Using Measurement to Drive Results

1. Using Measurement • to Drive Results • Presented by • Brad Weeks

5. The Differences are More Like Similarities But we make it WAY too complicated

6. The Usual Complications • Goal complexity and lack of focus • Too much data, too little actionable information • Limited internal expertise • Time spent on information gathering, data and analysis • Communication breakdowns • Leader comfort discussing results with staff • Follow-up and accountability for action

7. Develop Your Leadership Muscle

8. Building Measurement Skills • Alignment • What are your HCAHPS and Patient Experience goals? • Does each leader know his/her contribution to achieve the organization’s goal? • Does everyone understand the questions, patient perspective, and performance?

9. Building Measurement Skills • Communication • How are HCAHPS and Patient Experience results currently shared? • How can existing and new communications be used to inform your leaders about your surveys and results?

10. Building Measurement Skills • Education • How can you educate your leaders and employees about the HCAHPS/Patient Experience goals, surveys and results? • How can you onboard new leaders and employees to understand HCAHPS/Patient Experience?

11. Building Measurement Skills • Recognition • What types of recognition opportunities are you utilizing to reinforce HCAHPS / Patient Experience results?

12. Quarterly Vendor Reports Patient Satisfaction AND HCAHPS Hospital Compare Senior Team Internal Subject Matter Expert Unit/Service Leaders And these are the employees actually rated on HCAHPS Front Line Staff

13. Common Actions vs. Aligned Actions Common Scenario: Our Leaders and Their Actions Aligned Scenario: Our Leaders and Their Actions

15. Cover Sheet Monitor Current, previous month performance and variance to Organization’s Goal Monitor trends and assess performance variance Reference for Internal Benchmarking Distribution shows percent of patients rating % 9&10 to 0 Specific Vendor Priority Items. Issues most important to patients and low scoring for the unit Leaders obtain commitment from staff to focus On key areas each month (e.g., scripts to manage up physicians, service recovery) Ability to celebrate/monitor greatest Improvements and address/monitor decreases Line of sight to HCAHPS performance

16. Bar Chart Report • Quick snapshot • Internal Benchmarking • Performance to Goal • Focus rounding attention

17. Benchmark Report • Distributed to unit leaders monthly • Organizational view of performance • Provides leaders with the ability to benchmark internally • Establish high, middle and under performing areas to establish mentoring • Provides ancillary leaders with snapshot performance

18. Simplified Reporting Senior Team Measurement Team Unit/Service Leaders Share their Report Card with staff/ physicians and create ownership to improve Front Line Staff

19. Why Follow This? • Diagnose before you treat • Build leaders’ skills • Get data to those who can influence the outcome • Communicate on an ongoing basis • Use data to define action • Follow up to assess impact

20. Four Outcomes