THE 3 STEP PROCESS FOR SUCCESSFUL EMPLOYEE GOAL MANAGEMENT IN ACUTE CARE
|
|
- Gillian Potter
- 6 years ago
- Views:
Transcription
1 THE 3 STEP PROCESS FOR SUCCESSFUL EMPLOYEE GOAL MANAGEMENT IN ACUTE CARE
2 Patient Experience Continuous Improvement ALIGN 3 Steps: Align, Execute, Evaluate There is no longer any doubt about the impact of patient satisfaction on a healthcare organization s revenue. EVALUATE PATIENT EXPERIENCE EXECUTE In order to provide care that meets high quality standards, healthcare organizations continually strive to hire and retain the best talent. Achieving sustainable gains in patient satisfaction requires a systematic approach to talent management. One proven methodology is a continuous improvement system based on Lean principles, which focuses on three phases: align, execute, and evaluate. The trend in healthcare is for decisions related to employee compensation to be tied to measurable dimensions, such as patient satisfaction or readmission rates. In order to align, execute on, and evaluate employee goals, healthcare organizations should consider implementing a performance management system to support this trend. 2
3 In the evaluation phase, managers recognize accomplishments and shortcomings to determine the degree to which employees have met their performance objectives. 1. Align employee goals Alignment is set through clear job descriptions, goals, and required competencies. The alignment process begins by defining employee accountability for the patient experience. When employees understand what is expected of them, there are no surprises at performance review time. For example, a registered nurse recently began work at a community hospital. One of the organization s core values is patient satisfaction. During orientation, the supervisor indicated that nurses are expected to proactively ask patients if they need assistance with any other matters, after administering medications or providing other services. The supervisor then assigns this as a behavioral goal for each nurse, aligning it with the department-wide goal to improve patient satisfaction. 2. Execute on goals Employee performance is supported through activities like training and real-time coaching. In the execution phase, employees work on developing and demonstrating the clinical and behavioral competencies needed to provide a positive experience to patients. At hospitals, employees like the nurse in the example above may be required to participate in classes which focus on patient satisfaction issues. To reinforce this training, supervisors may also offer coaching as they see situations arise. 3. Evaluate the outcomes Consistent evaluation of outcomes based on defined expectations cultivates a culture of accountability. In the evaluation phase, managers recognize accomplishments and shortcomings to determine how well employees have met their performance objectives. During performance reviews at a hospital, for instance, CNAs may be evaluated on how quickly they responded to requests for help from patients, while an RN s performance might be measured on how effectively they administer pain medications. Performance Manager software from HealthcareSource automates this three-stage cycle by documenting job descriptions and goals, recording training and coaching notes, and capturing performance evaluations. 3
4 Aligning Goals and Tracking Progress SMART goals (Specific, Measurable, Attainable, Relevant, Time-Bound) can align frontline employees with leadership s strategic initiatives. Unless goals are measurable and meaningful, goal setting is an exercise with no true value. It s all about engaging and empowering the employee around delivering quality care. If employees aren t satisfied, they are less engaged about their performance, and customer satisfaction scores go down. Stephanie Drake Executive Director American Society for Healthcare Human Resources Administration Performance Manager from HealthcareSource allows an organization to define its overarching values and link each employee s individual goals to those values. This aligns a frontline worker s day-to-day activities with the values that are central to the organization s mission. For example, Registered Nurse Betsey Johnson is responsible for contributing to the goal of improving the HCAHPS summary measure for communication with nurses at the hospital where she works. Her supervisor has assigned Betsey a goal that supports this objective. She is tasked with for helping the nursing team understand the patient perspective, which will translate into higher HCAHPS scores. 4
5 Defining and Executing on Goals Defining goals is a collaborative process. It engages employees and their managers, and it supports measuarable and relevant SMART goals. Defining goals in Performance Manager is a collaborative process. It engages frontline employees and their managers, and it supports SMART (Specific, Measurable, Attainable, Relevant, Time-bound) goals. Employees can go online and create their own goals that relate to the patient experience. When employee objectives aren t simply mandated by the management team, workers are more likely to engage in behaviors that will positively affect patient satisfaction. Another key to enhancing the patient experience is to focus on continuous improvement. This supports all five SMART goals. For example, when a team focuses on continuous improvement, it can set goals at the beginning of the year and then forget about them until evaluation time rolls around. Performance Manager provides an easy-to-use online screen to show each employee goal. Managers can make notes about the work of each direct report, while measuring the percentage of each goal s completion. HR INFLUENCE DATA HIGHLIGHT: 65% of Directors of Nursing agree that employees have performance goals centered around service excellence and increasing patient satisfaction, while only 45% of RNs agree. *This information was compiled from The 2013 HealthcareSource & Planetree HR Influence Survey. 5
6 Managing and Evaluating Performance Goals To support a culture of accountability, it s essential to coach employees while they are working to meet their performance goals. With Performance Manager, supervisors can capture real-time employee feedback online. Documenting feedback throughout the year contributes to higher-quality evaluations at review time. We use the Performance Manager feedback function to maintain anecdotal information about employee behaviors that need modification. This information is accessible to managers, for review at any time throughout the year, for education and training, performance management improvement plans, and performance evaluations. RN Betsey Johnson, for instance, takes an active role in teaching patients and their families about outpatient procedures. Her organization expects all employees to behave in ways that are consistent with their core values of respect, integrity, teamwork, and excellence. Betsey s manager has recognized the care that she uses and noted that in her record. Different types of relevant information can be recorded in Performance Manager including: The type of feedback (positive or corrective) How the employee was notified The action taken The expected result Kathie Pasquarella Director of Training and Education Trinity Health System in Steubenville, Ohio 6
7 The final stage in continuous improvement is for supervisors to evaluate employees based on how well they have achieved their goals. Supervisors rate employees on expectations that were set during the alignment phase, using job descriptions, goals, and competencies. During evaluations, expectations are adjusted, reset, or re-emphasized, and the next cycle of continuous improvement begins. Supporting the Methodology To support the align, execte, and evaluate methodology, organizations need a centralized system that adds value without adding time-consuming tasks. Performance Manager offers a complete set of tools for managing job descriptions, competencies, licensures, goals, feedback, and coaching. These tools can be used to drive employee accountability for the patient experience. HCAHPS Survey and Patient Satisfaction: The Difference with Performance Manager Research shows that organizations using Performance Manager have measurably higher HCAHPS scores Patients who would recommend the hospital to family and friends Other Hospitals Performance Manager Hospitals To learn how Performance Manager can help your healthcare organization align, execute on, and evaluate your patient satisfaction goals, watch our product tour. Watch Now Overall rating of hospital Patients who felt they always received satisfactory communication about their medicine Patients who felt their room/ bathroom was always clean Patients who felt they were always given comprehensive discharge information Patients who felt their pain was always managed satisfactorily Patients who felt nurses always communicated well with them Patients who felt the hospital staff was always responsive Percentile scores range from 0 to 100 and reflect a hospital s score relative to all other hospitals in the sample. For example, if a hospital has a percentile score of 60, this means that its score is higher than 60 percent of all other hospitals. Higher percentile scores indicate more favorable HCAHPS ratings. Source: Research conducted by Dr. Frederick P. Morgeson, PhD, Eli Broad Professor of Management at Michigan State University, May Two data sets were used in this analysis: publicly available HCAHPS data and HealthcareSource data which identified hospitals that are Performance Manager clients. The Performance Manager sample size was 119 hospitals and the non-performance Manager clients sample included an average of 3678 hospitals
8 HealthcareSource 100 Sylvan Road, Suite 100 Woburn, MA About HealthcareSource With more than 3,000 healthcare clients, HealthcareSource is the leading provider of talent management solutions for the healthcare industry. The HealthcareSource Quality Talent Suite SM helps healthcare organizations build a Patient-Centered Workforce TM by selecting, aligning, continuously developing, and retaining highly-engaged people. The company s cloud-based platform of software, content, services and analytics includes applicant tracking, reference checking, behavioral and skills-based competency assessments, compensation analysis, performance and learning management, elearning courseware, education and advisory services. A private company focused exclusively on the healthcare industry, HealthcareSource consistently earns high marks for client satisfaction and retention. HealthcareSource has been regularly ranked as a leader by KLAS Research for Talent Management, in addition to recognition in Healthcare Informatics 100, Modern Healthcare s Healthcare s Hottest, Inc , Deloitte Technology Fast 500, and Becker s 150 Great Places to Work in Healthcare list. HCS208 08/16 8
HCAHPS and the Bottom Line: 5 Ways to Improve Scores through Talent and Learning Management
HCAHPS and the Bottom Line: 5 Ways to Improve Scores through Talent and Learning Management White Paper Hospitals across the United States are feeling the pressure associated with Hospital Consumer Assessment
More informationAre You Undermining Your Patient Experience Strategy?
An account based on survey findings and interviews with hospital workforce decision-makers Are You Undermining Your Patient Experience Strategy? Aligning Organizational Goals with Workforce Management
More informationKronos for Healthcare. In times of uncertainty, your people plan is the key to stability and success
Kronos for Healthcare In times of uncertainty, your people plan is the key to stability and success By hosting healthcare workforce management in the cloud and using analytics, Saint Mary s Hospital was
More informationTHE NEW COSTS OF UNIONIZATION
The New Costs of Unionization in Healthcare Union Elections and Representation: Lower HCAHPS Scores and Increase Readmission Rates New Research Demonstrates Significant Financial Impact by Scott Mondore,
More informationUnifying Real-Time Mobile Rounds with Follow Up Care Calls to Improve Patient Experience and Outcomes
Unifying Real-Time Mobile Rounds with Follow Up Care Calls to Improve Patient Experience and Outcomes Sue Murphy, RN BSN MS Chief Experience Officer Becker's 3rd Annual Health IT + Revenue Cycle 2017 1
More informationThe Clinician s Impact on the Patient Experience
The Clinician s Impact on the Patient Experience Michelle George MSN RN CASC 1 Objectives Achieving desired clinical outcomes through safety initiatives and clinical best practices Communication and engagement
More informationDrivers of HCAHPS Performance from the Front Lines of Healthcare
Drivers of HCAHPS Performance from the Front Lines of Healthcare White Paper by Baptist Leadership Group 2011 Organizations that are successful with the HCAHPS survey are highly focused on engaging their
More informationBaptist Health Nurse Leader Competency Model
Baptist Health Nurse Leader Competency Model Strategic Visionary Systems Thinking Quality Care and Performance Improvement Fiscal and Management Excellence Management of Self and Others 1 - Strategic,
More informationVisit to download this and other modules and to access dozens of helpful tools and resources.
This is the third module of Coach Medical Home a six-module curriculum designed for practice facilitators who are coaching primary care practices around patient-centered medical home (PCMH) transformation.
More informationVanderbilt University Medical Center is a 20,000-person community, where each of us is drawn to health care to help people. I see the passion and
1 Vanderbilt University Medical Center is a 20,000-person community, where each of us is drawn to health care to help people. I see the passion and commitment for our patients and their families throughout
More information4/15/2018. Disclosure of Commercial Interests. Reducing Staff Vacancy in Senior Care Organizations
Disclosure of Commercial Interests I have commercial interests in the following organization(s): I work for HEALTHCARESOURCE I work there as the CHIEF MARKETING OFFICER HEALTHCARESOURCE provides healthcare
More informationHOW ONE HOSPITAL EMBRACED PATIENT SATISFACTION TRANSPARENCY
Success Story HOW ONE HOSPITAL EMBRACED PATIENT SATISFACTION TRANSPARENCY EXECUTIVE SUMMARY As consumers pay more for their healthcare they are demanding more transparency. In a telling example, it s estimated
More informationPatient Payment Check-Up
Patient Payment Check-Up SURVEY REPORT 2017 Attitudes and behavior among those billing for healthcare and those paying for it CONDUCTED BY 2017 Patient Payment Check-Up Report 1 Patient demand is ahead
More informationAdvancing Excellence Phase 2 Goals
Advancing Excellence Phase 2 Goals Campaign participants need to select at least three goals, including one of the three clinical goals (3,4 or 5) and one of the five organizational goals (1,2,6,7,8).
More informationUsing A Data Warehouse and Analytics to Drive Population Health Management
Success Story Using A Data Warehouse and Analytics to Drive Population Health Management HEALTHCARE ORGANIZATION Large Medical Center TOP RESULTS Enabled pay-for-performance (P4P) incentive payment reporting
More informationOverarching Themes Enrollment Management
Overarching Themes Results of the division show significant improvement from the survey. In there were 46 statements that showed improvement of 10 percentage points or more (combined increase in positive
More information2/5/2014. Patient Satisfaction. Objectives. Topics of discussion. Quality for the non-quality Manager Session 3 of 4
Patient Satisfaction Quality for the non-quality Manager Session 3 of 4 Presented by Paul E. Frigoli, Ph.D.(c), R.N., C.P.H.Q., C.S.S.B.B. Certified Lean Six Sigma Master Black Belt Objectives At the end
More informationPay-for-Performance. GNYHA Engineering Quality Improvement
Pay-for-Performance GNYHA Engineering Quality Improvement The Writing Is On The Wall IOM Report - Rewarding Provider Performance: Aligning Incentives In Medicare 9/21/06 Medicare P4P and quality improvement
More informationResponsiveness of Hospital Staff. Julie Kennedy BSN, RN
Responsiveness of Hospital Staff Julie Kennedy BSN, RN Nashville, TN May 14-15, 2013 Past Present Future Responsiveness in healthcare s past Responsiveness now IP Hourly Rounding Study with top reasons
More informationLean Transformation and True North Updates for Laguna Honda and Health at Home. Quoc A. Nguyen, Assistant Hospital Administrator
Lean Transformation and True North Updates for and Health at Home Quoc A. Nguyen, Assistant Hospital Administrator November 8, 2016 1 Background Lean is the systemic practice of continuous improvement
More informationPatient Experience & Satisfaction
Patient Experience & Satisfaction Inpatient Satisfaction Inpatient Experience Hancock Regional Hospital conducts phone surveys from patients who have received care from us. Find out what they are saying
More informationA S S E S S M E N T S
A S S E S S M E N T S Community Design Assessment This process was developed to aid healthcare organizations in taking the pulse of their community prior to the start of capital improvement projects. A
More informationCOLLABORATING FOR VALUE. A Winning Strategy for Health Plans and Providers in a Shared Risk Environment
COLLABORATING FOR VALUE A Winning Strategy for Health Plans and Providers in a Shared Risk Environment Collaborating for Value Executive Summary The shared-risk payment models central to health reform
More informationChildren s Hospital of Eastern Ontario
Children s Hospital of Eastern Ontario April 1, 2011 Children s Hospital of Eastern Ontario 1 Part A: Overview of Our Hospital s Quality Improvement Plan 1. Overview of our quality improvement plan for
More informationpage 30 MGMA Connexion April MGMA-ACMPE. All rights reserved.
page 30 MGMA Connexion April 2013 Quality Management Deep dive: What lies beneath the surface? Reassessing your credentialing process could mean more money in your practice By Scott T. Friesen Effective
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2016 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationFollow Up on Bedside Reporting. IHI Expedition Improving Your HCAHPS Scores Through Patient Centered Care. Today s Topics
Follow Up on Bedside Reporting The call content prompted us to: Make concrete plans to move shift report to the bedside Actually run a test of doing shift report at the bedside Make revisions to the way
More informationOMC Strategic Plan Final Draft. Dear Community, Working together to provide excellence in health care.
Dear Community, Working together to provide excellence in health care. This mission statement, established nearly two decades ago, continues to be fulfilled by our employees and medical staff. This mission
More informationReport from the National Quality Forum: National Priorities Partnership Quarterly Synthesis of Action In Support of the Partnership for Patients
Report from the National Quality Forum: National Priorities Partnership Quarterly Synthesis of Action In Support of the Partnership for Patients November 30, 2012 Quarterly Update at a Glance Since the
More informationMassachusetts General Hospital Nursing & Patient Care Services Strategic Plan
Massachusetts General Hospital Nursing & Patient Care Services 2017 Strategic Plan January 2017 Mission Guided by the needs of our patients and their families, we aim to deliver the very best health care
More informationValue based Purchasing Legislation, Methodology, and Challenges
Value based Purchasing Legislation, Methodology, and Challenges Maryland Association for Healthcare Quality Fall Education Conference 29 October 2009 Nikolas Matthes, MD, PhD, MPH, MSc Vice President for
More information40,000 Covered Lives: Improving Performance on ACO MSSP Metrics
Success Story 40,000 Covered Lives: Improving Performance on ACO MSSP Metrics EXECUTIVE SUMMARY The United States healthcare system is the most expensive in the world, but data consistently shows the U.S.
More informationCare Transitions: What Does It Really Look Like?
Care Transitions: What Does It Really Look Like? Selena Bolotin, LICSW Director WA Patient Safety & Care Transitions June 5, 2014 Qualis Health is one of the nation s leading healthcare consulting organizations,
More informationSTRATEGY FORWARD. University of Iowa Health Care Integrated Strategic Plan Approved Strategies for FY18
STRATEGY FORWARD University of Iowa Health Care Integrated Strategic Plan 2017-2020 Approved Strategies for FY18 1 Our Vision: World Class People. World-Class Medicine World Class People. Building on our
More informationCase 1:15-cv GHW Document 38-1 Filed 12/22/15 Page 2 of 32
Certain aspects of this Class and Collective Settlement Agreement and Release have been modified by the First Amendment to Class and Collective Settlement Agreement and Release ("Amendment"). Provisions
More informationCreating an Ohio Nurse Competency Model-Based RN Job Description Utilizing Delphi Methodology
Creating an Ohio Nurse Competency Model-Based RN Job Description Utilizing Delphi Methodology Lisa A. Aurilio, MSN, MBA, RN, NEA-BC Neil L. McNinch, MS, RN Eileen M. Zehe, MSN, RN, SPHR, SHRM-SCP The presenters
More informationCustomer Service Training For Field And Office Staff
Customer Service Training For Field And Office Staff Who We Are CBI/We Care - Julia Sommers RN, Director of Training Pathways Jennifer Coles, Senior Director, Learning and Development CBI/We Care We Care
More informationFast-Track PCMH Recognition
Fast-Track PCMH Recognition i2i Systems integrated package of Population Health Management and reporting technology, documented processes and consulting services aligned with NCQA guidelines supports and
More informationThe Power of Clinical Callbacks: Preventing Early Readmissions with Clinical Callbacks. Cheryl Crumpton, BSN, RN, CEN
The Power of Clinical Callbacks: Preventing Early Readmissions with Clinical Callbacks Cheryl Crumpton, BSN, RN, CEN Making the Patient Call Manager (PCM) Connection Quality Initiative Improve Clinical
More informationIdentifying and Describing Nursing Faculty Workload Issues: A Looming Faculty Shortage
Identifying and Describing Nursing Faculty Workload Issues: A Looming Faculty Shortage Nancy Phoenix Bittner, PhD, CNS, RN Cynthia F. Bechtel, Ph.D., RN, CNE, CEN, CHSE Conflicts of Interest and Disclosures:
More informationResources - Fall 2011 Faculty/Staff Survey
28. The computer hardware and software available at Mission College help me to effectively perform my required duties. 58 77 11 4 8 36.7 48.7 7.0 2.5 5.1 Mean: 3.1 8 10 29. When I need technology training,
More informationCase Study High-Performing Health Care Organization December 2008
Case Study High-Performing Health Care Organization December 2008 Duke University Hospital: Organizational and Tactical Strategies to Enhance Patient Satisfaction Sha r o n Si l o w-ca r r o l l, M.B.A.,
More information9 WAYS TO BOOST YOUR HCAHPS PATIENT SATISFACTION SCORES
9 WAYS TO BOOST YOUR HCAHPS PATIENT SATISFACTION SCORES CO N S I ST E N T LY R E C EIV E TH E H IGH EST M AR KS F RO M PAT I E N TS TH R OU GH A B EST- P R AC TIC E S E NV I R ON M E NTAL S ERV IC ES P
More information5D QAPI from an Operational Approach. Christine M. Osterberg RN BSN Senior Nursing Consultant Pathway Health Pathway Health 2013
5D QAPI from an Operational Approach Christine M. Osterberg RN BSN Senior Nursing Consultant Pathway Health Objectives Review the post-acute care data agenda. Explain QAPI principles Describe leadership
More informationD6/E6: Incentive Systems for High- Performing Care Teams
D6/E6: Incentive Systems for High- Performing Care Teams Tom Strong, Program Officer, The Hitachi Foundation Lisel Blash, Senior Research Analyst, UCSF Jay Brooke, Executive Director, High Plains Community
More informationThe Nurses Take on EHRs Data collected through the Research Cloud
www.reactiondata.com The Nurses Take on EHRs Data collected through the Research Cloud Executive Summary Some (mainly vendors) have questioned why we conduct research to frontline users of core HIT systems,
More informationTaking Charge of Team Based Care: Lessons Learned and Results Attained. Susan D. Douglass Paul H. Keckley, PhD.
Taking Charge of Team Based Care: Lessons Learned and Results Attained Susan D. Douglass Paul H. Keckley, PhD. 1 Discussion Overview In the New Normal Healthcare Landscape, The Rules Are Changing. The
More informationLeadership for Quality A Strategy for Marketplace Success. Requirements for Transformation. Typical State of Shared Vision. It All Starts With Urgency
Virginia Mason Medical Center Leadership for Quality A Strategy for Marketplace Success Estes Park Institute January 2012 Gary S. Kaplan, MD, Chairman and CEO Virginia Mason Medical Center Seattle, Washington
More informationImproving the Patient s Perception of Care in the Ambulatory Clinic Setting. Maggie Thompson, BA Service Excellence Manager, MUSC (Charleston, SC)
CME Disclosure Accreditation Statement Studer Group is accredited by the Accreditation Council for Continuing Medical Education (ACCME) to provide continuing medical education for physicians. i Designation
More informationAlberta SPOR Graduate Studentship in Patient-Oriented Research. Program Guide
in Patient-Oriented Research Program Guide Table of Contents Background... 3 Description... 3 Objectives... 4 Definitions... 4 Eligibility... 4 Term of the Award... 5 Value of the Award... 5 Application
More informationText-based Document. Building a Culture of Safety: Aligning innovative leadership rounding and staff driven hourly rounding strategies
The Henderson Repository is a free resource of the Honor Society of Nursing, Sigma Theta Tau International. It is dedicated to the dissemination of nursing research, researchrelated, and evidence-based
More informationABOUT MONSTER GOVERNMENT SOLUTIONS. FIND the people you need today and. HIRE the right people with speed, DEVELOP your workforce with diversity,
FEDERAL SOLUTIONS ABOUT MONSTER GOVERNMENT SOLUTIONS FIND the people you need today and the leaders of tomorrow HIRE the right people with speed, efficiency, and security DEVELOP your workforce with diversity,
More informationHardwiring Technology into Care Delivery to Increase HCAHPS
Hardwiring Technology into Care Delivery to Increase HCAHPS March 1, 2016 Peggy Grant, Ph.D. Director of Innovation and Performance Improvement Community Regional Medical Center Conflict of Interest Peggy
More informationPATIENT EXPERIENCE - R.O.I.
PATIENT EXPERIENCE - R.O.I. Rising costs of providing healthcare and volatile changes in payment systems and reimbursements all contribute to the challenge healthcare organizations have when it comes to
More informationImproving the Patient Experience through Key Nursing Practices and Authentic Patient Connections
Improving the Patient Experience through Key Nursing Practices and Authentic Patient Connections Mary Del Guidice, MSN, BS, RN, CENP Chief Nursing Officer Penn Medicine, Pennsylvania Hospital Assistant
More informationStanislaus County Behavioral Health and Recovery Services Annual Quality Management Work Plan FY
Stanislaus County Behavioral Health and Recovery Services Annual Quality Management Work Plan FY 2015-2016 INTRODUCTION The scope of this work plan is the overarching Quality Management aspects of the
More informationIMPROVING TRANSITIONS OF CARE IN POPULATION HEALTH
IMPROVING TRANSITIONS OF CARE IN POPULATION HEALTH TABLE OF CONTENTS 1. The Transitions Challenge 2. Impact of Care Transitions 3. Patient Insights from Project Boost 4. Identifying Patients 5. Improving
More informationTroubleshooting Audio
Welcome! Audio for this event is available via ReadyTalk Internet Streaming. No telephone line is required. Computer speakers or headphones are necessary to listen to streaming audio. Limited dial-in lines
More informationImproving the patient experience through nurse leader rounds
Patient Experience Journal Volume 1 Issue 2 Article 10 2014 Improving the patient experience through nurse leader rounds Judy C. Morton Providence Health & Services, Judy.morton@providence.org Jodi Brekhus
More informationSession 92AB Improving Patient Experience and Outcomes Using Real-Time Care Rounding Technology
Prepared for the Foundation of the American College of Healthcare Executives Session 92AB Improving Patient Experience and Outcomes Using Real-Time Care Rounding Technology Presented by: Sue Murphy Alison
More informationBon Secours Is Changing Its Approach TO ANNUAL MANDATORY TR AINING FOR NURSES
Bon Secours Is Changing Its Approach TO ANNUAL MANDATORY TR AINING FOR NURSES From Bon Secours Health System: Sharon Confessore, Ph.D., Chief Learning Officer Pamela Hash DNP, RN, Associate System Chief
More informationQuality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 4/1/2014 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
More informationUPMC Passavant Goals and Objectives for Fiscal Year 2016
1 UPMC Passavant s and Objectives for Fiscal Year 2016 UPMC Passavant Summary of Significant FY16 s Strive to create a safe, fair culture, focusing on elimination of preventable harm and death. Enhance
More informationTallahassee Community College Foundation College Innovation Fund. Program Manual
Tallahassee Community College Foundation College Innovation Fund Program Manual REVISED APRIL 2018 TCC Foundation College Innovation Fund Page 2 Table of Contents INTRODUCTION & OVERVIEW... 3 PURPOSE...
More informationWhat Job Seekers Want:
Indeed Hiring Lab I March 2014 What Job Seekers Want: Occupation Satisfaction & Desirability Report While labor market analysis typically reports actual job movements, rarely does it directly anticipate
More informationOptimizing Hospital RN Role Competency Leads to Improved Patient Outcomes. Authors Forsey, Lynn; O'Rourke, Maria W.
The Henderson Repository is a free resource of the Honor Society of Nursing, Sigma Theta Tau International. It is dedicated to the dissemination of nursing research, researchrelated, and evidence-based
More informationThe Partner of Choice for Leading Health Systems. Learning Objectives. 45+ Health System Partners 750K+ Surgical Procedures $1.
http://www.advocatehealth.com/images/logo_advocatehealthcare.gif Co-Management: Successfully Improving Care Along the Surgical Continuum Gerald Biala, SCA Senior Vice President of Perioperative Services
More informationMeaningful Use Stage 2 Strategies. Presented by: C. Johnson, BS-HSA
Meaningful Use Stage 2 Strategies Presented by: C. Johnson, BS-HSA Goals What does it mean to you? Broad overview of MU Benefits of MU Identify Stage 2 Core Components Overview of MU Stage 1 2011-2012
More informationCAHPS Focus on Improvement The Changing Landscape of Health Care. Ann H. Corba Patient Experience Advisor Press Ganey Associates
CAHPS Focus on Improvement The Changing Landscape of Health Care Ann H. Corba Patient Experience Advisor Press Ganey Associates How we will spend our time together Current CAHPS Surveys New CAHPS Surveys
More informationMaster of Science in Nursing Program. Nurse Educator / Clinical Leader Orientation Handbook for Preceptors. Angelo State University
Master of Science in Nursing Program Nurse Educator / Clinical Leader Orientation Handbook for Preceptors Angelo State University Revised: Fall 2014; Summer 2017 1 TABLE OF CONTENTS Master of Science in
More informationHardwiring Processes to Improve Patient Outcomes
Hardwiring Processes to Improve Patient Outcomes Barbara Adcock Mohr, Administrative Director, Rehabilitation Services Mark Prochazka, Assistant Director, Rehabilitation Services UNC Hospitals FIM, UDSMR,
More informationMichigan Primary Care Transformation Project. HEDIS, Quality and the Care Manager s Role in Closing Gaps in Care
Michigan Primary Care Transformation Project HEDIS, Quality and the Care Manager s Role in Closing Gaps in Care 7.22.15 Topics for Today s Webinar Healthcare Effectiveness Data and Information Set (HEDIS)
More informationLowell General Hospital and Trace Reducing Claims Denials, Increasing Revenues and Improving Physician and Patient Satisfaction
R E A L - W O R L D R E S U L T S R E A L - W O R L D R E S U L T S Lowell General Hospital and Trace Reducing Claims Denials, Increasing Revenues and Improving Physician and Patient Satisfaction About
More informationYo u r Ke y t o Pay -f o r-
Cha p t e r On e : HCAHPS Co u n t s: Wh y It s Yo u r Ke y t o Pay -f o r- Performance Success A Brief Introduction to HCAHPS If you re a newer leader, you may appreciate this quick overview. HCAHPS stands
More informationSuccession Planning in an Academic Medical Center Nursing Service. Cynthia Barginere, DNP, RN FACHE Lynne M. Wallace, SPHR
Succession Planning in an Academic Medical Center Nursing Service Cynthia Barginere, DNP, RN FACHE Lynne M. Wallace, SPHR Rush University Medical Center Spanning 175 years, Rush has been part of the Chicago
More informationFlorida Healthcare Workforce Initiative
Florida Healthcare Workforce Initiative A project of the Florida Center for Nursing Funded through a grant from CareerSource Florida Florida Center for Nursing Established 2001 by legislature Address issues
More informationUsing Data for Proactive Patient Population Management
Using Data for Proactive Patient Population Management Kate Lichtenberg, DO, MPH, FAAFP October 16, 2013 Topics Review population based care Understand the use of registries Harnessing the power of EHRs
More informationUMKC School of Nursing Vision and Mission Strategic Goals May 2009
UMKC School of Nursing Vision and Mission Strategic Goals May 2009 UMKC Vision: UMKC will become a model urban research university characterized by signature graduate and professional programs, a dynamic
More informationBuilding a Reliable, Accurate and Efficient Hand Hygiene Measurement System
Building a Reliable, Accurate and Efficient Hand Hygiene Measurement System Growing concern about the frequency of healthcare-associated infections (HAIs) has made hand hygiene an increasingly important
More information2018/19 Quality Improvement Plan (QIP) Narrative for Providence Care
2018/19 Quality Improvement Plan (QIP) Narrative for Providence Care This document is intended to provide health care organizations in Ontario with guidance as to how they can develop a Quality Improvement
More informationThe Retention Specialist Project
The Retention Specialist Project Study Directors Karl Pillemer, PhD, Professor, Human Development Kap6@cornell.edu, (607) 255-8086 Rhoda Meador, MA Associate Director Rhm2@cornell.edu, (607) 254-5380 Cornell
More informationExpanded Wisconsin Fast Forward Program Employee Resource Network Pilot Grant Program Grant Program Guidelines
Employee Resource Network Pilot Grant Program Grant Program Guidelines The Wisconsin Fast Forward program is a state funded grant program to provide employer-focused worker training grants. The Office
More informationJames T. Conway General, U.S. Marine Corps, Commandant of the Marine Corps
MISSION To serve as the Commandant's agent for acquisition and sustainment of systems and equipment used to accomplish the Marine Corps' warfighting mission. 1 It is our obligation to subsequent generations
More informationA GUIDE TO Understanding & Sharing Your Survey Results
A GUIDE TO Understanding & Sharing Your Survey Results Learning & al Development Table of Contents The 2017 UVA Health System Survey provides insight and awareness gained through team member feedback,
More informationWHITE PAPER. The Shift to Value-Based Care: 9 Steps to Readiness.
The Shift to Value-Based Care: Table of Contents Overview 1 Value Based Care Is it here to stay? 1 1. Determine your risk tolerance 2 2. Know your cost structure 3 3. Establish your care delivery network
More informationMASTER OF SCIENCE IN NURSING: COMMUNITY AND PUBLIC HEALTH NURSING SPECIALIZATION
Master of Science in Nursing: Community and Public Health Nursing Specialization MASTER OF SCIENCE IN NURSING: COMMUNITY AND PUBLIC HEALTH NURSING SPECIALIZATION Program Coordinator: Dr. Stephanie Chalupka
More informationIntelligence. Intelligence. Workload forecasting with Cerner Clairvia. Workload forecasting with Cerner Clairvia
Intelligence Intelligence Workload forecasting with Cerner Clairvia Workload forecasting with Cerner Clairvia Better patient outcomes occur when you have the right care giver, in the right place, at the
More informationPresentation Summary
SAN FRANCISCO GENERAL HOSPITAL and TRAUMA CENTER ANNUAL REPORT Fiscal Year 2011-2012 1 Presentation Summary SFGH Strategic Plan Update Environment of Care Report Approval Requested Provision of Care Policy
More informationHealthcare Solutions Nuance Clintegrity Quality Management Solutions. Quality. The Discipline to Win.
Quality. The Discipline to Win. Brochure 2 It s not wanting to win that makes you a winner; it s refusing to fail. Peyton Manning, the first NFL quarterback to achieve 200 career wins (regular and post-season)
More informationRequest for Proposals
Request for Proposals Business-Education Partnership Proposal Due: August 25, 2017 5:00 PM Partner4Work 650 Smithfield Street, Suite 2600 Pittsburgh, PA 15222 RFP Release Date: July 28, 2017 1 Introduction:
More informationQuality, Cost and Business Intelligence in Healthcare
Quality, Cost and Business Intelligence in Healthcare Maitri Vaidya Population Health Executive DBA, MHA, CPHQ May 2016 Where are we going? IHI Triple Aim Improve the patient experience of care Lower
More informationManaging Risk Through Population Health Initiatives
Managing Risk Through Health Initiatives Vicki DeBaca, DNS, RN Vice President, Health & Provider Services Sharp Rees-Stealy Medical Centers 1 Sharp Rees-Stealy Medical Centers San Diego s Multi-Specialty
More informationEligible Hours ( ) Achieving HIMSS Stage 7 and Gaining Physician Adoption of a Paperless Record CHC
Below are the sessions that qualify for CPHIMS or CAHIMS continuing education (CE) hours. Check the column for all sessions attended and total the number of hours earned each day. At the end of the form,
More informationABOUT TIGR PATIENT BENEFITS HOSPITAL BENEFITS. Patient-Specific Education. Engaged Patient Population. Improved Nursing Efficiency
ABOUT TIGR Tigr is the leading acute care, interactive patient engagement system. More than 450 hospitals nationwide are experiencing new levels of patient satisfaction, improved processes of care, and
More informationStrategic Plan Key Strategies FY 2015 FY 2019
Strategic Plan Key Strategies FY 2015 FY 2019 South Peninsula Hospital Homer, Alaska SPH Strategic Plan Key Strategies FY 2015 2019 Page 1 of 13 TABLE OF ABBREVIATION ACA ACO ADC ALOS ANMC ANTHC ASHNHA
More informationOpportunities and Challenges to Improve the Patient Experience: One Group s Practice
Opportunities and Challenges to Improve the Patient Experience: One Group s Practice March 23, 2017 Presented by John F. Fitzgerald, MD, MBA President, Indiana University Health Physicians Executive Associate
More informationReport on the Health Forum-First American Healthcare Finance Technology Investment Survey. Drivers of Healthcare Technology Investment
Report on the Health Forum-First American Healthcare Finance Technology Investment Survey Drivers of Healthcare Technology Investment White Paper: Expectations for Quality & Compliance Improvement Driving
More informationWorsening Shortages and Growing Consequences: CNO Survey on Nurse Supply and Demand
Worsening Shortages and Growing Consequences: CNO Survey on Nurse Supply and Demand INTRODUCTION Healthcare organizations face growing challenges in finding the nurses they need, according to nurse leaders,
More informationA GUIDE TO Understanding & Sharing Your Survey Results. Organizational Development
A GUIDE TO Understanding & Sharing Your Survey Results al Development Table of Contents The 2018 UVA Health System Survey provides insight and awareness gained through team member feedback, which is used
More informationSession 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago Medicine
Chief Experience Officer: The New Leader Driving Innovation to Transform Healthcare for Patients, Families and Care Teams Session 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago
More information