
Customer experience is a very individual phenomena, what one person may find good in a service, another person may find unacceptable.
I love it when Gartner recognises something is important.
Customer experience is a very individual phenomena, what one person may find good in a service, another person may find unacceptable.
I love it when Gartner recognises something is important.
Customer experience is a very individual phenomena, what one person may find good in a service, another person may find unacceptable.
I love it when Gartner recognises something is important.
Customer experience is a very individual phenomena, what one person may find good in a service, another person may find unacceptable.
I want to talk about Excellence, and excellence can come in the most unlikely of scenarios. And this one, is a very personal scenario, so please bear with me because I feel this lesson is an important one to share.
My father passed away and was admitted as an emergency to a private hospital.
Discuss Experience
Emotions
Energy
Even though we got a bill shock, we were able to rationalise the cost, mainly because we were at peace and because of the care and compassion shown by the nurse, our customer experience was superior and that jusitfied the premium.
So the lesson here is that even in the most difficult of situations, a period of greiving immediately followed by a big financial shock, the experience was a good one.
I love it when Gartner recognises something is important.
Customer experience is a very individual phenomena, what one person may find good in a service, another person may find unacceptable.
I love it when Gartner recognises something is important.
Customer experience is a very individual phenomena, what one person may find good in a service, another person may find unacceptable.
Because consumers today want more than the just the drug. They want to experience health and just the drug can provide – they want information that they can understand, in a way that is easy for them in a place that is accessible to them. And most importantly, they want to know that you really care. Yet the pharmaceutical industry is largely still stuck producing and delivering medicines in the way they have always done for decades. And change has been an incredibly slow process.
Feedback from last 4 years of customer research, consulting and improving customer experience - we’ve developed the 6 E Framework, which we are unveiling for the first time.
Feedback from the executives that we’ve worked with, largely said “don’t just tell me what to do, tell me how to do it”
This framework is part of a book that is in development and we are in talks with a publisher and aim to release later this year.
So why is this model different to everything else out there? Well, I strongly believe that this is a more authentic and sustainable model for success in managing customers and along the way I’ll show you data on that.
Its also a versatile model that can be used in the context of businesses and their customers, as well as healthcare organisations and patients – the model applies equally well.
Very often the focus in on the silo, on a small part of the journey, but to get the best improvement, map the whole journey.
Very often the focus in on the silo, on a small part of the journey, but to get the best improvement, map the whole journey.
Pros and Cons of Internal vs External survey channels – Pros and Cons (what do you mean by internal and external survey channels?)
The reality of the 21st century is that customers are not just interested in the services that you are delivering, the interaction is more about the emotions they are feeling.
And so what are the consequences to business of these behavioural changes due to technology adoption and generational change?
As customer expectations rise, but business continue to approach their product development and business approach in the same way, the actual performance of the brand actually declines in the minds of consumers.
For example, in the case of medicines, where I used to be in charge of strategy and innovation at Pfizer pharmaceuticals many years ago when it was the largest pharmaceutical company in Australia, it was becoming more and more difficult to produce medicines and get an acceptable price for them from the Australian government.
In the Net Promoter Score philosophy,
Only delighted and excited customers become promoters, for you to grow your business and customer base, particularly by word-of-mouth. This is even more importantly now that customers are becoming less loyal to brands, unless they feel an authentic connection.
How do we do that with all the ‘noise’ in the digital world
PanSensic has algorightms that can analyse keywords and phrases
How many people have heard of Stephen Covey, put your hands up? Wrong Stephen Covey, put your hand down.
Traditional Management literature, describes an organisation’s energy or vibe. Which is a set of behaviours that encapsulate a grouping of management terms.
In Stephen Covey’s book, Smart Trust, he described and energy as not just physical and emotional wellbeing, but also the creativity and joy that exists within an engaged team.
Patient Experience correlated with Staff Experience
The Japanese call meaning and purpose – your ikigai. Their philosophy is that when employees work to a purpose that is fulfilling, they will perform at their highest level.
Your Ikigai , where you perform the best, when you have greatest meaning and fulfilment, is when you are aligned with your purpose.
To find your purpose, ask yourself these 4 questions
Feedback from last 4 years of customer research, consulting and improving customer experience - we’ve developed the 6 E Framework, which we are unveiling for the first time.
Feedback from the executives that we’ve worked with, largely said “don’t just tell me what to do, tell me how to do it”
This framework is part of a book that is in development and we are in talks with a publisher and aim to release later this year.
So why is this model different to everything else out there? Well, I strongly believe that this is a more authentic and sustainable model for success in managing customers and along the way I’ll show you data on that.
Its also a versatile model that can be used in the context of businesses and their customers, as well as healthcare organisations and patients – the model applies equally well.
The Japanese call meaning and purpose – your ikigai. Their philosophy is that when employees work to a purpose that is fulfilling, they will perform at their highest level.
Your Ikigai , where you perform the best, when you have greatest meaning and fulfilment, is when you are aligned with your purpose.
To find your purpose, ask yourself these 4 questions
We all have a purpose, to serve our customers they way they want us to.
But the real secret is that to doing that, is to live in your purpose and love your work and your life.
This keynote is my way of living my purpose of making a positive difference and helping leaders and executives like you live yours. Because it is only when you live your purpose, that you truly deliver the kind of experience that both you and your customers deserve. The only question is you have to ask is, will you take the next step to really make the difference that your customers really want from you?
Thank you