The document discusses the significance of patient experience in healthcare, emphasizing its role in improving care quality and patient satisfaction. It presents various frameworks and definitions for understanding patient experience and highlights successful initiatives from healthcare organizations in the GCC region aimed at enhancing patient-centered care. The author concludes that patient experience encompasses a range of factors including respect, communication, and the quality of care received, crucial for healthcare providers' success.

1. Patient’s Experience,
Improves the
Quality of Care,
GCC Perspective
Abdulaziz Al-Saddique Pharm.D., CPHQ, SSMBB
CEO Qimat Tayba Pharmaceutical Biotechnology Company
The 15th Arab Conference, New Trends in Hospital Management
Abu Dhabi, UAE December 5- 7th 2016

2. Experience
“My experience during my trip in Bahamas”
• This resort was very nice as far as Hospitality ,
food, and the many amenities that were too my
reach! And how the seem concern about my stay
was very thoughtful. The rooms were fantastic
and up to date it was a great stay overall! I will
certainly go back on my next stay! It was worth
the buck all inclusive deal!

3. My Hospital Admission
I was admitted to XY hospital, every one was nice to me and
smiling from the admission, the Nurses, the Doctors and other healthcare
professionals. Doctors listen to my complaint carefully and explained what
they intend to do. All investigations were preceded by someone from the unit explaining
what they will do and how would I feel throughout the procedure. I felt that I am the
only patient in the hospital and every one was there to make my stay as
pleasant as it can be. All professional were competent, and they
discussed with me my case thoroughly and talked about the
medicines I will receive and further procedures. Every one treated
me with dignity and respect. This is my hospital and will not
go for care in any other hospital

4. 1. Patient experience = direct experience of specific
aspects of treatment or care
2. Patient satisfaction = an evaluation of what
happened, reporting the patient’s feelings about the
experience of care, usually requiring patients to give
an overall rating based on their whole service
experience
3. Patient-reported outcome = patient’s perspective on
whether a procedure improved quality of life
4. Patient-defined outcome = patients are involved in
the definition and design of measures of the outcome
of particular procedures or services
What do we mean by Patient
Experience?

5. Patient experience and
satisfaction is the No. 1 priority
for healthcare executives—
above clinical quality, cost
reduction, and many other
burning issues”,
HealthLeaders Media Industry Survey 2013.”

6. BERYL INSITUTE DEFINITION

7. WHO DEFINITION
• The manner and environment in which people
are treated when they seek health care. Patient
experience as responsiveness is found in
domains including: Autonomy, Choice,
Communication, Confidentiality, Dignity, Prompt
attention, and Quality of basic amenities

8. • A multitude of frameworks list ‘key domains of
patient experience’ e.g. Institute of Medicine:
– Compassion, empathy and responsiveness to needs,
values and expressed preferences
– Coordination and integration
– Information, communication and education
– Physical comfort
– Emotional support, relieving fear and anxiety
– Involvement of family and friends
(Institute of Medicine 2001)
Providing a good patient experience
involves providing patient-centred care

9. DIFFERENCES BETWEEN PATIENT
SATISFACTION AND PATIENT
EXPERIENCE
Source: adapted from literature review of Carr-Hill, 1992; Hall and Dorman, 1988; Sitzia and Wood, 1998; Fitzpatrick, 199159;
Fitzpatrick, 2000; Fitzpatrick and Hopkins, 2000; Edwards and Staniszewska, 2000; Cleary and McNeil, 1988 and Cleary, 1999)
Satisfaction ratings reflect Patient's͛ experience ratings reflect
The personal preferences and expectations of the
patient
Report in detail about their experiences of a
particular service, hospital episode, or clinician
The perception of the quality of the care received Confidence and trust in health professionals
Response tendencies due to personal characteristics Involvement in treatment decisions
Global satisfaction ratings can be misleading Being treated with dignity and respect
General evaluation categories (e.g., excellent, very
good, good, fair, poor)
Quantifiable and actionable concerns e.g ͚Had to wait
more than 15 minutes for the call button.
Fair or ͚poor͛ doesn't͛ give managers or clinicians a
view of what to do to improve the quality of care
Access and waiting times
Patient’s evaluation of what occurred Questions are designed to discover what actually occurred
͚How would you evaluate that hospital stay ͚What was your experience?͛
General rating of their care tends to elicit
more positive responses.
Factual questions about events and occurrences

10. Factors contributing to patient-centred
care at organizational level:
1. Leadership at Chief Executive and Board level
2. Strategic vision
3. Involvement of patients and families
4. Supportive work environment for staff
5. Systematic measurement and feedback
6. Quality of the built environment
7. Supportive technology
(Source: Shaller 2007)

11. Patient experience is also related to
productivity and efficiency
Whilst not all improvement in patient experience
saves money, evidence shows a link:
• poor patient experience can be costly
• poor doctor-patient communication and poor
performance on patient surveys associated
with higher litigation costs.
• evidence of an association with excellent
patient experience and market performance
and financial health of providers.

12. Patient experience is closely related to
and influences clinical effectiveness and
safety
• Organisations that are more
patient-centred have better clinical
outcomes
• Improved doctor-patient
communication leads to greater
compliance in taking medication
and can enable greater self-
management for people with long-
term conditions
• Individuals’ anxiety and fear
can delay healing
For example, research evidence tells us that:
Patient
experience
Clinical
effectiveness
Patient
safety

13. Feedback can be captured in a variety of
ways, at different times, for different
purposes
Postal
surveys
Hand-held
technology
On-line
surveys
Patient
stories
Feedback
websites
Kiosks
Comment
cards
Bedside
terminals
Compliments
Focus
groups
Local Involvement Networks
(LINks) Healthwatch
Telephone
surveys
On-line
communities
PALs
feedback
Walking
the floor
Complaints
Qualitative
Quantitative
Public
meetings
Citizens
juries
Face-to-face
surveys
Performance
Benchmarking
Service
improvement
New service
development
Contract
Management
Regulation
Local
Accountability
Commissioning
Pay and
incentives
Service
improvement
For illustrative purposes only
Mystery shoppers
• Key is getting the right balance - national, regional, local activity
• Appropriately informing different decisions
• Capturing views at the right point in the patient journey

14. Improving patient experience is a long
haul, not a quick fix
As much about cultural change as is it is about availability of
data:
“Small measurable
improvements in patient
experience may be
achieved over short
projects.”
“Sustaining more substantial
change is likely to require
organizational strategies,
engaged, leadership, cultural
change, regular
measurement and
performance feedback,
and experience of
interpreting and using survey
data.”
Davies et al 2008

15. Learning from others:
Patient Experience Online Network
Vision
• To share ideas and practice to drive improvement
in patient experience.
• To continually develop a network which connects
and supports its members to exchange experience
and knowledge
Membership
• 300+ patient experience professionals across NHS,
UK and abroad.
Content
• Policy and context
• Tools and approaches
• Connecting patient experience networks and
professionals
• 30+ case studies from across NHS with links to
others
• Materials from National Patient Experience
Learning Programme
http://www.institute.nhs.uk/share_and_network/pen/welcome.html

16. Outcomes Framework
(Ensuring people have a positive
experience of care )
Improvement Areas
Outcome Indicator
Overarching
Indicator
Supporting Quality
Standards
e.g. Composite
Patient Experience
Indicator
A suite of quality
standards relating
to the patient
experience
e.g. acute care
- A&E, in-patient, out-patient
e.g. mental health services
- community mental health, in-patient
e.g. children and young people
- e.g. Children with disabilities
e.g. Maternity services
Outcome Indicator
e.g. end of life care
Outcome Indicator
Frames NHS
Commissioning Board’s
broader responsibilities
SofS holds NHS Commissioning
Board to account for progress
Support commissioning of
high quality service

17. Local GCC Experience

18. Takamol Project:
This project was initiated by the Minister of
Health for the Medical Cities:
• King Khalid Eye Specialist Hospital
• King Fahad Medical City
• King Abdullah Medical City
• Prince Mohammed ben Abdulaziz Medical City
• King Fahad Specialist Hospital Dammam

19. Program Objectives
 Ensure that Medical Cities are providing Patient Centered Integrated
Care through all the Operations in every point of contact with Patients.
 Ensure the delivery of tangible, continuous improvements in patient
and family engagement and satisfaction.
 Improve overall staff engagement, and satisfaction.
 Ensure the creation, improvement, effective implementation, and
monitoring of our 5ps (Policies, Procedures, Processes, Pathways, and
Protocols (Practice Guidelines).
 Create a unique customer service culture and delivery model.
 Ensure that our organizations live by their stated values.

20. Program Outcome
 At King Khalid Eye Specialist Hospital:
 Created Patient’s service team.
Decreased patient’s waiting time by 65% in the clinic.
 Integrated all services within the clinic area to
minimize travelling for our patients.
 We provided training for all our staff on patient’s
experience.
 We managed to decrease waiting time for an
appointment to one month, compared to six months
before.

21. Program Outcome
 Other Medical Cities:
King Fahad Medical City,
– Established Executive Administration for Patient’s
Experience. (more than 20 individuals are engaged)
– Created community day to hear what patient’s are looking
for.
– Establishment an Empathy training program for Physicians
– Create special areas for families to discuss patient’s needs
and hear their views on the expectations
– Developed a system by which they evaluate Patient’s
experience (based on culture and local needs).

22. Program Outcome
• King Fahad Specialist Hospital
• Established a department for patient’s experience
• Developed a system to evaluate patient’s
experience
• Provided hospital wide awareness on Patient’s
experience
• Provided training on empathy for the medical staff
• Gathered data on patient’s prospective of care
• Engaged all staff in the program

23. Program Outcome
• Other Medical Cities:
– They followed a pattern similar to King Fahad
Medical City and they are still developing their
programs.

24. Other GCC Experiences
Hamad Medical Corporation : Qatar
The Journey to Excellence

25. Hamad Medical Corporation Strategy

26. Hamad Medical Corporation
• The Supreme Council of Health, Primary Health Care
Corporation, and Hamad Medical Corporation have joined
with the patients and the community to develop Public Policy
and the organizational design & governance for the Qatar
Diabetes Strategic Plan:
• Education and communication
• Community Health – Community Health Assessment
• Direct Care – Medical Education
• Research – Metabolic Research Institute

27. Hamad Medical Corporation
They Have Established,
Patient’s Centered Care “One Stop Clinic”
• It is the first of its kind in Qatar
• It serves as a model for a multi-disciplinary approach
and effective care of complicated diabetic cases.
• HMC’s focus on integrating education and research
with clinical care.

28. GCC Experience

29. Cleveland Clinic Abu Dhabi
• The Patients First philosophy is at the heart of
Cleveland Clinic Abu Dhabi and the goal of our
Patient Experience team is to create an environment
that delivers world-class clinical care and values face-
to-face interaction as an important healing factor.
https://www.clevelandclinicabudhabi.ae/en/patients-and-visitors/patient-
experience/pages/about-patient-experience.aspx

30. Cleveland Clinic Abu Dhabi
• The Clinic has full team responsible for Patient’s
experience and Experience Intelligence team who
developed a UAE-specific patient survey that measures
the patient’s perception of Quality of Care.
https://www.clevelandclinicabudhabi.ae/en/patients-and-visitors/patient-
experience/Pages/measuring-patient-experience.aspx#sthash.IXjZ62Wj.dpuf

31. SURVEY DESIGN EXAMPLE
37

32. What Does the patient Say?
A leading Medical Center in US
– An Emergency Medicine consultant had a car accident and was
transported to her own hospital for care.
– For three hours she waited for the someone to tell her about her
condition.
– She did not receive any medication for pain despite she asked for pain
reliever many times.
– Later she was told by the nurse that she doesn’t have any broken bones
and she will be admitted for observation.
– There was no bed so she stayed in the corridor for the night.
– She complained that she can’t feel her legs, no action was taken.
– Later she was transferred to a room and the noise was so high that she
wished to go back to the corridor.
– Two days passed before a neurologist came to examine her and
determined that she has sciatic nerve compression……

33. What Does the patient Say?
• Leading Medical Center in Saudi
– My sister was admitted for head injury and subarachnoid bleeding.
– Few hours post admission to the Critical care Unit she was moved to
the ward
– No anticonvulsants or medication to decrease intracranial pressure
were given.
– Three hours later they remove the folly catheter and was mobilized.
– At the bath room, she developed a seizure activity and her daughter
was calling the nursing to come and see her, for 35 min No body came.
Later the nurses arrived and it took the doctor another 20 min to arrive.
He intubated her immediately and was put on a ventilator.
– MRI showed that she has sever increase in the intracranial pressure
with brain herniation and shut off the blood supply to the brain.
– 12 Hours later she was dead.
– Efforts to see someone in the administration failed for three days and
the consultant in charge took a vacation for two weeks.

34. What Does the patient Say?
• Leading Medical Center in US
– Physician admitted in front of the patient that he did not do splint
fixation for more than 5 years.
– He asked Google doctor and viewed a Youtube video to know
how to do it, while the family is watching.
• Leading Medical Center in UAE
– 8 E-mails and 15 Phone calls to make an appointment with no
reply.
• Leading Medical Center Saudi Arabia
– My son is taking 25 medications for his condition, no Pharmacy
consultation was done to tell the patient how to take these medications.
– For 3 years, No physical exam was performed on my son nor we were
able to admit him, however he needs admission (NO BED)

35. Final Word
• Patient experience is not a system that you import and
impalement.
• Patient experience is not something that you can bye.
• Patient experience requires human feelings before any
thing else.
• It requires commitment and dedication as will as the well
to serve
• It is easy if you put your self in the patient’s shoes and
see what kind of service you like to receive.
What does patient experience evaluate?

36. Patient
experience
1.Care from
doctors
2. Care from
nurses
3. Management of
Operations and
Procedures
4. Cleanliness
5. Treatment with
respect and
dignity
6. Consistency
and Coordination
of care
7. Patient rights
and feedback
8. Pain
management
9. Involvement of
family and
friends
10. Discharge
11. Waiting for
admission
12. Medication
management
13. Quality of
Food
PATIENT CENTERED CARE MEASURED BY 13
PATIENT EXPERIENCE DOMAINS

37. Finally
• Patient therapeutic experience reflects the way human
insight into the overall experiences with the health care
system throughout the continuity of treatment.
• It is part of the teaching of all religions.
• It necessitate the support of the top management, staff
engagement, facility accessibility and a firm believe that it
is part of the patient’s right.
• It measures quantitatively the patient’s feedback on the
experience.
• It allows for improvement of the care delivered.
• It saves patient’s dignity, and decrease cost.
• It should be real, not just a slogan or a prestige logo that
the organization uses to attract more business.

38. THANK YOU FOR YOUR PARTICIPATION