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Creating and Sustaining Patient Centered Excellence: What Does it Take? Marquette, MI

Creating and Sustaining Patient Centered Excellence: What Does it Take? Marquette, MI. Why Are You Here?. Patient Centered Excellence:. Creating a Burning Platform and Influencing Performance. Presented by Katie Owens. Why we are here…. Baptist Leadership Group.

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Creating and Sustaining Patient Centered Excellence: What Does it Take? Marquette, MI

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  1. Creating and Sustaining Patient Centered Excellence: What Does it Take? Marquette, MI
  2. Why Are You Here?
  3. Patient Centered Excellence: Creating a Burning Platform and Influencing Performance Presented by Katie Owens
  4. Why we are here…
  5. Baptist Leadership Group Our Mission is to help healthcare organizations improve the quality of the patient experience.
  6. Urgency is here and now Patient Experience is among the top three priorities of health care leaders HealthLeadersIndustry Survey, 2013
  7. How are we doing? HealthLeaders Industry Survey, 2013
  8. Most Frequently Cited Barriers… Baptist Leadership Group Survey, 2013
  9. Why I am Here…
  10. Journey To Excellence Challenges in 1996 Declining Market Share Low Employee Morale – 15% Satisfied Low Patient Satisfaction – 17th Percentile Merger Mania Distraction – Uncertainty Unclear Vision for the Future
  11. -0.8 TOP MANAGEMENT -0.8 JOB SECURITY -0.7 COMPENSATION -0.6 ADDITIONAL REWARDS -0.5 OPPORTUNITY FOR ADVANCEMENT -0.5 TREATMENT -0.4 QUALITY -0.4 COMMUNICATION -0.3 SELF-RPT LVL OF SATISFACTION -0.3 ORGANIZATION MISSION & GOALS -0.2 CORPORATE IMAGE -0.2 SUPERVISION -0.2 WORK PRESSURES 0.0 BENEFITS 0.0 YOUR GOALS & OBJECTIVES 0.1 COWORKERS 0.2 DEPARTMENT MISSION & GOALS 0.4 YOUR JOB 1996 Employee Satisfaction Survey
  12. “BHC decided that it was going to outperform its competitors by providing a level of service that would be very difficult for them to replicate or to compete with.”
  13. Lessons Learned Accountabilities predict the outcomes Evaluation with consequence sustains results Tools and tactics work best one at a time Sounds easy, but it’s not – Why? Being perfect – every patient, every time Improvements expose the gaps Silence kills Patient Centered Excellence is NOT negotiable
  14. Inpatient Satisfaction Q4 94th Percentile 1996
  15. 2012 Results for Value Based Purchasing Baptist is planning to receive 150% of VBP dollars based on HCAHPS Results
  16. 2012 Employee Satisfaction Survey Baptist Health Care performed at or above the 93rd percentile in our Employee Survey Database 2012 Quality And… Top 10% in VHA Quality Database
  17. Operating Income FY2009 Year End September 30, 2009 Operating income before adjustments
  18. What Does a Patient Centered Culture Look Like?
  19. Do We Really Know What Our Patients Want? Do We Really Know What HE Wants?
  20. Patient Centered Excellence Keeping the patient at the center of everything we do – every patient, every time. Understanding and managing what the patient sees, feels and experiences.
  21. Leader’s Role Create Alignment Articulate, Energize Vision Generate a Healthy Dissatisfaction with Status Quo Set Clear Expectations Inspire
  22. How Patients Hold Us Accountable How to Influence Your Performance
  23. How We Spend Our Time…
  24. Yet… Healthcare is not just a business, it’s a mission Each year we are improving with Core Measures, Patient Perceptions and Quality Delivered
  25. BAPTIST LEADERSHIP GROUP COACH KATHLEEN LYNAM You have the privilege to be a part of patient centered excellence.
  26. Take Away 1 It’s All About The Patient
  27. GREAT GOOD One Night Stay Luxury Suite - $3,600 Executive Suite - $1,599 Quality Room - $799 Naples, FL Penthouse – $950 Deluxe Room - $359 Las Vegas, NV Room Rates - $159 - $199 Indianapolis (Airport) Room Rates - $55.24 Birmingham, AL Includes free breakfast, pool, pets welcomed, and high-speed internet
  28. How Do We Reprioritize the Patient?
  29. HCAHPS Survey Debrief What are your impressions of the survey What do you like? What seems most challenging? How do YOU impact the results? What would you want if your loved one was receiving care?
  30. Top Box Always and Never – The New Minimum HCAHPS… Processes of Care… Heart Attack Heart Failure Pneumonia Care SCIP ., Outcomes of Care… Readmissions Mortality Hospital Acquired Conditions Falls/Injuries Pressure Sores Top Box
  31. Where Does Always Begin? Where Does Always End?
  32. Take Away 2 ALWAYS: Understand the Patient Experience from Their Perspective Deliver that Experience Consistently, Every Patient, Every Time
  33. Opportunity To Serve Average length of stay is 4.5 days* A typical patient is in the hospital for 109.2 hours Our performance should not be a surprise *Solucient (2009)
  34. What’s In The Gap Between “Usually” and “Always?” The “Goods” to the “Very Goods” The “Goods” to the “Excellents”
  35. Closing The Gap Help set patients expectations before they set their own Deliver on the experience from their perspective
  36. Take Away 3 You Must Have Urgency
  37. “You must become the change you wish to see in the world.” - Gandhi
  38. An error rate of 30% Each Day… more than 8,200 patients complete HCAHPS Year… approx. 3,000,000 patients complete HCAHPS Nearly 1/3 could not rate their hospital among as Best Hospital That is 1,000,000 missed opportunities for patient centered excellence
  39. Are We There Yet? Source: 2012 Medicare Hospital Compare
  40. What Is The Gap To Close Overall? Source: Hospital Compare (2013). National Results April 2011 – March 2012
  41. So Why Does Patient Centered Excellence Really Matter? Everyone must be an owner It’s the right thing to do for the patients we serve Our research found a casual relationship between cultures that achieve high HCAHPS Scores and also have high performance on core measures and low morbidity/mortality.
  42. How Would You Want Your Family Members To Be Treated?
  43. Where do you see early opportunities to elevate Patient Centered Excellence? What barriers do you feel you might encounter in achieving Patient Centered Excellence?
  44. ED First Year Trends 93 37 82.1 88.8 7/08 – 9/08 10/08 – 12/08 Percentile Rank Goal Mean Score Large PG Rank Mather’s Emergency Department remains above the 90th percentile, 6 of the last 8 Quarters
  45. ED Satisfaction
  46. You Can Control and Influence Performance
  47. So how will you get there?
  48. Common Actions vs. Aligned Actions Common Scenario: Our Leaders and Their Actions Aligned Scenario: Our Leaders and Their Actions
  49. What Does It Take? Commit to patient centered excellence as a management strategy Define accountability Diagnose performance gaps Develop the skills of leaders, staff and physicians Execute the best practices in sequence and customized to outcomes Evaluate the results
  50. June 11, 2013
  51. Thank You!
  52. Complete This Session’s Action Plan.Thank You!
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