Aligning Clinical Practice and Process ImprovementiCareQuality.us
Â
According to recent IOM reports, The Future of Nursing, Nurses can play a key role in the healthcare transformation process. Organizations such as the American Nurses Credentialing Center, the American Nurses Association and Magnet programs have supported and strengthened the mission to improve the nursing profession through education, advanced degrees and certifications. Central to the transformation process is self-regulation and accountability for clinical practice (Code of Ethics, ANA). The Peer Review process affirms the nurse's duty to being accountable for professional practice, competence in skills and knowledge in evidence-based care delivery. Thus, peer feedback promotes patient safety, reduces the likelihood of errors, and addresses the human factor element in patient care delivery to improve patient outcomes.
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
Â
There is a vital change happening in healthcare: People are demanding to be treated as savvy consumers, who deserve choices, convenience and fair prices. The same revolution of consumerism thatâs shaking up the way the world buys financial services, airline tickets and groceries is finally underway in healthcare. And as healthcare options multiply, this trend will only accelerate. Providers who are ready to respond by creating a strong patient experience are going to win, and those who arenât will be left behind.
This presentation explains findings from the patient experience study which was conducted to understand the consumer healthcare experience by assessing the gap between patient and providersâ expectations and perceptions, and arm institutions with the ability to assess their own organization, define a successful strategy, and deliver on it.
View the webinar here: http://bit.ly/1RLgTFX
Overview of Patient Experience Definitions and Measurement ToolsInnovations2Solutions
Â
This publication will provide an overview of patient experience, how it is measured, and how to achieve it optimally within the healthcare setting. Sodexoâs definition of Patient Experience will also be explored.
Patient & Family Advisory Councils: the Business Case for Starting a PFAC & P...EngagingPatients
Â
This webinar was presented on March 12, 2015 by Barbara Lewis. It looks at the prevalence and roles that Patient & Family Advisory Councils (PFACs) are playing in U.S. hospitals today, and builds a business case for their implementation:
Clinical practice guidelines and quality metrics often emphasize effectiveness over patient-centered care. In this article, the authors offer three approaches to personalizing quality measurement to ensure patient preferences and values guide all clinical decisions.
Aligning Clinical Practice and Process ImprovementiCareQuality.us
Â
According to recent IOM reports, The Future of Nursing, Nurses can play a key role in the healthcare transformation process. Organizations such as the American Nurses Credentialing Center, the American Nurses Association and Magnet programs have supported and strengthened the mission to improve the nursing profession through education, advanced degrees and certifications. Central to the transformation process is self-regulation and accountability for clinical practice (Code of Ethics, ANA). The Peer Review process affirms the nurse's duty to being accountable for professional practice, competence in skills and knowledge in evidence-based care delivery. Thus, peer feedback promotes patient safety, reduces the likelihood of errors, and addresses the human factor element in patient care delivery to improve patient outcomes.
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
Â
There is a vital change happening in healthcare: People are demanding to be treated as savvy consumers, who deserve choices, convenience and fair prices. The same revolution of consumerism thatâs shaking up the way the world buys financial services, airline tickets and groceries is finally underway in healthcare. And as healthcare options multiply, this trend will only accelerate. Providers who are ready to respond by creating a strong patient experience are going to win, and those who arenât will be left behind.
This presentation explains findings from the patient experience study which was conducted to understand the consumer healthcare experience by assessing the gap between patient and providersâ expectations and perceptions, and arm institutions with the ability to assess their own organization, define a successful strategy, and deliver on it.
View the webinar here: http://bit.ly/1RLgTFX
Overview of Patient Experience Definitions and Measurement ToolsInnovations2Solutions
Â
This publication will provide an overview of patient experience, how it is measured, and how to achieve it optimally within the healthcare setting. Sodexoâs definition of Patient Experience will also be explored.
Patient & Family Advisory Councils: the Business Case for Starting a PFAC & P...EngagingPatients
Â
This webinar was presented on March 12, 2015 by Barbara Lewis. It looks at the prevalence and roles that Patient & Family Advisory Councils (PFACs) are playing in U.S. hospitals today, and builds a business case for their implementation:
Clinical practice guidelines and quality metrics often emphasize effectiveness over patient-centered care. In this article, the authors offer three approaches to personalizing quality measurement to ensure patient preferences and values guide all clinical decisions.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
Â
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.
In this presentation from the Beryl Institute's 2016 Patient Experience Conference, Edwards-Elmhurst Healthcareâs ED Chair and Patient Experience Director detail how they are leveraging technology to follow up with ED Patients and the exceptional results theyâve enjoyed.
Gamification as a means to manage chronic diseaseEngagingPatients
Â
UPMC is exploring ways to better engage patients through shared decision making and new approaches to encourage patients and their families to take control of their health. This presentation describes a pilot program UPMC has initiated to leverage gamification as a means to manage chronic heart failure.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Â
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."
New Ways to Improve the Patient Experience: Because it Begins Before the Fron...TraceByTWSG
Â
This presentation will review strategic initiatives for revenue cycle leaders to further engage patients in their care experience â beginning before they enter the hospitalâs 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 â 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 â and access to â critical patient touch points across the organization.
Leading the development of Texas Healthâs Patient Access infrastructure, Patti Consolver and Scott Phillips oversee the centralized patient access intake center and the patient access departments for the systemâs 13 wholly-owned hospitals.
Closing the Loop: Strategies to Extend Care in the EDEngagingPatients
Â
This HIMSS15 presentation discusses the challenges faced in hospital emergency departments and offers insights for implementing a process to follow up with discharged ED patients to enhance outcomes and satisfaction,while optimizing utilization and reducing risk.
Ambulatory Health Care Facility of the Future: Integrating Lean Workflow Rede...The Neenan Company
Â
For more information, go to http://neenan.com or call 970.493.8747
As presented on March 19, 2010 at the 2010 AMGA Annual Conference
Presented by: Randall Huss, M.D., President, and Gerald Dowdy, VP Operations, St. Johnâs Clinic â Rolla Division; and Miguel Burbano de Lara, AIA, NCARB, Senior VP Healthcare, The Neenan Company
When faced with the opportunity of designing a new ambulatory facility to house a multi-specialty clinic practice, ASC and other outpatient services to be completed a year after implementation of their EHR, the St. Johnâs Clinic-Rolla team partnered with a progressive architectural team, The Neenan Company, to design and build a facility around the new electronic workflows. They integrated Lean workflow redesign and Lean facility design elements to achieve a facility capable of supporting the digital, paperless ambulatory practice of the future.
Iu Ahrq Hai Assessment Ctr Presentation Feb 22 2010 FinalBrad Doebbeling
Â
75. Healthcare Associated Infections: Assessment Center Findings , Invited Talk, NCQIP, Agency for Healthcare Research and Quality, Bethesda, MD, February 22, 2010.
Creating a standard of care for patient and family engagementChristine Winters
Â
Nationally-recognized governance expert Beth Daley Ullem addresses the state of patient engagement in heathcare and provides a vision for establishing a minimum standard of care for patient engagement programs.
PowerPoint: Practical Approaches to Improving Patient Pre-Op PreparationEmCare
Â
Michael Hicks, MD, MBA, FACHE, CEO of EmCare Anesthesia, and Lisa Kerich, PA-C, VP of Operations for EmCare Anesthesia, provide expert advice for improving the performance of your O.R. through an integrated, collaborative approach. Learn how Pre-Anesthesia Testing (PAT) clinics are being used successfully to improve patient readiness, surgeon satisfaction and financial performance.
Originally presented Sept. 17, 2015, as a webinar in partnership with Becker's Hospital Review.
HFMA Article: 5 Signs That You Can Reduce Staffing Costs and Boost Nurse Sati...Block & Tackle Marketing
Â
See how three Care Logistics hospitals are increasing eďŹciency in care delivery to improve healthcare quality and nurse morale while reducing costs from overtime, agency use, and turnover. By Care Logistics CFO Samantha Platzke.
How pharma and healthcare brands can improve their customer experienceJack Morton Worldwide
Â
The SVP and Managing Director of Jackâs Chicago office, Matt Pensinger, presented at Lions Health 2015 with Katie Bang from Eli Lilly and Company about improving the customer experience for patients:
There is growing recognition amongst healthcare brands that understanding the full patient journey is essential for success in todayâs healthcare environment. The sheer extent of this both physical and emotional journey, from awareness through to treatment and adherence, opens the patient to many potential experience gaps between their expectations and reality that can lead to frustration, disillusionment and even dropping the prescribed treatment.
So, healthcare companies must understand this journey if they are to improve the customer experience â and offer necessary patient support that extends far beyond a given medication. Being truly effective requires that the entire organisation (from science through to sales) understands the patient journey in order to meet patient needs and effectively engage the many stakeholders that are becoming increasingly important to a therapyâs success.
This is a significant undertaking and healthcare brands and their marketing agencies need to think differently about how they engage with patients and support communications for all the other stakeholders. This talk will examine the experience journey and what it means for the way we market.
Presented at the George Washington University 1st GME Retreat. Includes overview of handoff function and content, pitfalls for handoffs, and strategies for safe and effective communication during handoffs, and how to use process improvement techniques to make handoffs safer. Handout includes handoff menu of educational tools to be used by faculty teaching.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
Â
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.
In this presentation from the Beryl Institute's 2016 Patient Experience Conference, Edwards-Elmhurst Healthcareâs ED Chair and Patient Experience Director detail how they are leveraging technology to follow up with ED Patients and the exceptional results theyâve enjoyed.
Gamification as a means to manage chronic diseaseEngagingPatients
Â
UPMC is exploring ways to better engage patients through shared decision making and new approaches to encourage patients and their families to take control of their health. This presentation describes a pilot program UPMC has initiated to leverage gamification as a means to manage chronic heart failure.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Â
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."
New Ways to Improve the Patient Experience: Because it Begins Before the Fron...TraceByTWSG
Â
This presentation will review strategic initiatives for revenue cycle leaders to further engage patients in their care experience â beginning before they enter the hospitalâs 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 â 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 â and access to â critical patient touch points across the organization.
Leading the development of Texas Healthâs Patient Access infrastructure, Patti Consolver and Scott Phillips oversee the centralized patient access intake center and the patient access departments for the systemâs 13 wholly-owned hospitals.
Closing the Loop: Strategies to Extend Care in the EDEngagingPatients
Â
This HIMSS15 presentation discusses the challenges faced in hospital emergency departments and offers insights for implementing a process to follow up with discharged ED patients to enhance outcomes and satisfaction,while optimizing utilization and reducing risk.
Ambulatory Health Care Facility of the Future: Integrating Lean Workflow Rede...The Neenan Company
Â
For more information, go to http://neenan.com or call 970.493.8747
As presented on March 19, 2010 at the 2010 AMGA Annual Conference
Presented by: Randall Huss, M.D., President, and Gerald Dowdy, VP Operations, St. Johnâs Clinic â Rolla Division; and Miguel Burbano de Lara, AIA, NCARB, Senior VP Healthcare, The Neenan Company
When faced with the opportunity of designing a new ambulatory facility to house a multi-specialty clinic practice, ASC and other outpatient services to be completed a year after implementation of their EHR, the St. Johnâs Clinic-Rolla team partnered with a progressive architectural team, The Neenan Company, to design and build a facility around the new electronic workflows. They integrated Lean workflow redesign and Lean facility design elements to achieve a facility capable of supporting the digital, paperless ambulatory practice of the future.
Iu Ahrq Hai Assessment Ctr Presentation Feb 22 2010 FinalBrad Doebbeling
Â
75. Healthcare Associated Infections: Assessment Center Findings , Invited Talk, NCQIP, Agency for Healthcare Research and Quality, Bethesda, MD, February 22, 2010.
Creating a standard of care for patient and family engagementChristine Winters
Â
Nationally-recognized governance expert Beth Daley Ullem addresses the state of patient engagement in heathcare and provides a vision for establishing a minimum standard of care for patient engagement programs.
PowerPoint: Practical Approaches to Improving Patient Pre-Op PreparationEmCare
Â
Michael Hicks, MD, MBA, FACHE, CEO of EmCare Anesthesia, and Lisa Kerich, PA-C, VP of Operations for EmCare Anesthesia, provide expert advice for improving the performance of your O.R. through an integrated, collaborative approach. Learn how Pre-Anesthesia Testing (PAT) clinics are being used successfully to improve patient readiness, surgeon satisfaction and financial performance.
Originally presented Sept. 17, 2015, as a webinar in partnership with Becker's Hospital Review.
HFMA Article: 5 Signs That You Can Reduce Staffing Costs and Boost Nurse Sati...Block & Tackle Marketing
Â
See how three Care Logistics hospitals are increasing eďŹciency in care delivery to improve healthcare quality and nurse morale while reducing costs from overtime, agency use, and turnover. By Care Logistics CFO Samantha Platzke.
How pharma and healthcare brands can improve their customer experienceJack Morton Worldwide
Â
The SVP and Managing Director of Jackâs Chicago office, Matt Pensinger, presented at Lions Health 2015 with Katie Bang from Eli Lilly and Company about improving the customer experience for patients:
There is growing recognition amongst healthcare brands that understanding the full patient journey is essential for success in todayâs healthcare environment. The sheer extent of this both physical and emotional journey, from awareness through to treatment and adherence, opens the patient to many potential experience gaps between their expectations and reality that can lead to frustration, disillusionment and even dropping the prescribed treatment.
So, healthcare companies must understand this journey if they are to improve the customer experience â and offer necessary patient support that extends far beyond a given medication. Being truly effective requires that the entire organisation (from science through to sales) understands the patient journey in order to meet patient needs and effectively engage the many stakeholders that are becoming increasingly important to a therapyâs success.
This is a significant undertaking and healthcare brands and their marketing agencies need to think differently about how they engage with patients and support communications for all the other stakeholders. This talk will examine the experience journey and what it means for the way we market.
Presented at the George Washington University 1st GME Retreat. Includes overview of handoff function and content, pitfalls for handoffs, and strategies for safe and effective communication during handoffs, and how to use process improvement techniques to make handoffs safer. Handout includes handoff menu of educational tools to be used by faculty teaching.
Patientâs experience, improve the quality health3zsaddique
Â
Putting patients first requires more than world-class clinical care â it requires care that addresses every aspect of a patientâs encounter with Hospital, including the patientâs 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.
Aligning Clinical Practice and Process Improvement for Patient Safety 2014iCareQuality.us
Â
Implementing continuous daily improveÂŹment is a standardized approach to reducing clinical variability in patient care delivery. The CLIPSE model engages frontline providers using a collaborative, peer review process, and may positively impact patient outcomes, cost of care, and quality improvement initiatives
3 Strategies for Maximizing Service Line Efficiency, Quality and ProfitabilityWellbe
Â
Maximizing service line efficiency, quality and profitability is a hot topic, particularly with rising patient care demands, changing reimbursement models, and estimated physician shortfalls. This webinar takes a look at three solutions beginning in the operating room and expanding to the entire patient care journey.
1st solution: A unique clinical and operational service model focused on the specialization of qualified, reimbursable clinical labor to optimize surgeon involvement and reduce OR costs.
2nd solution: Taking a holistic view of the service line through the patient care journey to produce a value stream map to understand the current state. Assisting staff with comparing this current state to the ideal future state, comparing national benchmarks and clinical best practices helps your staff innovate and co-create an individualized plan to get your service line to a higher level.
3rd solution: Utilizing dashboard metrics of the critical to success factors, to sustain and improve your service line.
As a participant, you will be able to:
⢠Identify key operational and clinical indicators of orthopedic service line efficiency
⢠Describe how Surgical First Assists can add value in the OR
⢠List the steps in developing and/or evaluating or building an orthopedic service line
⢠Describe how metrics/dashboards assist in sustaining change and improvement of orthopedic service line
About the Speaker:
Miki Patterson, PHD ONP, Senior Director of Orthopedics in Intelligent CareDesign at Intralign
Dr. Patterson is a certified orthopedic nurse practitioner and brings over 25 years of clinical experience in healthcare, consulting, direct advanced orthopedic patient care, teaching, NIH level, qualitative and quantitative research and publishing. She is a past president of the National Association of Orthopedic Nurses (NAON) and continues to be nationally recognized for leadership and advancing orthopedic care.
Jo Partington, AHP Lead at the Department of Health, Transforming Community Services, addresses AHP Leadership Challenges, Referral to Treatment Project, Service Improvement Project and Transforming Community Services. COT Annual Conference 2010 (22-25 June 2010)
MARKETING PRINCIPLES
MKTG 305
SWOT Assignment â CSUSB
Purpose:
In this assignment you will apply what you have learned from Chapters 2 and 3 by conducting a SWOT analysis of CSUSB.
Instructions
1. Use the layout template provided in the assignment details. Save it as a Word document and submit it to Blackboard.
2. Begin by populating the Strengths section of your chart. Identify what you perceive to be the strengths of CSUSB as compared to other universities. For example, answering the following questions should provide you with a start, but this list is not meant to be exhaustive:
a. What advantages does CSUSB have that others donât have?
b. What does CSUSB do better than anyone else?
c. What resources can CSUSB access?
d. What do other people see as the strengths of CSUSB?
e. What accomplishments should CSUSB be most proud of?
f. What are the values of CSUSB and are they a strength or a weakness?
g. What is the reputation/brand of CSUSB and is it a strength or a weakness?
3. Continue to fill in the other three sections in your chart by:
a. Identifying the weaknesses of CSUSB compared to other universities.
b. Identifying opportunities that exist or will exist in the future (think environmental scan from Chapter 3) that CSUSB might be well positioned to take advantage of.
c. Identifying threats that exist or will exist in the future (again, think environmental scan from Chapter 3) that CSUSB will need to take steps to address in order to avoid.
4. Follow the layout example below. Use well written, bulleted sentences and make sure that you provide clear support for each of your bullet points. For example, you cannot simply state that the school has a good/bad reputation without providing a sentence or two to support your position.
RECOMMENDING AN EVIDENCE-BASED PRACTICE CHANGE
WALDEN UNIVERSITY
JULY 28, 2019
Recommending an Evidence-Based Practice Change
My Facilityl is focused on providing quality healthcare to all patients regardless of their differences.
The facility is has a culture of embracing change as long as it helps in improving the patientsâ health outcomes.
However, since our hospital is a community-based health service facility, there are some of things that need to be changed.
The healthcare facility offers cancer services including screening and management services. Screening is offered to the community occasionally when the facility organizes cancer awareness where they get more cancer professionals from other hospitals to help provide screening services to the people.
Recommending an Evidence-Based Practice Change
The problem facing the healthcare facility currently is the lack of cancer screening awareness among the community members and enough oncologists.
Cancer screening services require advanced technology and machines to ensure detection and diagnosis of cancer.
Cancer is one of the top diseases causing high mortality rates around the world presently.
The federal and national government are the .
¡ Psychiatric Mental Health Nursing. Scope and Standards of Practi.docxoswald1horne84988
Â
¡ Psychiatric Mental Health Nursing. Scope and Standards of Practice.Â
Review the Scope and Standards of Practice from APNA (American Psychiatric Nurses Association). If you are an APNA member you can access the book free of charge. The link in this section will link you to the book but you will have to log in. Â It is a good idea to join APNA. You can also buy a print copy if you desire; it is inexpensive. The book is not a required reading. I have provided the standards here.
The standards are taken directly from APNA Scope and Standards of Practice 2ndedition (2014).
Assignment for this module:
Take each Standard and give several examples of how you will follow these standards in your practice. Please, only list just a few bullet points to address each standard. Ex: Standard 1: Assessmentâwhat screening tools will you use? Will you meet with the pt and family together or separate or both? How much time will you allow for a new patient eval?
As a NP will need to know your scope of practice. You cannot rely on someone else to know your scope.
Standard 1: Assessment
¡ Collect and synthesize comprehensive health data that are pertinent to the healthcare consumerâs health and/or situation.
Standard 2: Diagnosis
¡ Develop standard psychiatric and substance use diagnoses
 Standard 3: Outcomes Identification
¡ Identify expected outcomes and the healthcare consumerâs goals for a plan individualized to the healthcare consumer or to the situation.
Standard 4: Planning
¡ Develop a plan that prescribes strategies and alternatives to assist the healthcare consumer in attainment of expected outcomes.
Standard 5: Implementation
¡ Implement the identified plan
¡ Coordinate care delivery
¡ Employ strategies to promote health and a safe environment
¡ Provide consultation to influence the identified plan, enhance the abilities of other clinicians to provide services for the healthcare consumers, and effect change.
¡ Use prescriptive authority, procedures, referrals, treatments and therapies in accordance with state and federal laws and regulations.
¡ Incorporate knowledge of pharmacological, biological, and complementary interventions with applied clinical skills to restore the healthcare consumerâs health and prevent further disability
¡ Provide structures and maintains a safe, therapeutic, recovery-oriented environment in collaboration with healthcare consumers, families and other healthcare clinicians.
¡ Use the therapeutic relationship and counseling interventions to assist healthcare consumers in their individual recovery journeys by improving and regaining their previous coping abilities, fostering mental health, and preventing mental disorder and disability
¡ Conducts individual, couples, group, and family psychotherapy using evidence based psychotherapeutic frameworks and the nurse-client therapeutic relationshipÂ
Standard 6: Evaluation
¡ Evaluate progress toward attainment of expected outcomes
Standard 7: Ethics
¡ Integrate ethical provisions in all .
1. www.england.nhs.uk
Does the NHS measure quality
effectively and reliably for
people with mental health
conditions and / or a learning
disability to deliver positive
experiences of care?
Scott Durairaj Head of Patient
Experience: Mental Health &
Learning Disability
Head of NHS England Workforce
Equality and Inclusion
June 2015
3. www.england.nhs.uk
1 Hitting the Target
Missing the Point
2 Features of NHS
Quality
3 NHS model
4 Latent Errors,
Healthcare Deviation
5 Dimensions of
experience
6 Interlude: you have a go
7 Metric can portray a
truth
8 Transformational
Change
9 Considerations for
improvement
Contents
4. www.england.nhs.uk
Patient Experience â NHS Model
There isn't a model â but often a pattern
The size of a Trust, dispersal of sites, history, demographics and
corporate culture play a huge part in how well the work is
undertaken.
Critical success factors include:
⢠Clarity of the patient experience teamâs role and purpose
⢠Embedded within wider Strategic governance and
performance structures (e.g. service improvement, corporate
services, Clinical and medical leadership and communications,
membership and volunteering, Complaints or PALS
information services)
⢠Supportive culture - leadership
⢠Ability to make space for work on service improvement (rather
than merely focusing on data gathering and reporting)
10/07/2015
6. www.england.nhs.uk 6
The purpose of the paper was to analyse how the NHS
measures quality in general with an emphasis on how
this relates to people with mental health conditions or a
learning disability.
The examination of academic and policy research
demonstrates a significant lack of research into quality
for people with mental health conditions or a learning
disability in an Healthcare setting.
The paper also suggests that quality measurement
research is often focused on the metrics used and
minimum compliance standards rather than the
cultures and values that would lead to innovation and
improved quality of care.
Research Purpose
I FeelâŚ..
8. www.england.nhs.uk 8
âWhat begin as deviations from standard operating rules
become, with enough repetitions, âânormalizedââ practice
patternsâ (Vaughan, Gleave, & Welser, 2005).
At this juncture, personnel no longer regard these acts as
untoward, but rather as routine, rational and entirely
acceptable. These latent errors become entrenched in the
systemâs operational architecture and dramatically enhance its
vulnerability when a future, active error is committed. (Banja,
2010)
Staff who may be well trained and well meaning can find
themselves working in an environment where their colleagues
and teammates are ambivalent to health or professional
standards, feeling that they get in the way of effective clinical
practice; in many cases some of the deviances highlighted are
perpetrated âin the best interestâ of the patient. However the
cumulative outcome of this type of organisational culture can
lead to systemic quality and safety failures.
Patient Experience â NHS Model
9. www.england.nhs.uk 9
It is useful to note the research of GrĂśnroos (1993)
who suggests that service attributes might be divided
into two groups:
Functional (process) such as ambiance and provider
attentiveness that describe how the service is
delivered; and
Technical (outcome) such as outcomes that describe
the quality of what is delivered.
Developing understanding
10. www.england.nhs.uk 10
Carmanâs paper empirically investigates acute hospital services
and demonstrates that consumers evaluated the technical
dimensions of nursing care, physician care and outcome as
more important than the functional accommodation of hospital
environments.
He suggested that the six dimensions that seemed to offer the
greatest reliability in measuring quality accurately across studies
were: nursing care; accommodation; physician care; food
service; preparation for discharge; and outcome (health status
after hospitalisation)
Patient Experience â Dimensions
11. www.england.nhs.uk
Interlude: What's the solution ?
10/07/
2015
1. Numerous complaints and PALS approaches complaints of Bins
slamming shut at night, disturbing patients sleep
2. Patients negatively commenting on that whilst they are stuck in bed the
only thing to look at is a clock placed right in front of them
3. Patients complain about the noise staff make at night
4. Patient experience from Bevan ward is very sporadic from very bad to
very good, we cant make any sense out of it
Consider what needs to be done, with who, how and where and how do you
report progress?
Consider Transactional change V Transformational Change
12. www.england.nhs.uk 12
The literature suggests there is a need to dimensionalise
categories of care quality measurement, that will enable
organisations to focus on specific areas for quality improvement.
Accommodation or estates and facilities were not as important in
patient opinion from the research yet this is often given a high
priority in healthcare quality improvements, perhaps because itâs a
tangible measure and change.
Pros and cons of âyou said, we didâ
Positives Potential challenges
Increases staff motivation Doesnât explore underlying issues
Build patient/SU confidence One ward/department at a time?
Demonstrates action/listening Focus on transaction rather than
transformational change
Tangible Focus on the less important but
easier to identify
13. www.england.nhs.uk
Friends and Family Test
FFT results is a great resource to gain the rich
information from the free text. How that information is
âprocessedâ is key to driving real improvements for all
patients.
One of the consistent features of quality that
emerges from retail and healthcare research is the
importance of personal relationships and clinical
or medical interactions for a meaningful measure
and perception of quality from the point of view of the
patient or service user.
This factor increases with the length of contact
involved, which is a important consideration for
interpreting FFT within inpatient areas.
14. www.england.nhs.uk 14
A total of 1,080 words were themed. Each word was
only themed once under each model. An NPS score
was applied as an indication of the performance for
that data set against A&E, Inpatients and then the
two departments combined.
17. www.england.nhs.uk
Figures 23 and 24 demonstrate the same data set and breakdown the percentages of promoter, passive
and detractor responses. In Carmanâs adapted healthcare dimensions, âhealth outcomeâ received the
most detractors, whereas âfood quality and serviceâ received the most passive responses, which ties in
with Carmanâs finding that technical aspects of care are more important than affective aspects.
21. www.england.nhs.uk 10/07/
2015
⢠Gathering an ever-increasing amount of data
⢠Coordinating and keeping up with data-related activities
across the organisation
⢠Bringing data into one place or inputting it into central
systems
⢠Keeping up with reporting requirements and ad-hoc
requests for data
⢠Having the time to make sense of data (particularly
qualitative, and that coming via informal routes)
⢠Capacity and capability to analyse data and generate
insights
⢠Engaging staff in improvement work
Patient experience challenges:
22. www.england.nhs.uk 10/07/2015
⢠Making relevant data available at team and ward level
⢠Persuading staff that patient experience is as valuable
as â and can contribute to clinical outcomes and safety
⢠Supporting and engaging with staff â building
relationships and using influencing skills
⢠Project-based approaches whereby staff carry out
patient experience work (gathering and using data)
⢠Local leadership â from clinicians and/or senior
managers
⢠Involving patients and carers in dialogue about what
data means and what can be done about it
There are many things that can
help:
23. www.england.nhs.uk
Patient Experience Suggestions
1. Ensure your FFT and patient experience efforts are inclusive and accessible
2. Results used beyond ward or department â strategy
3. What transformational change is required
4. Organisation patient experience results mapping (free text)
5. Consider dimensionalising the free text
6. Consider how you address and report progress on intangible
7. How does patient experience results map to SUI / Staff FFT / Infection rates / Staff sickness /
Agency spend in department or ward / Complaints
8. Do your other strategies / business priorities help or hinder?
9. How can you limit CIP (Cost Improvement Plan) effects on staff and patient experience
10. Examine weekend quality data separately
See the âMaking FFT Inclusiveâ resource: www.england.nhs.uk/ourwork/pe/fft/fft-inclusive/
27. www.england.nhs.uk
âYou may never know what
results come of your action,
but if you do nothing there will
be no resultâ
Mahatma Gandhi
âYou may never know what
results come of your action,
but if you do nothing there will
be no resultâ
Mahatma Gandhi
28. www.england.nhs.uk
Thank You
Scott Durairaj
Head of Patient Experience
Mental Health and
Learning Disability
Nursing Directorate |
NHS England
Mobile: 07876 851794
(Text Relay calls welcome)
E-mail:
scott.durairaj@nhs.net
28
@ScottDurairaj
30. www.england.nhs.uk 30
Recommendations From Hitting the Target Missing the
Point
1. Commission further research to establish whether staff FFT experiences
can be âdimensionalisedâ or themed to allow comparative analysis with
service user FFT
2. Review available service user led quality measures for Learning Disability
services to evaluate the appropriateness for the NHS with a view to
developing a model to empower individuals and improve care quality that
could then form part of a commissioning standard.
3. Commission further research into measuring the experiences of people
with mental health conditions and / or a learning disability using co-
located services (e.g. Psychiatric liaison teams within A&E or GP practice
based community psychiatric nurses)
4. Commission further research into the cultural experience of patients with
mental health conditions and / or a learning disability and the value placed
upon different healthcare dimensions and aspects of care that may
straddle more than one dimension (e.g. the appropriateness of single-sex
accommodation within inpatient settings for transsexual patients, or the
experiences of food quality for observant Muslim and Jewish patients)â).
31. www.england.nhs.uk 31
5. Commission further research the effects of literacy, cognition,
English verbal capacity and clinical and emotional factors upon
adopting a keyword approach to analysing and understanding
mental health and learning disability service user experience.
6. Commission research into effective ways for staff to identify,
report and understand deviations from safe practice (âlatent
errorsâ)
7. Review commissioning intentions to ensure that services for
people with mental health conditions and / or learning disability
measure healthcare quality in its entirety (especially patient
satisfaction) and that these intentions align with financial
incentives to encourage cultural change.
8. Trial analysis of mental health and learning disability service
users' FFT experiences to test the validity of the adapted Carman
healthcare dimensions to report the free-text and NPS
32. www.england.nhs.uk 32
9.Follow-up review in 6-12 months with Healthcare Communications
UK and the 36 trusts receiving FFT reports using the 6Cs and
Carmanâs adapted healthcare dimensions to analyse how patient and
staff FFT data was used to implement and deliver improvements.
9.Conduct a trial of the NHSERVQUAL (Appendix 4) service user
quality measurement tool and further adapt it for use by people with a
learning disability. âEasy Readâ format would also benefit some people
with mental health conditions.
33. www.england.nhs.uk 33
SERVQUAL
Works on the basis of a
disconfirmation paradigm
that reflects the fact that,
to understand satisfaction
or dissatisfaction of a
service user, one needs
to determine the degree
of confirmation or
disconfirmation of the
expected experience of a
service in light of
the actual service
experienced. That is,
service users are asked
to judge the service in
advance of using it and
again discharge