Session 183, March 7, 2018 Sue Murphy, RN, BSN, MS, Chief Experience Officer, UChicago Medicine
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1 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 Medicine 1
2 Conflict of Interest Sue Murphy, RN BSN MS, Chief Experience Officer Has no real or apparent conflicts of interest to report. 2
3 Agenda Role of CXO in Healthcare Alignment with Quality, Safety and Experience Utilizing Patient Voice in Co-design Technology Enablers Staff Resiliency - hart of Medicine 3
4 Learning Objectives Define the role of the Chief Experience Officer (CXO) in healthcare and outline the attributes that make this emerging c-suite executive successful Describe how to unify quality, safety, efficiency and experience strategies; and discuss who to engage in multi-disciplinary teams by getting to the heart of what they do Recognize the power of capturing patient, family and staff voice and discuss ways to co-design innovations with these stakeholders to improve the healthcare experience Explain how healthcare technology is essential in elevating care teams communication, improving work flow, engaging patients and hardwiring processes that drive better experiences for all Analyze the impact of staff resiliency and discover ways to restore people to purpose and optimize performance 4
5 At a Glance: UChicago Medicine 4 Inpatient Facilities Center for Care and Discovery Bernard Mitchell Hospital Comer Children s Hospital Ingalls Memorial Hospital Leading Growth in the Market 44K Admissions 253K Patient Days 26K Surgical Cases 1,138K Ambulatory Encounters 141K Emergency Room Visits 1290 Licensed Beds 804 Med Surg 67 OBGYN 171 ICU 84 Gen Peds 47 NICU 78 Acute Mental Illness 46 Rehabilitation 5 43 Operating Rooms 8 Ambulatory Care Facilities Duchossois Center for Advanced Care Ingalls Family Care Centers at Flossmoor, Calumet City, Tinley Park, Crestwood Ingalls Center for Outpatient Rehab Orland Park Center for Ambulatory Care South Loop Facility $1.88B $242M $109M ~10,500 1,292 2,830 1,129 Net Patient Service Revenue EBIDA Operating Income UCM Employees Physicians Nurses Residents & Fellows
6 Patient Experience and Engagement Program 6
7 Connecting to What Matters Most 7
8 PEEPs Team Debra Albert, MSN, MBA, RN, NEA-BC Senior Vice President Patient Care Services, Chief Nursing Officer Sue Murphy, RN MSN Chief Experience Officer Patient Experience and Engagement Data and Analytics Patient and Family Insights Experience Improvement and Innovation Friends and Family Program Patient Education Quality Analytics Press Ganey Data Key Partnerships Enterprise Senior Leadership Operational Excellence HR/TOC/ Training Development Quality Marketing Diversity and Inclusion Ambulatory Practices Support Services Graduate Medical Education Patient Care Services Physician Partners 8
9 Role of CXO Change agent to create sustainable system transformation that delivers optimal care to patients and families while empowering care teams and staff to achieve the highest healing potential by: Leading the enterprise strategy to ensure the mission and vision are met for the patients daily Driving culture transformation while unifying, quality, safety, experience strategies Ensuring alignment with the regulatory mandates around patient experience outcomes Restoring human connection in line with mobile communication technology Introducing innovation to improve communication, patient engagement, staff resiliency and more 9
10 Role of CXO Focus of CXO is resilience, well-being, and joy at work and transforming the experience culture. Source report: Experience Innovation Network: Experience Beyond Boundaries: The Next Generation CXO 2017 Research Report 10
11 Intersecting Purpose and Passion with Skill 11
12 Aligning Quality, Safety and Experience Deliver a consistent patient experience across all UCM platforms of care Create lasting market differentiation and loyalty through innovation and consistent performance Develop a continuous improvement model that infuses the voice of patients, families, employees, and physicians Unify quality, safety, efficiency, and experience strategies to improve satisfaction and outcomes Incite change by creating and celebrating memorable moments 12
13 Utilizing Patient Voice in Co-design Collection of Patient Voice through multiple platforms Patient Voice Integration into Lean Transformation Journey - Kaizen events - Patient Journey Value Mapping (PJVM) Patient Family Advisory Councils Making a Difference Everyday Best Practices Forum - Purpose: acknowledge best practices and cascade to other clinicians and staff in various areas - Lessons learned from the patient voice 13
14 Utilizing Patient Voice in Co-design Integration into E3 leadership format: Engage, Evolve, Excel - E3 Leadership means that we are all Engaged in improvement efforts - We Evolve in our understanding of what works best to serve our patients and are willing to change the way we work to meet their needs. - We Excel in implementing this knowledge and ensuring that we remain at The Forefront in all we do. 14
15 Technology Enablers Creating synergy of experiences across service areas Collaborative continuum of patient voice Leveraging innovative technology platforms to trend and track best practices and opportunities - Nurse leader rounding - Get Well Network 15
16 Leader Rounding Technology Solution Challenges Solutions Lack of structured rounding Lack of clarity on standard practice Needed to streamline accountability Limited ability to capture patient complaints or compliments Unable to track or address trends 16 Standardize rounding with ipad technology Create alert process for support departments Capture, act on complaints and compliments in real time Outline expectations and ensure accountability Report rounding trends Reward and recognize staff
17 Leader Rounding Technology Solution Identified 29 Units Conducted leader education on tactics and importance of rounding Engaged frontline staff and leaders to design proper rounding process Implemented Care Rounds technology to streamline, standardize, and track real-time rounding using an ipad Took action and rewarded leadership and staff immediately for wins Adult Inpatient Pediatric Inpatient Adult Emergency Department Pediatric Emergency Department NICU PICU Child Life 17
18 Evidence-based Questions Designed to Drive Outcomes Hardwire rounding process Match patient experience with known key drivers Resolve patient needs and requests immediately Identify issues before there is a need for service recovery Recognize staff in the moment Close the Loop 18
19 Leader Rounding # of Care Rounds # of Care Round Recognitions 19
20 Linkage to Discharge Care Calls Goals Elevate service to reduce readmission rates Extension of the service team and caring to home Coordinate feedback related to service experience 20
21 Linkage to Discharge Care Calls Call inpatient, emergency department, ambulatory surgery patients post discharge to home Calls places within 3 to 5 business days post discharge Forward compliments and complaints to management and Patient & Family Insights team Practice service recovery for patients and families Confirm post op and additional follow-up appointments Connect patients with specific clinical services for follow-up Coordinate with clinical services on follow-up clinical concerns Support a smooth transition for patients and families 21
22 Discharge Care Call Executive Summary From Mar 2013 Dec 2017, the discharge care call center has placed 82,466 calls total 35,775 Staff recognitions The call center has connected with 78.5% (completed/attempts) of the calls placed 70% of those calls were completed within 3 days post discharge 94% were placed within the first 1 week or less 22
23 Lessons Learned Engage and excite leadership by explaining the why behind the new technology / practice, share the success/patient & family stories Educate and involve frontline staff early in the training and development process Create a culture for cross-departmental collaboration and coordination Reward and recognize employees throughout new process training Consistently track, report, act and improve Hardwire experience improvement strategies with technology 23
24 Outcomes 2017:
25 Substantial Impact of Enhanced Leader Rounding 25
26 Mean Score Rounding Effectiveness: Nurse Manager Check Overall Rating of Care Aug 2015-Dec Nurse manager check on you daily - "Yes" (n=4391) Nurse manager check on you daily - "No" (n=1124) Definition: These data reflect mean score for Overall Rating of Care. Patients with multiple visits with the same encounter type will only qualify for a survey 1 time per 90 day window. Time frame reflect the time which the survey was returned. Surveys are distributed by and paper. Data Source: Press Ganey 26
27 Staff Resiliency: hart of Medicine: Leading Change in Actions, Attitudes and Behaviors 27
28 Integration of Coaches Program 28
29 Staff and Clinician Voice: hart of Medicine 29
30 Questions Sue Murphy, RN BSN, MS Chief Experience Officer 30
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