Renown Health (Reno, NV), now ranks among the best in the country for physician communication with patients, a key indicator of overall patient satisfaction. Learn how Suzanne Hendery and Dr. Rahul Mediwala and team used transparency, group inspection, adaptation and a change in data collection methods led to significant improvements in social media reviews, patient satisfaction and CG-CAPHS scores for Renown providers.
Becker's Annual Meeting_4-2022 Harnessing the Power of Satisfaction Suzanne H...Suzanne Hendery
Suzanne Hendery and Dr. Rahul Mediwala describe how to harness the power of patient and provider engagement in improving satisfaction at Renown Health, Reno, NV.
Presentation from HIMSS17 shares introductory findings from Navicure's first Patient Payment Check-Up™. Conducted by HIMSS Analytics and fielded in January 2017, the national survey reveals key differences in attitudes and behavior between those billing for healthcare and those paying for it.
Physician Online Ratings: Consumerization of HealthcareTrustRobin
Consumers are using patient feedback from rating and review sites like Healthgrades, Vitals, Facebook and hundreds of other sources to help select a physician, the same way they would use reviews on TripAdvisor to find the best travel destination.
Moving towards transparency is vital in today’s world of healthcare consumerism.
Organizations must meet their patients’ need for accurate health and physician information that they can trust.
Revenue at Risk: Understanding Financial Impacts of Quality ReportingBill Presley
Jodi Frei, Northwestern Medical Center Vermont, and I co-presented at the MUSE Executive Institute on Revenue at Risk: Understanding Financial Impacts of Quality Reporting. The Executive Institute featured many amazing CXO's discussing the changing landscape of revenue cycle management and how finance, quality, and IT departments are converging on revenue cycle.
Though pay for performance is the common theme, the logistics of programs including Value Based Purchasing (VBP), Inpatient Quality Reporting (IQR), Hospital Acquired Condition (HAC) Reduction Program, Readmission Reduction, MACRA, MIPS and APMs, are very different. In this session, the specifics of each Quality Program including reporting requirements, scoring methodologies, and associated incentives and penalties will be covered. In addition, tools to track performance and quantify financial risk will be shared.
Reimbursement in this era of health care reform is challenging. We all seek success under this new normal in health care. Optimizing revenue capture in a quality reimbursement model requires acquisition of new knowledge and the use of new tools and strategies. Join us in the conversation; share your strategies; learn from others.
Patient-Centered Medical Home: Navigating through Recognition and Rewardsathenahealth
Join athenahealth as we delve into Patient-Centered Medical Homes and the complications that come with navigating through the regulations to achieve level three recognition status.
Provider profiling creates a 3600 profile of a Provider, which details valuable performance information about their practice like care-gaps, cost of care and average quality outcomes (based on member claim history). It also benchmarks providers against their peers to provide an overall rank and rating group (1-3 stars). This document attempts to describe approach towards provider profiling.
Becker's Annual Meeting_4-2022 Harnessing the Power of Satisfaction Suzanne H...Suzanne Hendery
Suzanne Hendery and Dr. Rahul Mediwala describe how to harness the power of patient and provider engagement in improving satisfaction at Renown Health, Reno, NV.
Presentation from HIMSS17 shares introductory findings from Navicure's first Patient Payment Check-Up™. Conducted by HIMSS Analytics and fielded in January 2017, the national survey reveals key differences in attitudes and behavior between those billing for healthcare and those paying for it.
Physician Online Ratings: Consumerization of HealthcareTrustRobin
Consumers are using patient feedback from rating and review sites like Healthgrades, Vitals, Facebook and hundreds of other sources to help select a physician, the same way they would use reviews on TripAdvisor to find the best travel destination.
Moving towards transparency is vital in today’s world of healthcare consumerism.
Organizations must meet their patients’ need for accurate health and physician information that they can trust.
Revenue at Risk: Understanding Financial Impacts of Quality ReportingBill Presley
Jodi Frei, Northwestern Medical Center Vermont, and I co-presented at the MUSE Executive Institute on Revenue at Risk: Understanding Financial Impacts of Quality Reporting. The Executive Institute featured many amazing CXO's discussing the changing landscape of revenue cycle management and how finance, quality, and IT departments are converging on revenue cycle.
Though pay for performance is the common theme, the logistics of programs including Value Based Purchasing (VBP), Inpatient Quality Reporting (IQR), Hospital Acquired Condition (HAC) Reduction Program, Readmission Reduction, MACRA, MIPS and APMs, are very different. In this session, the specifics of each Quality Program including reporting requirements, scoring methodologies, and associated incentives and penalties will be covered. In addition, tools to track performance and quantify financial risk will be shared.
Reimbursement in this era of health care reform is challenging. We all seek success under this new normal in health care. Optimizing revenue capture in a quality reimbursement model requires acquisition of new knowledge and the use of new tools and strategies. Join us in the conversation; share your strategies; learn from others.
Patient-Centered Medical Home: Navigating through Recognition and Rewardsathenahealth
Join athenahealth as we delve into Patient-Centered Medical Homes and the complications that come with navigating through the regulations to achieve level three recognition status.
Provider profiling creates a 3600 profile of a Provider, which details valuable performance information about their practice like care-gaps, cost of care and average quality outcomes (based on member claim history). It also benchmarks providers against their peers to provide an overall rank and rating group (1-3 stars). This document attempts to describe approach towards provider profiling.
TitlePATIENTS SAISFACTION ABOUT PATIENTS REFER.docxjuliennehar
Title
PATIENTS SAISFACTION ABOUT PATIENTS REFERRAL PROCESS TO RIYADH SPECIALIZED DENTAL CENTER
My friend, I wrote all my notices need to be corrected inside this file for each part ,,, I need you to using same layout here include 12 font size (time new roman) ,,,space 1.5 between lines,,,,thank you
Data Collection
I wrote the result of data after I collected from questioner so I put the answer for each question beside the choices as number,,,,also my friend I needed a spelling and grammar check for this questionnaire in this part ,,,thank you
The result beside every question
All sample was 400 participants
Please Select Gender:
· MALE 220
· FEMALE 180
Please Select Correct Age Range of Yours:
· >18 years old 343
· 12-18 years old 29
· <12 years old 28
Please Select Applicable Educational Attainment At the Moment:
· More than University/College edition (MS) 63
· University/College Graduate 201
· High School or less 136
Part Two:
Was the referral done by paper forms or automation?
· Paper (paper referral forum) 103
· Automatic forum) 239
· Not Sure 58
Was the referral out of own choice or choice by doctor?
· Doctor’s suggestion . 299
· My suggestion . 101
In the case a doctor explains about your sickness, do you have any idea what the referral is for:
· YES 338
· NO 62
Did the dentist in te primary healthcare center provide any dental treatment before referral?
❏ YES 203
❏ NOT 176
❏ NOT SURE 21
Staff that responsible about referral did he give you any communication methods in case issues arise?
❏ YES 141
❏ NO 202
❏ NOT SURE 57
Did you feel any uncomfortable feeling when conducting the experiment how does to fell thick?
❏ Easy procedures. 172
❏ Acceptable procedures 168
❏ Difficult, hard to follow 68
My friend, you need to read the introduction, literature review , objectives, material and methods before start doing the results to understand the topics and the date and information be Consistent, thank you
INTRODUCTION
In evaluating the performance of healthcare services, customer satisfaction is an important measure. Nevertheless, it is influenced not only by performance of the healthcare ...
Leading the Customer Experience Revolution: Baystate Health, Cleveland Clinic...Renown Health
Leading the Customer Experience Revolution. Customer experience is radically shifting to the forefront in healthcare. Examine the leadership role of marketing in driving excellence in service design, patient experience, and social engagement.
Margaret Coughlin, SVP and Chief Marketing & Communications Officer
Boston Children’s Hospital (Boston, MA); Suzanne Hendery, VP, Marketing & Public Affairs, Baystate Health (Springfield, MA); Paul Matsen, Chief Marketing & Communications Officer Cleveland Clinic (Cleveland, OH); Linda MacCracken, (Facilitator), Senior Principal, Accenture. Presented at the 2016 Healthcare Marketing & Physician Strategies Summit, Chicago, 5/22/2016
Value-Based Purchasing in healthcare is here to stay. Though the industry has come to terms with this reality, there are still more updates and changes than most of us can keep up with. In a world of accountable care, quality measures, shared savings, and bundled payments, everyone seems to have more questions than answers.
Bobbi Brown, Vice President, Financial Engagements outlines the latest announcements on Value-Based and how to prepare your organization for success in this new reality. Having previously worked in healthcare administration and finance for Kaiser, Sutter, and Intermountain, Bobbi is no stranger to translating complex legislative requirements for complex health systems.
Bobbi discusses the various programs offered by CMS, in particular:
What the programs are
How these programs are measured
What the current incentives are
Results of the programs to date
Organizational changes needed for the shift in programs
Your website is a big investment. It's also one that, if done well, will pay for itself over and over again. The key is understanding how your website, and supporting digital initiatives, can be used as tools to deliver value. Attend this webinar and learn how to successfully translate your organization's strategic goals into digital goals, making your website a revenue-generating and volume-driving machine. You'll discover how to define value for your online tactics, and how to communicate that value to key stakeholders. We'll also cover what effective digital plans look like, and provide actionable guidance to help make your digital marketing strategy deliver real results.
Interested in learning more? Check out the slideshare.
An actionable summary of the MIPS Merit-Incentive Based Payment System, MACRA (or the Quality Payment Program), and how to approach value-based healthcare.
Moving to Value Based Care – Leveraging advanced analytics to measure physici...LexisNexis Risk Solutions
Payment reform and emphasis on value-based care is forcing payers, ACOs, and Integrated Delivery Networks to look for ways through which physician performance can be evaluated and measured over time with the goal of creating highly efficient and effective physician networks. With more pressure and risk moving to physicians – they will expect fair measurement of quality against their peers. Join this webinar to understand the implications of value-based care as it relates to physician performance analysis and why the ability to effectively monitor physicians with less than acceptable cost performance and those with high-quality performance will be non-negotiable.
The healthcare transformation from fee for service to fee for outcomes just got an adrenaline shot in the arm April 27th when the Department of Health and Human Services surprised many in the market by announcing a Quality Payment Program, a proposed set of new rules to take effect in 2019 based on key provisions of the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA).
Six marketing strategies for Ambulatory Surgery Centers sponsored by Healthcare Pioneers™ - a healthcare innovation network of 30,000 entrepreneurs and executives in the healthcare industry.
Turning Price Transparency Into a Competitive Advantage in the Age of Consume...Megan Williams
-What you should do if you’re still struggling with price transparency compliance
-The role of margin insight and cost accounting
-Helpful tools in price estimation and analytics
-Learn how to prepare for a post-price transparency world
-Discover actionable best practices for your future price transparency initiatives
-Refine your tech strategy
Communicating Effectively: Strategies to Ensure the Quality of Communication...TraceByTWSG
Blair Wright (The White Stone Group, Inc.) presenting to Massachusetts Association of Hospital Access Managers (MAHAM) on how the quality of communicating with patients is directly linked to the perceived quality of care.
Edifecs CJR: don't fumble with your bundle ssEdifecs Inc
Comprehensive Care for Joint Replacement (CJR) opens the door to opportunity for improved joint replacement patient care delivery. With full accountability for both cost and quality for the joint replacement episode, hospitals must share critical data in near real time to align and coordinate the full continuum of post-acute providers. The top complexities Jay Sultan addressed include:
The top complexities Jay Sultan addressed include:
Considerations for entering into contracts with your orthopedic surgeons and other collaborating episode providers
Episode bundle administration and monitoring; gain sharing administration
Real-time data acquisition from collaborating providers
Analytics and reporting, focused care delivery management, and preparation for CMS audits
Whatever burning issues and questions are on your mind
TitlePATIENTS SAISFACTION ABOUT PATIENTS REFER.docxjuliennehar
Title
PATIENTS SAISFACTION ABOUT PATIENTS REFERRAL PROCESS TO RIYADH SPECIALIZED DENTAL CENTER
My friend, I wrote all my notices need to be corrected inside this file for each part ,,, I need you to using same layout here include 12 font size (time new roman) ,,,space 1.5 between lines,,,,thank you
Data Collection
I wrote the result of data after I collected from questioner so I put the answer for each question beside the choices as number,,,,also my friend I needed a spelling and grammar check for this questionnaire in this part ,,,thank you
The result beside every question
All sample was 400 participants
Please Select Gender:
· MALE 220
· FEMALE 180
Please Select Correct Age Range of Yours:
· >18 years old 343
· 12-18 years old 29
· <12 years old 28
Please Select Applicable Educational Attainment At the Moment:
· More than University/College edition (MS) 63
· University/College Graduate 201
· High School or less 136
Part Two:
Was the referral done by paper forms or automation?
· Paper (paper referral forum) 103
· Automatic forum) 239
· Not Sure 58
Was the referral out of own choice or choice by doctor?
· Doctor’s suggestion . 299
· My suggestion . 101
In the case a doctor explains about your sickness, do you have any idea what the referral is for:
· YES 338
· NO 62
Did the dentist in te primary healthcare center provide any dental treatment before referral?
❏ YES 203
❏ NOT 176
❏ NOT SURE 21
Staff that responsible about referral did he give you any communication methods in case issues arise?
❏ YES 141
❏ NO 202
❏ NOT SURE 57
Did you feel any uncomfortable feeling when conducting the experiment how does to fell thick?
❏ Easy procedures. 172
❏ Acceptable procedures 168
❏ Difficult, hard to follow 68
My friend, you need to read the introduction, literature review , objectives, material and methods before start doing the results to understand the topics and the date and information be Consistent, thank you
INTRODUCTION
In evaluating the performance of healthcare services, customer satisfaction is an important measure. Nevertheless, it is influenced not only by performance of the healthcare ...
Leading the Customer Experience Revolution: Baystate Health, Cleveland Clinic...Renown Health
Leading the Customer Experience Revolution. Customer experience is radically shifting to the forefront in healthcare. Examine the leadership role of marketing in driving excellence in service design, patient experience, and social engagement.
Margaret Coughlin, SVP and Chief Marketing & Communications Officer
Boston Children’s Hospital (Boston, MA); Suzanne Hendery, VP, Marketing & Public Affairs, Baystate Health (Springfield, MA); Paul Matsen, Chief Marketing & Communications Officer Cleveland Clinic (Cleveland, OH); Linda MacCracken, (Facilitator), Senior Principal, Accenture. Presented at the 2016 Healthcare Marketing & Physician Strategies Summit, Chicago, 5/22/2016
Value-Based Purchasing in healthcare is here to stay. Though the industry has come to terms with this reality, there are still more updates and changes than most of us can keep up with. In a world of accountable care, quality measures, shared savings, and bundled payments, everyone seems to have more questions than answers.
Bobbi Brown, Vice President, Financial Engagements outlines the latest announcements on Value-Based and how to prepare your organization for success in this new reality. Having previously worked in healthcare administration and finance for Kaiser, Sutter, and Intermountain, Bobbi is no stranger to translating complex legislative requirements for complex health systems.
Bobbi discusses the various programs offered by CMS, in particular:
What the programs are
How these programs are measured
What the current incentives are
Results of the programs to date
Organizational changes needed for the shift in programs
Your website is a big investment. It's also one that, if done well, will pay for itself over and over again. The key is understanding how your website, and supporting digital initiatives, can be used as tools to deliver value. Attend this webinar and learn how to successfully translate your organization's strategic goals into digital goals, making your website a revenue-generating and volume-driving machine. You'll discover how to define value for your online tactics, and how to communicate that value to key stakeholders. We'll also cover what effective digital plans look like, and provide actionable guidance to help make your digital marketing strategy deliver real results.
Interested in learning more? Check out the slideshare.
An actionable summary of the MIPS Merit-Incentive Based Payment System, MACRA (or the Quality Payment Program), and how to approach value-based healthcare.
Moving to Value Based Care – Leveraging advanced analytics to measure physici...LexisNexis Risk Solutions
Payment reform and emphasis on value-based care is forcing payers, ACOs, and Integrated Delivery Networks to look for ways through which physician performance can be evaluated and measured over time with the goal of creating highly efficient and effective physician networks. With more pressure and risk moving to physicians – they will expect fair measurement of quality against their peers. Join this webinar to understand the implications of value-based care as it relates to physician performance analysis and why the ability to effectively monitor physicians with less than acceptable cost performance and those with high-quality performance will be non-negotiable.
The healthcare transformation from fee for service to fee for outcomes just got an adrenaline shot in the arm April 27th when the Department of Health and Human Services surprised many in the market by announcing a Quality Payment Program, a proposed set of new rules to take effect in 2019 based on key provisions of the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA).
Six marketing strategies for Ambulatory Surgery Centers sponsored by Healthcare Pioneers™ - a healthcare innovation network of 30,000 entrepreneurs and executives in the healthcare industry.
Turning Price Transparency Into a Competitive Advantage in the Age of Consume...Megan Williams
-What you should do if you’re still struggling with price transparency compliance
-The role of margin insight and cost accounting
-Helpful tools in price estimation and analytics
-Learn how to prepare for a post-price transparency world
-Discover actionable best practices for your future price transparency initiatives
-Refine your tech strategy
Communicating Effectively: Strategies to Ensure the Quality of Communication...TraceByTWSG
Blair Wright (The White Stone Group, Inc.) presenting to Massachusetts Association of Hospital Access Managers (MAHAM) on how the quality of communicating with patients is directly linked to the perceived quality of care.
Edifecs CJR: don't fumble with your bundle ssEdifecs Inc
Comprehensive Care for Joint Replacement (CJR) opens the door to opportunity for improved joint replacement patient care delivery. With full accountability for both cost and quality for the joint replacement episode, hospitals must share critical data in near real time to align and coordinate the full continuum of post-acute providers. The top complexities Jay Sultan addressed include:
The top complexities Jay Sultan addressed include:
Considerations for entering into contracts with your orthopedic surgeons and other collaborating episode providers
Episode bundle administration and monitoring; gain sharing administration
Real-time data acquisition from collaborating providers
Analytics and reporting, focused care delivery management, and preparation for CMS audits
Whatever burning issues and questions are on your mind
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.
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
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.
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.
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
Jaipur ❤cALL gIRLS 89O1183002 ❤ℂall Girls IN JaiPuR ESCORT SERVICE
Embrace Transparency to Transform the Experience HMPS 2022.pptx
1. Embrace Transparency to Transform the Experience
Karla Cardoza, MPH, CPXP, Consultant, PRC
Suzanne Hendery, MS, APR, Chief Marketing & Customer Officer, Renown Health, Reno, NV (@therealhlthmktr)
Andy Ibbotson, CEO, Ratings.MD
Wed. May 18, 2022
9:30-10:30 am
27th Annual Healthcare Marketing & Physician Strategies Summit, Salt Lake City
2. Session Description; Embrace Transparency to Transform
the Experience
• Renown Health (Reno, NV), now ranks among the best in the
country for physician communication with patients, a key
indicator of overall patient satisfaction. Learn how transparency,
group inspection, adaptation and a change in data collection
methods led to significant improvements in social media reviews,
patient satisfaction and CG-CAPHS scores for Renown providers.
3.
4.
5.
6. What’s the Plan for Patient Experience?
With clinical partners, we are making progress on the journey
Today
8. Transparency – Verified patient feedback made public
• 77% of 1,100 consumers surveyed said they’d be more likely to make an appointment with a provider
with real patient ratings. In 6/18, RMG began publishing ratings/comments from the “overall physician
rating” question on the CG-CAHPS survey on each “Find A Provider” at renownhealth.org.
9. Transparency: How did patients rate RMG providers?
97.4% of the 78,440 ratings published for 189 providers are very positive at 4 or 5 stars.
Overall, RMG providers rate 4.86 out of 5. 02% comments archived (1,628 not published)
+: RMG providers compassion, expertise, interest
- : Rushed, not listened to/eye contact, not physically examined, specify type of provider
10. Our Approach
1
Codify Need with Patients, Co-Create with Providers;
Publish Star Ratings Online
to help you own organic search for your providers, locations and specialties
2 Automatically Request Social Reviews
after each patient encounter to collect reviews from actual verified patients
3 Publish Star Ratings on Your Website
for your providers, locations and specialties
4 Share Ratings and Reviews with Providers
to drive awareness, engagement and ongoing patient experience improvement
12. of patients use online
reviews to evaluate
providers
94%
How Patients Use Online Reviews | Software Advice 2021
Why are reviews so important?
13.
14.
15. of organic clicks go to
the top four Google
search results
83%
Understanding Google Click through Rates | Catalyst Search Marketing
Drive more search traffic to your website
16. Star Ratings in Google Search Results
Stars increase
click through rates by 150%
How Rich Snippets Can Improve Your CTR | Catalyst Search Marketing
17. 0
1
2
3
4
5
6
7
8
9
10
Appointment Availability Accepted Insurances Clinical Expertise Ratings & Reviews
What is the impact of various profile elements on conversion rates?
3X
4X
8X
9X
Digital Patient Access Assessment of the Top 20 US News and World Report Hospitals | Kyruus 2021
Increase Website Conversions
19. A mix of 20 employed primary care doctors, specialists and advanced practitioners.
Before
3.90 average star rating
22 Google reviews
After
4.93 average star rating
513Google reviews
Google Reviews Pilot
2,232% increase in Google reviews
20. Online Review Generation
• Automatically request Social reviews after
each patient encounter.
• Request reviews for your providers or the
locations where patients receive care.
• Avoid duplicate feedback requests to
maximize response rates and reduce patient
frustration.
• Support for all sites that matter - Google,
Facebook, Healthgrades, Vitals, WebMD, etc.
21. Online Review Generation
• Automatically request Social reviews after
each patient encounter.
• Request reviews for your providers or the
locations where patients receive care.
• Avoid duplicate feedback requests to
maximize response rates and reduce patient
frustration.
• Support for all sites that matter - Google,
Facebook, Healthgrades, Vitals, WebMD, etc.
24. trust online reviews as much
as recommendations from
family and friends
84%
Local Consumer Review Survey | Inc. Magazine 2020
Why are reviews so important?
26. Providers & Locations
• Automatically request Social reviews after
each patient encounter.
• Request reviews for your providers or the
locations where patients receive care.
• Avoid duplicate feedback requests to
maximize response rates and reduce patient
frustration.
• Support for all sites that matter - Google,
Facebook, Healthgrades, Vitals, WebMD, etc.
27.
28.
29. a one star increase leads to
10.3 percent more patient
appointments
10.3%
The Interplay between Online Reviews and Physician Demand | NYU 2017
How do reviews impact my bottom line?
31. RMG: Inspection via CG-CAHPS national survey
New Board-Level Goal for Service, 1 Question for RMG/CIN providers
Renown Medical Group
Highest rating of 9 or 10 for Provider (CG-CAPHS)
(Aligned with Provider compensation metric)
N/A PRC Surveying
begins 11/1/20
76% 80% In process, Changing from hybrid survey to CG-
CAPHS with CIN membership by 11/1/20. NV
ave. is based on Western state average.
Entity Metric Baseline
2020
compared to
NV ave
Score
Quarter 1
*as of 10/6/20
(July 1-Sept. 30)
Score
Quarter 2
Oct. 1-Dec. 31, 20)
Score
Quarter 3
(Jan 1-Mar. 31, 21)
Score
Quarter 4
Apr. 1- June 30, 21)
NV ave (min
goal)
US ave (max
goal)
Beginning in mid-November, Patients you’ve seen from 10/1/20 will be
asked Q 18 on national standard CG-CAHPS survey. “Using any number
from 0 to 10, where “0” is the Worst Provider Possible and “10” is the
“Best Provider Possible, what number would you use to rate this provider
(0-10)?” National credit is given only for scores of “9” and “10.”
32. RMG: Outbound phone calls, bi-lingual surveyors
Personal outreach to 100% of sample for each provider
Interviewers are
COMPASSIONATE
Surveys are
BRIEF
Context & Quality are
CONTROLLED
Data are
REPRESENTATIVE
35. Click the summary
to hear the patient
Proprietary & Confidential
Proprietary & Confidential
RMG Reporting: Recognition
She is awesome. When she decided to take
on certain patients, she made sure to include
me because she knows how I am with
doctors. She’s amazing, I will never leave
her side.
All is outstanding. She has really
helped me out with my health. Glad I
have her, I feel safe.
38. FY 22 BOARD MEASURE
FY 22 System Measure- Patient Experience
Measure Definition Metric
Min
(NV)
Metric
Max
(US)
FY 21
Baseline
Q4 ‘21 PRC FYTD PRC
Regional MC Highest rating of 9 or 10 (H-CAHPS) 66%* 72%* 63% 68%
n = 467/467
69%
n = 1260
YES-Definitely Recommend 70%* 72%* 68% 76%
n = 467/467
75%
n = 1260
South Meadows MC Highest rating of 9 or 10 (H-CAHPS) 66%* 72%* 74% 73%
n = 94/94
62%
n = 200
YES-Definitely Recommend 70%* 72%* 77% 84%
n = 94/94
72%
n = 200
Renown Med Group Highest rating of 9 or 10 (overall
doctor rating, CG-CAHPS)
76% 80% 85% 85%
n = 2990/2990
84%
n = 8775
Hometown Health
(For FY22)
Highest rating of 9 or 10 (CAHPS)
SPH surveyor
90 91.8 FY 21:
88.5%
41. 1. Transparency; patient experience scores linked to provider
compensation, and everyone can see each other’s results.
2. Key Driver: Time with provider; extended from 15 minutes to 30 minute
appointment times.
3. Telehealth appointments; patient satisfier through pandemic and beyond
4. MyChart usage, appointments, RX, Open Notes; vaccine jump start
5. Visitation; as soon as allowed, opened for 1 visitor and then 2 to medical
appointments and hospitalized patients.
6. Leadership; poor performers were coached, some contracts ended.
6 Changes to Operations Resulting from Transparency,
Inspection and Adaptation (Listening, Learning & Responding)
Hello. My name is Dr. Rahul Mediwala and with Suzanne Hendery, we are pleased to join you today to share how we have been able to Harness and engage Patients & Providers to improve satisfaction- in the hopes that you might be able to do something similar to help patients and families at your organization. We began this new “Voice of the Patient” work with patients of Renown Medical Group- our employed medical providers last fall, and we have expanded to gathering the voices of patients of our hospitals, insurance company and CIN as well.
Suzanne: Thank you Karla, Andy and everyone for joining us for today’s session. Here is how we will spend our time today. Through this process, we were able to demonstrate that, in aggregate, the patient satisfaction scores for our providers are now 4 points above the US average, and rank amongst the best in the country for their service. It was important and challenging work, and we’d like to share our story.
Suzanne: We are pleased to represent Renown Health, located in Reno, NV. We are a Not-for-profit, integrated health system that serves 17 countries, both urban and rural, and we are the only Trauma Center covering 100 square miles from Sacramento, CA to Salt Lake City, UT.
Suzanne: Like your organizations, our patients, and their family supporters are the center of all we do at Renown, and central to our mission, vision and values. Our clinicians do an amazing job caring for patients. However, when it came to “proving” that we did an excellent job with the patient experience and communications- across our medical practices and our hospitals- we did not have wonderful results to show.
Suzanne: The work we do in enhancing our patient experience is important. It has becomes increasingly important as we build our branding efforts for Renown. Here are samples of how our brand values of Hope and Determination, and our campaign of Fight the Good Fight have been seen throughout the last year.
The best test of a brand is the experience you have when you encounter it. Thousands of patients in northern Nevada make visits to our Renown Medical Group providers every year. Consistency with our brand- and having every provider and experience rated as “excellent” is key. That is why we started with a new approach to measuring the voice of our patients.
Suzanne: Over a year ago, I had assumed a new responsibility- that of Chief Experience Officer, which was added to my Marketing & Communications role. Knowing we had to show improvement, we outlined a plan- that included; 1) establishing a goal for all leaders- at the highest level- and made it a Board goal. #2, we sought to understand our current process of Listening to the Voice of our Patients and Families; #3- Researching Best Practices, and #4, Implementing a new listening process. What we heard through Best Practice, is that if we made a switch from our traditional vendor to a new vendor, we could use a new survey and methodology to accurately report our patient experience.
Today, as a result, we understanding what Patients Want Fixed, and working with leadership to resolve issues and report back to our patients and community.
As communicators, this has allowed us to share the stories of how patients asked for change, and with their help and support, we were able to improve.
Next, we will be designing a Service Recovery Playbook for every one of our 7,000 employees- so when things go wrong, they can immediately address and resolve them- before it becomes an official Complaint or Grievance. And, best of all, we will be working with our clinical teams and patients to create Ideal Experiences for patient segments. And then, we will do it all again- as this work never ends!
Suzanne: With the leaders of our Renown Medical Group, we borrowed from Performance Improvement, Scrum-Agile teams. We started with….
Transparency: This means presenting the facts as is. All people involved—the customer, the CEO, individual contributors—are transparent in their day-to-day dealings with others. They all trust each other, and they have the courage to keep each other abreast of good news as well as bad news. Everyone strives and collectively collaborates for the common organizational objective, and no one has any hidden agenda.
Suzanne: As part of being transparent, we asked our community if they would be more likely to make an appointment with a provider who posted real patient comments. In June of 2018, we began to post most patient comments from our patient satisfaction surveys on our website, so prospective patients could choose the provider best for them. We were proud to be among the 1st in the West to do so. Andy assisted us in putting this patient ratings transparency program together back in 2018.
Suzanne: What did we see?
Transparency improved performance
Feedback from “real” patients gave opportunity to enhance practice
Brought accurate patient ratings to the internet and website
Provided overall picture of the care provided by RMG
Protected providers online reputation
“Own” Google Search for each provider’s name
First mover advantage in market
Optimized performance before move to CG-CAPHS CMS survey
6% Increase in visitor traffic to Find A Provider area on website in the first 3 months of launching Star Ratings. Now we have 91.5K visitors to website mo./22,875 wk/2,951 day.
+10.75% over previous mo.
Andy, can you tell us more about how we’ve updated this program in 2022?
Suzanne: Once we had data enough data from our patients, we moved to Inspection.
Inspection: Inspection in this context is not an inspection by an inspector or an auditor but an inspection by every one on Team. The team openly and transparently shows the data in order to gather valuable feedback.
Suzanne: To that end, we have one TOP Level goal for all RMG providers that we will be reporting to the Board and senior leadership. That is the results from RMG patients for Question #18 from the CMS national standard survey for all medical group practices, it’s called “Clinician and Group Consumer Assessment of Healthcare Providers and Systems” or CG-CAHPS survey, and allows each provider to receive feedback from 50 patients per year.
The question is this, “Using any number from 0 to 10, where “0” is the Worst Provider Possible, and “10” is the Best Provider Possible, what number would you use to rate this provider? 0-10. Credit is only given for scores of 9 or 10, and the percentage of 9s and 10s is in the goal. The Minimum goal we have for this fiscal year, which goes through June 30, 2021- is that 76% of our providers receive scores of 9 or 10 from patients surveyed. 76% is the average of the Western states- CA and UT, etc. who are using CG-CAPHS. The Maximum goal is 80%, which is the US average for all providers and groups scored for this question. This goal is also linked to the new provider comp plan.
Participation in CG-CAPHS is not yet mandatory in NV. It is for those in ACOs, CINs and requested by most insurance companies for contracting.
Suzanne: To help RMG providers exceed this goal for patient experience, Renown partnered to make personal outreach calls 24-72 hours after a patient visit to a random sample of patients. Surveyors call from a local phone number, are located in NE and speak both English and Spanish. They gather real-time responses from patients for RMG providers. As soon as the calls began, the data was available immediately.
This new survey methodology completely replaced the paper surveys mailed to RMG patients by another national vendor. In the meantime, Renown chose to run both systems through the end of their fiscal year, to see if there was any difference in the results.
Our new system provides individual and aggregate CAPHS provider performance results on a dashboard, and provides a 100% representative sample for each provider (50 per year) and a total score by practice.
Karla, can you tell us more?
Interviewers are real, the survey is brief- 9 minutes or less, quality is controlled and data are more representative of the excellent relationships the Renown team is creating. The new “top box” or highest score they can receive is now EXCELLENT, vs. Very Good which was the highest score on the other vendor survey. We know patients who report an EXCELLENT relationship with you, are 4x more loyal to you and are committed to following through on medical advice.
Karla, We now provide Renown and their providers with the real-time data and they openly and transparently show the data in order to gather valuable feedback. (Data each day, Reports emailed monthly)
Includes voices of “real” patients gave opportunity to enhance practice, shared at their Daily Management Huddles, and all employee CEO Town Halls.
This Provides individual, team and overall picture of the care provided by the Renown Medical Group. (Review slide)
Karla, Providers now have he real-time data and they openly and transparently show the data in order to gather valuable feedback. (Data each day, Reports emailed monthly)
Includes voices of “real” patients gave opportunity to enhance practice, shared at their Daily Management Huddles, and all employee CEO Town Halls.
This Provides individual, team and overall picture of the care provided by the Renown Medical Group. (Review slide)
Karla, we are also able to share Real time, actual voices of patients with comments back to our providers. Patients share What’s outstanding and what needs to be improved. The richness of these comments are powerful, and our system allows them to be shared at meetings and emailed to staff in recognition of their efforts, or to teams working to resolve issues and improve experience.
Dr. Mediwala, do you want to conclude our presentation with your results? We promised to have lots of time for questions.
Suzanne: And, we take information from the comments over time, to see what patients celebrate, and what they want fixed, so we can fix it, and then communicate back that they’ve helped us make changes.
Suzanne: So, let’s show you the results. This graphic at the top of this slide shows a slice of Renown’s Strategic Plan for FY20-22.
Patient Experience is now one of our 7 Board Goals. The Metric has been simplified to focus on the CMS CAPHS (which stands for - Consumer Assessment of Healthcare Providers and Systems ) national survey.
The Metric is now “Patients surveyed say 1) Yes, they would give the provider/hospital a highest rating of a 9 or 10 on a 10 scale, and 2) patients surveyed say they would “definitely recommend” the hospital.
The minimum goal is to meet the “State Average” and maximum is to meet the US average for hospitals and medical groups.
You can see that what we found, for one quarter, with splitting the discharged hospital patient sample- was significant. Can you imagine the impact better scores would have on your Value Based Purchasing through CMS? We were losing 1M annually in payments due to lower scores; Leapfrog and CMS stars? Again, this is one health care organization’s experience, and we are not sure what impact you would see. For us, in every area, the scores improved with a real time call methodology.
These were our results back on 9/21; we are pleased to say that we have maintained our scores.
Rahul- our latest measure- this quarter in fact, shows that- we ended Fiscal Year 2021 with 85% of 2990 patients rating their provider the highest- at a 9 or 10, this 85% is important, as it is the only score CMS counts for star ratings. This Fiscal Year to date, with over 8,775 patients rating their employed provider, we are at 84% rating them a 9 or 10. Very proud to maintain those high scores through a pandemic, virtual visits and all we’ve been through.
Suzanne, thanks to these partnerships, We are now in a place where we are able to recognize our best and brightest providers, who score in the top 10% nationally for patient communications, and through a donor family, and with some of their patients, we are able to celebrate and recognize their tremendous accomplishment.
Suzanne: The final stage of transforming the patient experience is Adaptation: Adaptation in this context is about continuous improvement, the ability to adapt based on the results of the inspection. Everyone in the organization must ask this question regularly: Are we doing better than yesterday? and improved customer and employee satisfaction.
Suzanne: Though this process, when we did a better job listening to patients, and determined what was most important to them- we made the following changes-which further improved our scores.
Thank you! We are pleased to answer any questions.