Sound Physicians is a leading hospitalist organization focused on improving patient experience. They have an entire department dedicated to enhancing quality and satisfaction of care. Their approach is based on best practices from top organizations. They provide tools, education, and resources to physicians on communication skills and patient experience. These include AIDET modules, patient materials, and monthly discussion topics. Physicians are engaged as patient experience champions and receive observation, coaching, and personalized feedback to improve their skills. Sound Physicians has seen impressive results in patient experience from these initiatives across their partner hospitals.
The engagement of patients and families within the healthcare system at all levels is essential to transformation and renewal. In 2013, Horizon embarked on a journey to become a truly patient and family centred organization. This included engagement of patients and their family members at the front line, as well as within overall system and governance levels within our organization. This discussion will focus upon the tools of engagement which have been developed, challenges encountered and lessons learned as Horizon has sought to move toward greater patient and family partnership to improve quality and outcomes.
The engagement of patients and families within the healthcare system at all levels is essential to transformation and renewal. In 2013, Horizon embarked on a journey to become a truly patient and family centred organization. This included engagement of patients and their family members at the front line, as well as within overall system and governance levels within our organization. This discussion will focus upon the tools of engagement which have been developed, challenges encountered and lessons learned as Horizon has sought to move toward greater patient and family partnership to improve quality and outcomes.
by Esther Ridsdale from Health & Social Care Information Centre shown at the 1st Lean Healthcare Forum 2006 on 25th June 2006 ran by the Lean Enterprise Academy
ACEP TCPI's Support and Alignment Network (SAN) Informationmichelleclin
ACEP's newest quality improvement initiative, funded by the Center for Medicare & Medicaid Innovation (CMMI) and part of the Transforming Clinical Practice Initiative (TCPI).
Expanding Patient Enrollment and Site Activation Study Case Study: Partnershi...Covance
Clinical development services are often only partially outsourced. Some sponsors prefer to manage the trial themselves due to an affinity for the science involved or perception that the trial's complexity is better handled internally. For this reason, a flexible partner is ideal to ensure the sponsor's needs are being met efficiently and effectively.
Why patient satisfaction matters Care AnalyticsCare Analytics
To advance the patient experience, providers must understand patient needs and address targeted opportunities within patient populations. Care Analytics provides meaningful and actionable insights into every aspect of patient perception. We work with facilities across the globe to collect feedback through real-time point of care tablet based assessments. We provide straight-forward steps focusing on the key drivers of exceptional patient experiences. Our model is based on the marriage of big data and years of experience with improving patient satisfaction.
Concept diagrams are one of the best bang-for-buck deliverables available to today’s UX designer. In its most basic form, a concept diagram uses nouns connected by verbs to describe a system, idea, or application. It can be a sophisticated deliverable or a quick-and-dirty sketch. The technique is not unlike diagramming sentences in elementary school — though it tends to be quite a bit more fun.
This is a fast-paced primer on building better concept diagrams and using them to understand relationships between ideas in new ways. In particular, we’ll examine how to use concept diagrams to represent domain expertise and create a mechanism for transferring knowledge between stakeholders, subject matter experts, and designers.
Learn the simple rules for creating concept diagrams, when you will and won’t want to create one, and what to do with it once you have it. Understand how concept diagrams differ from similar techniques such as affinity diagramming and mindmapping, and when best to apply each in your process.
Variations on this talk have been presented at the 2014 Information Architecture Summit in San Diego, MinneWebCon 2014 at the University of Minnesota, Web 2013 at Penn State, and the 2014 University of Illinois Web Conference.
by Esther Ridsdale from Health & Social Care Information Centre shown at the 1st Lean Healthcare Forum 2006 on 25th June 2006 ran by the Lean Enterprise Academy
ACEP TCPI's Support and Alignment Network (SAN) Informationmichelleclin
ACEP's newest quality improvement initiative, funded by the Center for Medicare & Medicaid Innovation (CMMI) and part of the Transforming Clinical Practice Initiative (TCPI).
Expanding Patient Enrollment and Site Activation Study Case Study: Partnershi...Covance
Clinical development services are often only partially outsourced. Some sponsors prefer to manage the trial themselves due to an affinity for the science involved or perception that the trial's complexity is better handled internally. For this reason, a flexible partner is ideal to ensure the sponsor's needs are being met efficiently and effectively.
Why patient satisfaction matters Care AnalyticsCare Analytics
To advance the patient experience, providers must understand patient needs and address targeted opportunities within patient populations. Care Analytics provides meaningful and actionable insights into every aspect of patient perception. We work with facilities across the globe to collect feedback through real-time point of care tablet based assessments. We provide straight-forward steps focusing on the key drivers of exceptional patient experiences. Our model is based on the marriage of big data and years of experience with improving patient satisfaction.
Concept diagrams are one of the best bang-for-buck deliverables available to today’s UX designer. In its most basic form, a concept diagram uses nouns connected by verbs to describe a system, idea, or application. It can be a sophisticated deliverable or a quick-and-dirty sketch. The technique is not unlike diagramming sentences in elementary school — though it tends to be quite a bit more fun.
This is a fast-paced primer on building better concept diagrams and using them to understand relationships between ideas in new ways. In particular, we’ll examine how to use concept diagrams to represent domain expertise and create a mechanism for transferring knowledge between stakeholders, subject matter experts, and designers.
Learn the simple rules for creating concept diagrams, when you will and won’t want to create one, and what to do with it once you have it. Understand how concept diagrams differ from similar techniques such as affinity diagramming and mindmapping, and when best to apply each in your process.
Variations on this talk have been presented at the 2014 Information Architecture Summit in San Diego, MinneWebCon 2014 at the University of Minnesota, Web 2013 at Penn State, and the 2014 University of Illinois Web Conference.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
how to make architecture graduation project Eman Ateek
Its a presentation made by me for architecture senior year students about how to get a concept to your project , how to start your drawing , tricks and tips about how to manage the project .
all in highlight titles .
Location and layout of hospital, need of hospital to community,planning,factors and data required in planning,fundamentals and objectives,principles,different stages,equipment planning,icu design and layout,quality quantity and temperature and noise control in hospital,conclusion
5 selective types of architecture design process, what are the stages in each types and what does it have in common?
and using diagrammatic approach to elaborate these founding
For additional summary of the slides:
http://asasku.blogspot.com/2009/03/design-process-part-2.html
Tips: 4 Approach To Architecture Design
Feel free to download, share and spread it.
Thank you in advanced for quoting me as the author :)
_
For more summary
http://asasku.blogspot.com/2011/08/tips-4-approach-to-architecture-design.html
2017 Physician Strategies Webinar Series - Physician Relations StructureEndeavor Management
Acquire insight into how to develop a more strategic and operational approach that can grow your organization’s physician referral base in a continually evolving accountable care environment.
Our purpose is to ensure patients, carers, families and staff have a positive experience of care. We do this by supporting the health and care system to accelerate awareness, understanding and spread of good practice and innovation. This infographic outlines our vision and workstreams.
ITS IMPORTANT TO MEET THE COMPETENCES (Thats how they evaluate the mariuse18nolet
ITS IMPORTANT TO MEET THE COMPETENCES (That's how they evaluate the work).
Nursing within an organization is a critical component of health care delivery and is an essential ingredient in patient outcomes (Kelly & Tazbir, 2014). The concern for quality care that flows from evidence-based practice generates a desired outcome. Without these factors, a nurse cannot be an effective leader. It is important to lead not only from this position but from knowledge and expertise.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Explain the accountability of the nurse leader for decisions that affect health care delivery and patient outcomes.
(IMPORTANT) -Describe accountability tools and procedures used to measure effectiveness.
Competency 3: Apply management strategies and best practices for health care finance, human resources, and materials allocation decisions to improve health care delivery and patient outcomes.
(IMPORTANT) -Develop an evidence-based plan for health care delivery.
Competency 4: Apply professional standards of moral, ethical, and legal conduct in professional practice.
(IMPORTANT) -Apply professional and legal standards in support of a care plan.
Competency 5: Communicate in manner that is consistent with the expectations of a nursing professional.
(IMPORTANT) -Write content clearly and logically, with correct use of grammar, punctuation, mechanics, and current APA style.
Preparation
Refer to the Capella library and the Internet for supplemental resources to help you complete this assessment.
Instructions
Deliverable:
Develop an evidence-based plan for health care delivery.
Scenario:
The hospital where you work has an issue with increased readmissions within 30 days of discharge. After examining the core measures, it was found that heart failure was the most common core measure disease process experiencing the highest rate of readmissions. The leadership team has given your team the charge of developing a nurse-run outpatient heart failure clinic. The purpose of this clinic is to ensure that discharge education is presented to the patient in an orderly, consistent manner and complies with evidence-based practice protocols. Since these patients may be discharged from a variety of areas in the facility, having the heart failure clinic staff take ownership of the process will improve both consistency and compliance. There are cardiologists that interact with the staff and patients, but the day-to-day operations of the clinic are designed and supported by the nurses as they interact with appropriate members of the other health care team disciplines promoting the best care for the heart failure patients.
As a member of the nurse team, you have been asked to develop
one
component
of the clinic.
The hospital leadership established these objectives ...
Write a 3 page evidence-based health care delivery plan for one .docxowenhall46084
Write a 3 page evidence-based health care delivery plan for one component of a heart failure clinic.
Nursing within an organization is a critical component of health care delivery and is an essential ingredient in patient outcomes (Kelly & Tazbir, 2014). The concern for quality care that flows from evidence-based practice generates a desired outcome. Without these factors, a nurse cannot be an effective leader. It is important to lead not only from this position but from knowledge and expertise.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Explain the accountability of the nurse leader for decisions that affect health care delivery and patient outcomes.
Describe accountability tools and procedures used to measure effectiveness.
Competency 3: Apply management strategies and best practices for health care finance, human resources, and materials allocation decisions to improve health care delivery and patient outcomes.
Develop an evidence-based plan for health care delivery.
Competency 4: Apply professional standards of moral, ethical, and legal conduct in professional practice.
Apply professional and legal standards in support of a care plan.
Competency 5: Communicate in manner that is consistent with the expectations of a nursing professional.
Write content clearly and logically, with correct use of grammar, punctuation, mechanics, and current APA style.
In an effort to improve the patients' health literacy concerning heart failure, it is important that the clinic staff and the hospital staff present a consistent, evidence-based message on self-care to these patients and their families in order to decrease acute exacerbation and re-admissions. Review current evidence for clinical practice guides or protocols when developing your patient teaching plans and materials. Consider the following:
What does the patient know about the disease process as a baseline?
What does the patient need to do understand as far as the best self-care processes?
Can the patient identify proper medication compliance?
Is there a financial issue that affects compliance?
Who buys and prepares the food in the home?
Can the patient verbalize when to seek medical assistance?
Instructions
Deliverable:
Develop an evidence-based plan for health care delivery.
Scenario:
The hospital where you work has an issue with increased readmissions within 30 days of discharge. After examining the core measures, it was found that heart failure was the most common core measure disease process experiencing the highest rate of readmissions. The leadership team has given your team the charge of developing a nurse-run outpatient heart failure clinic. The purpose of this clinic is to ensure that discharge education is presented to the patient in an orderly, consistent manner and complies with evidence-based practice protocol.
7 Day Services webinar - Workforce and delivering 7 day servicesNHS England
This webinar explores how use of enhanced roles can help Trusts in the delivery of seven day services, and aims to help trusts understand the practical issues associated with developing enhanced roles and implementing these into their organisations. During this session you will hear about:
* Workforce planning and the delivery of 7 day Services. Health Education England will provide an update regarding the national picture and provide insight into innovative workforce solutions which will support the delivery of 7 Day Services
* Practical examples from colleagues in acute trusts, where new roles have been utilised in delivering the 4 priority clinical standards
Key speakers:
Kevin Moore - Head of Workforce Transformation, Health Education England
Miss Fiona Kew - Consultant Gynaecologist, Modernising the Workforce: Physician's Associates – Sheffield Teaching Hospital
Darren McGuiness - Endoscopy Manager Royal Liverpool & Broadgreen NHS Trust. Seven Day Services in Endoscopy
Nicky Taggart - General Manager, Radiology and Imaging, Royal Liverpool & Broadgreen NHS Trust. Seven day services in Radiology
Assignment ObjectivesSummarize the purpose of a performance impro.pdfrohit219406
Assignment Objectives:
Summarize the purpose of a performance improvement plan.
Summarize and organize the steps needed in the creation of a performance improvement plan.
Purpose: It is important to understand the performance improvement plan and how it works. You
will all work in a setting, whether it be a hospital or a physician’s office managed by a hospital,
where you will get audited and have certain standards to meet. It is important to be prepared and
understand this information now.
Assignment Description: When dealing with a performance improvement plan, there are many
things to consider. I would like for you to write a report detailing how a performance
improvement plan is written. Start with what the criteria is and how it is determined. Move on to
the action plans and then end with the formal report.
Parameters: This paper needs to be at least 1,000 words in length. You need to have at least 3
sources. This paper needs to be in APA format.
The paper will be graded by the following rubric:
Essay contains correct subject matter and covers the objectives, 50
Proper format – introduction, body, and conclusion, 15
Length – 1,000 words at least, 5
APA Style and format, 5
Used proper number of resources, 15
Grammar, spelling, and punctuation, 10
Solution
Performance Improvement Plan :
Following structure will be followed for developing performance Improvement Plan .
Mission Statement:
To offer the best in patient care and to endorse community health.
Vision:
To be a leading hospital provider in the located area.
Service superiority:
Expecting and exceeding expectations of all we dish up: our patients and their folks, providers,
staff, students, volunteers and other partners.
Dynamic work surroundings
Fostering an setting where all are valued and respected, and fervor and opportunities for expert
growth are encouraged.
Building on centers of medical and organizational superiority Doing the right thing by centering
on evidence based patient- and family -centered mind, a commitment to security, the importance
of knowledge and our mission, vision and values.
Innovation and teamwork Building/fostering corporation to enhance care, meet society need and
foresee the demands of a active healthcare environment.
Financial and resource stewardship :
Keeping clinic strong through the accountable use of financial and human resource.
PURPOSE
The principle of the Hospital performance Improvement Plan is to provide a structure for a
collaboratively planned, systematic and company -wide approach to improving organizational
routine. It is designed to provide an included and comprehensive program that will scrutinize,
assess and improve the superiority of patient care delivered at this flair.
Promise to performance :
The core of the hospital performance Improvement Program is that it tackle quality in all areas
and at all levels all through the organization.
For Hospital to succeed in the swiftly changing and increasingly spirited healthcare atmosphere
in t.
MBA 687 VISION, MISSION, AND STRATEGIC GOALS VISION AbramMartino96
MBA 687: VISION, MISSION, AND STRATEGIC GOALS
VISION:
Leveraging technology, people, and resources, we aim to help our customers
transform all facets of their business operations and drive innovation. We achieve
our goals through our most valuable resource—our PEOPLE.
MISSION:
Create unprecedented value, service, and opportunity for our customers,
employees, and partners. We are innovators, dedicated professionals, and are proud
to uphold the traditions of commitment, excellence, and teamwork.
• Giving our customers the best customer experience, building customer
confidence, conquering all challenges, and demanding the best of ourselves.
• Pursuing excellence in everything we do and being a leader in innovative
information technology strategies and services.
• Empowering all employees to provide services that exceed our customers’
expectations and make our community the best.
VALUES:
Unity
• We value the contribution of every member.
• We inspire and encourage high levels of employee engagement through
recognition, effective communication, and constant feedback.
• We train together, work together, and look out for one another.
Excellence
• When the training, preparation, and teamwork all come together, we are at
our best.
• We give our customers the best customer experience, build customer
confidence, conquer all challenges, and demand the best of ourselves.
• We choose to perform at the highest level of excellence.
Service
• We empower all employees to provide services that exceed our customers’
expectations and make our community the best.
• We pursue excellence in everything we do and are leaders in innovative
information technology strategies and services.
• We strive to serve best-in-class offerings that meet cutting-edge business
requirements.
Strategic Goals:
The company will achieve our vision and mission in the next five years by
focusing on the following strategic objectives:
1. Growth
The company will advance the mission by:
• Supporting and promoting U.S. businesses’ efforts to develop, sustain and
expand operations.
o Deliver service-oriented solutions and foster more customer
loyalty across the organization.
o Increase the company’s U. S market, allowing us to operate on a
larger scale and increase profitability.
▪ Create a balance between revenue and expenses.
• Decrease expenses by 5%.
• Increase revenue by 10% annually.
o Increase the value of the company for our shareholders,
stakeholders, or owners.
o Secure a good reputation, Net Promotor Score (NPS) to boost
sales, and broaden our customer base.
o Ensure the organizational system is aligned, integrated, and
equitable.
2. Talent and Learning
• Supporting Bringing on the best employees, retaining high-performing
talent, training, and enabling managers to devote more resources to
employee core competencies.
o Employee salary and benefits packages wi ...
NTTAP Webinar: Postgraduate NP/PA Residency: Discussing your Key Program Staf...CHC Connecticut
Expert faculty will discuss the drivers, benefits, and processes of implementing a postgraduate residency training program at your health center. This session will dive deeper into a discussion on the responsibilities of key program staff, preceptors, mentors, and faculty for successful implementation. This webinar will equip participants with a road map to go from planning to implementation and offer an opportunity for coaching support.
Panelists:
• Program Director of the Nurse Practitioner Residency Program, Charise Corsino, MA
• Clinical Program Director of the Nurse Practitioner Residency Program, Nicole Seagriff, DNP, APRN, FNP-BC
NTTAP Webinar: Postgraduate NP/PA Residency: Discussing your Key Program Staf...
Patient Experience White Paper
1. { patient experience }
Hospital Medicine - the way it should be
Sound Physicians Patient Experience Program
In this white paper:
• Sound Physicians’ partnership with leaders in the patient experience of care space
• The PX tools, education and resources Sound Physicans provides its hospitalists
• The impressive results Sound Physicians has seen from its PX program at partner hospitals
Sound Physicians is a leading hospitalist organization focused on driving improvements in the quality, satisfaction and
efficiency of inpatient health care delivery. As the practice of choice for more than 100 hospitals across the country,
Sound Physicians has an entire department dedicated to improving the patient experience of care. Our team is led by
Mark Rudolph, MD, SFHM, VP of Patient Experience and Physician Development for Sound Physicians, as well as Chair of
the Society of Hospital Medicine’s Patient Experience Group. He guides a group of chief hospitalists, hospitalist nurses
and administrative leaders in efforts to enhance the quality and satisfaction of patient care.
Our Patient Experience of Care Philosophy
Our approach is based on the study and implementation of best practices from thought leaders in this space, including
the Beryl Institute, Studer Group, Press Ganey, and the Institute for Healthcare Improvement. We regularly partner
with such organizations to host webcasts that discuss cutting-edge innovations in the patient experience of care.
Past collaborations have included Quint Studer; Press Ganey; Dr. Atul Gawande, best-selling author of The Checklist
Manifesto; and Dr. Thomas Lee, former CEO of Partners HealthCare, current CMO of Press Ganey, and author of Chaos
and Organization in Medicine. We have developed a library of tools,
education and resources, as well as a strategic training and leadership
program that engages our physicians in offering the best patient care.
PX Tools, Education Resources
• AIDET® Key Communications Modules: All of our providers are
required to complete a suite of 5 web-based learning modules that
address the Studer Group’s AIDET Key Communications. These
modules contain videos produced by Sound Physicians that model
all of the communication behaviors expected of our providers. Using
these resources as a model including customization by our PX team,
we have developed a hospitalist-specific set of communication
interventions that ties back to the Studer Group’s AIDET
fundamentals of communication, in recognition of their
wide-spread use and effectiveness.
• Patient Communication Tools: One intervention we feel strongly
about is that patients deserve materials that name their provider and
explain the hospitalist role. It helps the providers to facilitate proper
introductions and explanations and also is a mechanism for showing
accountability to patients.
2. • PX Monthly Focus: To keep the conversation innovative and
relevant, we have a PX Focus each month that is shared not just
with providers, but with every colleague in the organization.
Topics have included: how to create connection with patients;
reducing the trauma of hospitalization; and the importance of
referring to hospital staff by name. These topics are also used
by our PX Champions as a discussion point at monthly hospitalist
team meetings.
• Manage Up Education: In an effort to take our efforts beyond
the walls of our team, we’ve developed “Manage Up” education
for nursing staff which specifically addresses scenarios where
nursing staff have opportunities to refine questions that may arise
regarding hospitalists. This education is typically completed at
nursing department staff meetings with our PX Champions and
hospitalist RNs.
Engaging Physicians as PX Leaders
• PX Champion: We appoint a PX Champion at every site, who
acts as the team’s liaison to both our partner hospitals and
our organization in our mutual efforts to improve the patient
experience. PX Champions adhere to an explicit set of roles and
responsibilities, one of which is to address the PX Monthly focus
with their colleagues at the monthly hospitalist team meetings.
• Observation and Coaching: We believe that observed
patient encounters serve to raise provider awareness regarding
both opportunities for improvement and also acknowledge
communication strengths. We use our AIDET Key Communications
Tools to outline expectations for providers. We work with the
resources at each site individually to determine who can best
serve as an observer and coach. We also provide training via a
web-based training module for individuals that are appointed to
serve as observers.
• Meaningful Data: Through our observation and coaching, we
are able to provide meaningful data to our hospitalists about
how they can improve. For hospitalists, HCAHPS scores are difficult
to attribute to individual providers, so we focus on offering
personalized feedback -- and we’ve measured how doing so
remarkably transforms performance across hospitals of all
sizes and regions.
{ patient experience }
Contact
Email: partnership@soundphysicians.com
Web: www.soundphysicians.com
Phone: (253) 682-6052
03-043014-0001-AB