Achieving Breakthrough in Patient Satisfaction, Role of the RN Manager
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Explore the important role of the RN manager in increasing patient satisfaction.
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Achieving Breakthrough in Patient Satisfaction, Role of the RN Manager
- 1. Achieving Breakthrough in Patient Satisfaction The Role of the RN Customer Satisfaction Manager Suzanne B. Hendery and Teresa Kuta Reske R.N. Baystate Health Springfield, Massachusetts
- 2. Baystate Health Springfield, Greenfield and Ware Massachusetts
- 3. The Core of Our Patient Satisfaction Issues Not using data in service and clinical care; no MD and health team conversations Results and key drivers translated into daily operation RN Unit Manager No time to plan, measure results, Celebrate with staff
- 4. Our Two Bre akthro ug hBre akthro ug h Solutions 1. Define patient satisfaction goals for each unit; celebrate with managers and units when reaching goals 2. Hire a RN Manager to work ‘knee to knee’ with clinical staff
- 5. 1a. Define goals for units Base is 2007 Strategic Plan and Incentive Goals • 90% excellence rank for Overall Quality of Care for at least 25% of all BH areas surveyed (or 25% in top decile) • 75% excellence rank for Overall Quality of Care for all areas surveyed (or 75% in top quartile)
- 6. 1b. Share results for units Managers Meetings (COO, CNO, CMO) • Quarterly Report card • Celebrate success at 90% goal
- 7. 2. Hire a RN for Customer Satisfaction Manager • Hire “One of our own” to translate data • Share data with RN Managers and staff • Identify solutions • Share best practices • Model communications • ‘Drill down’ with bedside chats • Monitor and celebrate success • Teach curriculum
- 8. Where does the RN Customer Satisfaction Manager position fit? Nursing MDs RN Managers Quality Marketing X
- 9. Why it is so important now?
- 10. Nurse Terry’s Top 10 List for Breakthrough Results 1. Prompting by script recommendations 2. Patient discharge instruction packet 3. See the actual survey 4. Amenity kits 5. Fruit basket celebration @ 90% excellence 6. Responsive RN manager 7. Daily rounding in front of patient and family 8. ‘No one sits down ‘til we all sit down’ 9. Mystery observations 10. Ke y drive rs to scre w drive rs- ask patients and families!
- 11. Role of Manager, Customer Satisfaction Research • Marketing manager • Clinician • Outcomes manager • Client advocate • Educator • Information manager • Systems analyst • Team member • Support market researcher
- 12. Roll the movie!
- 13. Translating the Connection Service Excellence Clinical Excellence Patient Satisfaction
- 14. Plan-Do-Study-Act PDSA Model Improving Quality, Knowledge and Patient Care
- 15. Nursing Research and Patient Satisfaction Pain Management • Nurse sensitive outcome • Scaled response (H-CAHPS and PRC) • JCAHO standard • Indictors of patient satisfaction • Nursing attention and management
- 16. Thank you! “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Maya Ang e lo u
Editor's Notes
- The patient satisfaction results since June 2005 until present have not been favorable at the Baystate Children’s Hospital for one key driver, patient safety. This identified area was determined through consumer results for question 55, “Overall, how would you rate the safety of the patient care (you/your child) experienced in the hospital as a patient” with choices as ‘excellent, ‘very good,’ ‘good,’ ‘fair,’ or ‘poor.’ Parents reported their impressions for this question with low scores, ‘good’ to ‘fair’ for 2005. In January 2006, Professional Research Consultants (PRC) reports a key driver as an area to improve in, or as an area that is highly regarded. PRC is the market research firm that conducts all of the health system surveys one to two weeks after a patient has been discharged from the hospital. PRC identified this key driver for improvement. In January 2006, the pediatric management and leadership team agreed to focus on medication safety, hand washing, privacy of information, and patient fall risk assessments. Of note, the scores did demonstrate an improvement for two months for this key driver although no one variable of change was identified as the success factor. The scores then dropped in March and April signaling that the issues were not fully addressed as parents did not perceive the hospital experience to be safe. Beginning in April, a series of questions were asked of parents on the day of discharge seeking their perceptions of the pediatric units’ commitment to safety. Parents reported ‘excellent’ to ‘very good.’ However, these same parents when contacted by the market research firm one week after their child’s discharge did not report favorable experiences. Management and staff were unable to identify the cause for low scores. In April, I was appointed to the position of Manager, Customer Satisfaction Research. The pediatric units readily agreed to use the CQI process in their quest to improve scores in this area. This was a great beginning since 6 inpatient adult units all have the same key driver for improvements. We did anticipate that the PDSA process would be a successful venture and serve as a model for the adult inpatient units. We were excited to start the venture!