ACCELERATING PATIENT EXPERIENCE IMPROVEMENT IN AMBULATORY CARE BERYL PATIENT EXPERIENCE CONFERENCE - APRIL 9, 2015 ALAN DUBOVSKY DIRECTOR OF OPERATIONS, EMORY CLINIC
AGENDA 1. Organizational Overview 2. Emory Healthcare s Patient Experience Structure 3. Emory Clinic s Patient Experience Story: 2011: The Patient Experience Challenge 2012: Creating The Ideal Service Team 2013: Establishing Meaningful Service Programs 2014: Accelerating Service Improvements 4. 2015 And Beyond: The Next Step In Our Journey 5. Questions
ORGANIZATIONAL OVERVIEW EMORY UNIVERSITY WOODRUFF HEALTH SCIENCE CENTER EMORY HEALTHCARE EMORY SCHOOL OF MEDICINE EMORY SCHOOL OF PUBLIC HEALTH EMORY SCHOOL OF NURSING EMORY WINSHIP CANCER INSTITUTE YERKES NATIONAL PRIMATE RESEARCH CENTER EMORY CLINIC 1,800 Clinical Providers 80+ Locations 2,670,000 Annual Visits EMORY SPECIALTY ASSOCIATES 280 Clinical Providers 54 Locations 480,000 Annual Visits EMORY HOSPITALS 6 Hospitals 1,731 Beds 65,000 Admissions EMORY HEALTHCARE NETWORK 7 Hospitals 1,320 Employed Physicians 400 Community Physicians
Emory Clinic Emory University Hospital Emory University Hospital Midtown Emory Saint Joseph s Hospital Emory Orthopaedics and Spine Hospital Emory John s Creek Hospital
EMORY HEALTHCARE S PATIENT EXPERIENCE STRUCTURE Emory Healthcare Medical Practice Inpatient Nursing-Led Efforts Emory Clinic Department of Service Management
2011: The Patient Experience Challenge 2012: Creating The Ideal Service Team 2013: Establishing Meaningful Service Programs 2014: Accelerating Service Improvements Our Pledge: 1. We will treat each other the way we want to be treated. 2. We will cultivate a spirit of inquiry. 3. We will defer to each other s expertise. 4. We will communicate effectively. 5. We will commit to these behaviors in support of Emory Healthcare Care Transformation.
2011: The Patient Experience Challenge 2012: Creating The Ideal Service Team 2013: Establishing Meaningful Service Programs 2014: Accelerating Service Improvements
2011: The Patient Experience Challenge 2012: Creating The Ideal Service Team 2013: Establishing Meaningful Service Programs 2014: Accelerating Service Improvements Emory Clinic Department of Service Management Service Improvement: - Service Performance Consultants - Patient Advocacy - Service Training Patient Experience: - Volunteers - Guest Services - Access Emory/Emory International (special constituent patients) Patient Feedback: - Press Ganey - STARS Patient Complaints & Grievances - Secret Shopping
2011: The Patient Experience Challenge 2012: Creating The Ideal Service Team 2013: Establishing Meaningful Service Programs 2014: Accelerating Service Improvements
A New Welcome Guest Services Improvements Emory Clinic Volunteers Service Ambassadors
PATIENT FEEDBACK IMPROVEMENTS 1. Improved Survey Process: a. Shorter, electronic-only survey implemented in 2012 2. Ensured Consistent, Transparent Data: a. Conducted thorough Clinic-Wide education b. Centralized all reporting c. Updated reports (Clinic-Wide, Departmental, Role- Specific) d. Addition of weekly comments report 3. Updated Goal Setting: a. Selected UHC benchmarking group across Emory Healthcare b. Simple Green or Red performance indicators 4. Began CG-CAHPS surveys in 2013 to establish a baseline
2011: The Patient Experience Challenge 2012: Creating The Ideal Service Team 2013: Establishing Meaningful Service Programs 2014: Accelerating Service Improvements
ACCELERATING AMBULATORY PATIENT EXPERIENCE IMPROVEMENTS PSAT (Patient Satisfaction Acceleration Team): 1. Formed 2 years ago on the heels of Emory s successful Quality improvements. 2. Has met every two weeks with all decision makers in attendance. 3. Filtered out the noise 100,000 completed surveys said we need to improve four things: Ease of scheduling Ease of getting the clinic on the phone Wait time at clinic Sensitivity to patient s needs
ACCELERATING AMBULATORY PATIENT EXPERIENCE IMPROVEMENTS: PSAT 1. Uses a very structured process improvement approach to Service improvement. 2. Has met every 2 weeks, for 2 hours, with all key members in attendance. 3. Members (sections) participate for a minimum 6- month rotation, and apply for participation. 4. Constant use of data to drive discussions and decisions. 5. Leave every meeting with decisions and specific action items. 6. Track all tests of change to establish best practice.
ACCELERATING AMBULATORY PATIENT EXPERIENCE IMPROVEMENTS: PSAT
CASE STUDY: PATIENT EXPERIENCE IMPROVEMENTS: EMORY CLINIC GENERAL SURGERY
90 89.5 89 88.5 88 87.5 87 GENERAL SURGERY IN 2012 General Surgery Medical Practice Mean Score 89.3 88.6 FY10 FY11 FY12 1. Downward trend in patient satisfaction. 2. Lack of engagement from physicians and staff. 3. Consistent areas of concern from patient feedback: a. Promptness in returning calls; b. Information about delays; c. Sensitivity to patient s needs. 88.3
GENERAL SURGERY INITIATIVES Ease Of Scheduling: Lag Time Reduction (goal of reducing from over 20 days to 10 days). Tests of change include: Never Say No barriers removed. Master schedule simplification- rules eliminated preventing barriers to appointment. Overbooking opportunities.
GENERAL SURGERY INITIATIVES Ease Of Getting Clinic On The Phone: Medical Secretary Direct Contact: Return patients are given direct phone numbers to Medical Secretaries. No voice mail allowed, overflow routes to call center. Same Time Implementation: Tool used by clinical staff and call center to improve communication. Live Nurse Call Handling: Phone tree option added to speak to a member of the care team: agent routes directly to nurses in clinic.
GENERAL SURGERY INITIATIVES Wait Time At Clinic: First Time Starts: Tracked all first time starts. Data presented to faculty at Division meetings. Master Schedule Template changes: Schedule optimized for accurate length of visit by type. Time study analysis in progress- breaking down parts of visit.
GENERAL SURGERY INITIATIVES Sensitivity To Patient s Needs: Forms And Posters For Questions On Your Visit. Profile screens placed in main lobby. Physician profiles; Administrator profiles. Service Management training with clinic staff.
GENERAL SURGERY IMPROVEMENTS General Surgery Medical Practice Mean Score 92 91 90 89 88 87 91.7 89.3 88.6 89.6 88.3 FY10 FY11 FY12 FY13 FY14TD
EMORY CLINIC S PATIENT SATISFACTION SUCCESS STORY Medical Practice Mean Score Trend: 2006-2015 92 91 90 89 88.7 90.0 90.3 90.7 90.4 90.9 91.3 To the 75 th Percentile and Beyond! 91.5 88 87 86 87.7 87.9 From the 29 th Percentile 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015TD
MAKING AN IMPACT Creating The WOW Experience
Creating The Ideal Patient and Family Experience
2015 AND BEYOND: THE NEXT STEP IN OUR JOURNEY 1. Creating a more structured approach to Service resource allocation. 2. Ensuring a world-class patient feedback system, with more consistency and transparency. 3. Utilizing the latest training content and delivery methods. 4. Leveraging all resources to impact over 8,000 patient experiences daily. 5. Creating the WOW experience every day, every time.
Thank You. Questions? alan.dubovsky@ 28