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The Pursuit of Excellence: Building a Culture of Quality through Change Management at the “Moment-of-Truth” One Patient at a Time. Paul A. Sommers, PhD Hudson Hospital & Clinics. Establish a Culture of Quality. A way of doing business through change management that is: Mission Driven
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The Pursuit of Excellence:Building a Culture of Quality through Change Management at the “Moment-of-Truth” One Patient at a Time Paul A. Sommers, PhD Hudson Hospital & Clinics
Establish a Culture of Quality A way of doing business through change management that is: • Mission Driven • Values Centered • Customer Focused – “Patient Centered” • Every patient, Every contact, Every day • In-person, by telephone, & In-writing Easy to Say – Difficult to Do
The Business of Patient Satisfaction: Financial Value Source Annual Value 10 years 20 years CMS (Medicare/Medicaid) $5,670 $56,700 $113,400 United Family Practice Health Center & United Hospital, St. Paul MN $5,076 $50,760 $101,520 Hudson Hospital& Clinic, Hudson WI $4,376 $43,760 $ 87,520
It’s About the People It all starts by attracting and retaining the best employees for all positions in organization and empowering each employee to seek out and resolve patient concerns as they occur • First who, then what • Engage and invest in employees to make a difference • Reward and recognize
Inspire Your Workforce Every manager is accountable for: Open communication – No Secrets! No excuses! • Employees are valued • No “retribution” • Excellent employee satisfaction = “excellent patient satisfaction”
Implementing Patient-Centered Change Management Requires • Commitment to Excellence from the Top Down • Development of Great Leaders • Hardwire Accountability: “Every Patient; Every Contact; Every Day” • Excellent Patient Satisfaction • Requirement in every job description • A key measure in annual evaluations • Tools and metrics that are easy and automatic
Collect and Act on Information in Real-Time Capturing and acting-on what the patient needs at the place and time the patient needs it…is PRICELESS The single most important question asked: “If just ONE thing could be done to improve your experience today, what would it be?” At the Point-of-Care Specialty Clinics Emergency Center Lab Medical Imaging Ambulatory Surgery Rehabilitation Inpatient Units (Med-Surg/OB)
Every Patient, Every Contact, Every Day Tools Used • The MOT system runs on KnowWire™ provided by Vertical Systems of Eden Prairie, Minnesota • KnowWire operates independent of the IT system as a “plug-and-play” wireless communication tool • Any question that can be expressed in a written survey can be expressed in the actionable interactive form of a fixed or mobile kiosk/tablet
The Role of KnowWire • Each survey result is sent to a secured database and examined for alerts defined uniquely for each application • Alerts are patient activated and sent via Email or pager depending on the urgency required • Example, an immediate page is sent to the appropriate personnel to initiate the conversation at-the-point-of-care
Outcomes: 2007 The single most important metric used: “Would YOU recommend Hudson Hospital & Clinics to family and friends?”
Lessons Learned • Begin earlier, even if manually, to collect patient information at every interaction with a patient • Script message for staff to use with every patient; every contact; every day: “If just ONE thing could be done to improve your experience today, what would it be?” • “Hardwire” patient satisfaction requirements into each employee’s job description; annual performance review; & incentive program
Are You Ready For The Moment Of Truth? Paul Sommers, PhD Hudson Hospital 405 Stageline Road Hudson WI 54016 Tel 715-531-6014 E-mail: psommers@hudsonhospital.org
