The Patient Experience Paradigm

Transcription

1 The Patient Experience Paradigm Session 212, February 22, 2017 Nancy Ragont, Senior Manager, Customer Insights, CDW Healthcare Christine Holt, Chief Experience Officer, Holy Redeemer Health System 1

2 Speaker Introduction Nancy Ragont Senior Manager, Customer Insights CDW Healthcare \ Christine Holt Chief Experience Officer Holy Redeemer Health System 2

3 Conflict of Interest Nancy Ragont and Christine Holt have no real or apparent conflicts of interest to report. 3

4 Agenda Patient engagement priorities Progress and challenges on the journey Link between technology and expanded engagement Showcase: Holy Redeemer s patient experience transformation journey Best practices Questions 4

5 Learning Objectives Analyze Holy Redeemer s patient experience transformation journey and how technology is integrated throughout Outline research on the greatest motivators for and challenges to improving patient engagement/patient experience Assess the role of technology in enhancing patient engagement/experiences Identify the priorities for clinicians and patients when considering patient engagement initiatives Identify outcomes, best practices and lessons learned from Holy Redeemer s patient experience initiative 5

6 An Introduction of How Benefits Were Realized for the Value of Health IT 87% 1 Respondents say patient satisfaction is top priority 5.3% 2 Lower overall medical costs for patients actively involved 70% 3 Patients more engaged with their healthcare 1. 87% of respondents indicated that patient satisfaction will be the top priority at their organization in the next 12 months (Source: HIMSS Leadership Survey) 2. Patients that received enhanced decision-making support by trained health coaches by phone, and via internet had 5.3% lower overall medical costs. (Source: Health Dialog) 3. Percentage of patients that say they have become more engaged with their healthcare during the past two years up from 57% in 2016 (Source: CDW 2017 Patient Engagement Study) 6

7 Patient Engagement: Front and Center for Healthcare Organizations 72% of providers identified engagement, satisfaction and quality of care as the business issues that would most impact their organizations during the next two years 71% of providers say improving patient engagement is a top priority at their organization (up from 60% in 2016) Source: CDW 2017 Patient Engagement Study 7

8 Why Now? Top motivating factors include: Shift to value-based reimbursement Strong link to improved care Technology advancements Meaningful Use requirements 8

9 What Are Patients Saying? 70% of patients say that they have become more engaged with their healthcare during the past two years up from 57% in 2016 Source: CDW 2017 Patient Engagement Study 9

10 Technology & Engagement Connection Patients are becoming increasingly comfortable with new technology: 98% Patient Portals 83% Mobile Apps 77% Texts 75% Online Chat 69% Video Chat 34% Social Media Source: CDW 2017 Patient Engagement Study 10

11 The Power of Portals 81% of providers say patient portals have improved their engagement with patients 78% of patients with access to portals say they have helped them take a more active role in their healthcare Patient portals have: improved overall patient care (43%), improved records tracking (31%) and increased office efficiency (29%) Source: CDW 2017 Patient Engagement Study 11

12 Bumps Along the Way Guidelines Education Budgets Alignment Bottom line: Technology alone is critical but not the complete answer. Patient engagement and satisfaction must be a larger organizational priority and cultural value with technology integrated to enable and support these objectives 12

13 Still Work to Do 29% Only of patients give their healthcare providers an A for their use of technology to interact with and engage patients Source: CDW 2017 Patient Engagement Study 13

14 At the Top of the Class: Holy Redeemer s Patient Experience Journey 14

15 Engagement vs. Experience Customer Engagement: direct contact with the brand Customer Experience: an impression of the brand based on interaction 15

16 Healthcare Experiences Quality & Safety: Meeting care standards, do no harm Required Met Basic Needs Service Delivery: Customer service, efficient processes Expected Satisfying Transaction Experience: Individualized, anticipated unknown needs Completely Unexpected Exceptional Experience 16

17 Creating Big E Experiences e xperience Passive Safe, customer service, efficient processes Expected standards, protocols Delivers satisfaction Relevant needs based Results in indifference E xperience Engaged, intentional, designed Individualized care, anticipates needs Unexpected innovative, creative Results in delight and loyalty Meaningful emotional Drives advocacy Enhanced Value Commodity Product Service EXPERIENCE 17

18 Holy Redeemer Health Systems Experience Vision Holy Redeemer will deliver a: Masterfully orchestrated Personally meaningful Highly customized Culturally supported Healing environment surrounded Experience for our customers, employees and physicians. 18

19 Engaged Staff Promotes Engaged Patients Staff and Physician Engagement Staff Fulfillment Programs 19

20 Spark at Holy Redeemer Transformation Center Spark stimulates interactive learning, imagination, new perspectives and performance based on Experience principles 20

21 The Transformation Center Spark Team: Talent agency Marketing Catalysts Construction and design Experience producers HR, IT, philanthropy, call center 21

22 Technology Supported Experiences 22

23 Vital Energy Café 23

24 Continuous Learning: Experience U Built a training university for staff Experience U Created immersive experiences that teach staff how to improve the patient experience Evaluated how the organization selects and recruits talent Established internal consulting group to work with leadership to apply experiences taught in Experience U 24

25 Employee Education Experiences 25

26 Arrival Experiences 26

27 Relationship Building 27

28 Personalization and Engagement 28

29 Technology as a Surrogate? Upon arrival, you will find our convenient log-in kiosk. Please gently type in your name and tap enter to receive a warm welcome... 29

30 Portal Impact 30

31 Results Experience Designed Outpatient Location Satisfaction Scores Overall score Collaboration to provide care Overall rating of Care Likelihood of recommending 31

32 Employee Feedback Most Favorable Items I understand the importance of providing the best possible experiences for patients, residents, clients and coworkers. I understand my role in providing the best possible experiences for patients, residents, clients and coworkers. Percent Favorable Percent Unfavorable 96% 1% 95% 1% I know what is expected of me in my job. 90% 5% 32

33 Making an Impact Holy Redeemer s patient experience transformation is enabling the health system to redefine the patient experience and empower its patients to become equal partners in their care 33

34 The Journey Continues Augmented reality Visual profiles Virtual reality/immersive images 34

35 Best Practices An effective patient engagement strategy involves eight steps: Compare motivators Assess challenges Research technology Focus on patient-centric initiatives Think security Educate the users Manage expectations Start simple and pilot the program 35

36 A Summary of How Benefits Were Realized for the Value of Health IT Effective use of technology in improving patient engagement initiatives: S Satisfaction: Improves patient satisfaction due to highly individualized experiences made T P Treatment/Clinical: Improves care outcomes, reducing readmission rates and costs possible through the role of technology Patient Engagement: Informs and engages patients, improving their ability to take a more active role in their healthcare 36

37 Questions? Nancy Ragont Senior Manager, Customer Insights CDW Healthcare Christine Holt Chief Experience Officer Holy Redeemer Health System 37