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How are YOU doing?: Uncovering the needs of those we serve

Posted By Michelle Garrison, CPXP, Tuesday, February 11, 2020
Updated: Monday, February 10, 2020

We want to thank everyone who participated and shared their comments and suggestions in our first annual Community Needs Assessment launched in December. Moving beyond our standard member survey questions asked in the past, we grounded the assessment in the opportunity to learn what you, our community, needs and wants and what really matters to you in your experience efforts. At the same time, we wanted to understand how well we are meeting these needs and where The Beryl Institute can improve to better support you in a more meaningful and impactful way.

The Consumer Needs Assessment asked these questions which helped identify key challenges and additional needed support:

  • How are you feeling about your experience efforts?
  • What resources do you need to raise your score?
  • What specific problems or opportunities are you trying to address?
  • How can the Institute best help you in addressing those needs?
  • Why is this community important to you?

How are you feeling about your experience efforts? What resources do you need to raise your score?

Two themes emerged from this question. First, we were pleased to learn that the majority of the community feels optimistic about their experience efforts. This indicates that the field of practice is developing in a positive direction. Second, some organizations expressed that their improvement efforts could be enhanced with additional resources that address raising scores and how to sustain current scores. Other suggestions for key resources necessary to improve experience efforts included defined organizational strategies, leadership support, staff buy-in, a focus on patient and family engagement, education and training, time and opportunity to execute on the work. What resources to you need to raise your score? Resources that were identified as essential to raising scores directly correspond to the Institute’s Experience Framework, which identifies eight strategic lenses through which any experience endeavor should be framed. In particular, the community expressed great interest in additional resources around culture and leadership, staff and provider engagement and patient and family engagement.

What specific problems or opportunities are you trying to address?

With the many perspectives across the continuum of care represented in the assessment, we saw a variety of challenges and opportunities being addressed. People are addressing the need to elevate what patient experience means not only for staff but also leadership and to raise awareness that patient experience is everyone’s job across the organization. Parallel to this was the opportunity to improve customer service and staff communication skills. Additional challenges spoke to addressing patient access and care coordination. There is also an awareness of the need to engage a broader range of voices, engaging patients and family members and integrating patients in all the work that is being done. Many people reported being in the process of solving challenges but needing to create strategies that promote staff accountability and sustainability.

How can the Institute best help you in addressing those needs?

With this question, we learned more about the value that you have found in our current resources including webinars, white papers, PX Connect community and events including Patient Experience Conference and also how we could improve on and expand the resources available. Recommendations included sharing more best practices, offering short key learnings, providing summaries or infographics for white papers and webinars, expanding the focus beyond hospital-based resources, local networking events and more opportunities for virtual connections. With the many resources available through the Institute, we recognize it can be a challenge to locate the resources you might need. One source that can assist you with getting connected to the tools you need to guide your experience efforts is the Experience Assessment.

Why is this community important to you?

As we reviewed the responses, we were humbled to read the comments about why people find the community important to them. Many of you shared how important the resources to support experience efforts are to you and expressed your appreciation for a community that reinforces the importance of experience in the overall healthcare conversation. The community finds value in making connections and learning in partnership with others who face similar challenges and developing solutions to address them.

As we look ahead, we are committed, inspired and excited to continue to provide a place for you to learn, network and engage, and you can look forward to our continued focus on providing and improving resources, learnings and engagement to support you, your organization and your community on your patient experience journey.

The work we do here at the Institute is possible due to this passionate and engaged community. We look forward to working with you and will share additional opportunities for engagement and sharing through volunteer opportunities, such as virtual focus groups, where we can gain your insights on exciting new projects and resources.

We thank you for your comments and suggestions. If you have any additional thoughts, feedback or stories to share, please don’t hesitate to contact us.

 

Michelle Garrison, CPXP
Vice President, Membership
The Beryl Institute

Tags:  accountability  community of practice  experience efforts  leadership  organizational strategies  patient family engagement 

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Introducing a Framework for Experience in Healthcare

Posted By Jason A. Wolf, PhD, CPXP, Wednesday, August 22, 2018
Updated: Wednesday, August 22, 2018

From the Roots of Community

In just a few weeks, The Beryl Institute will reach its eighth anniversary as a membership community and a growing global community of practice. On our journey we have been dedicated to building a network of committed professionals, practitioners, innovators, patients and family members and partners. That network, through its commitment to sharing wildly, has helped shape a framework for what represents the human experience in healthcare and clarify eight strategic lenses through which organizations can engage all voices in ensuing the best in experience for all.

This growing body of knowledge and collective understanding established through research and experience and the content it has produced called for a means to better codify, digest and access the information that will support everyone on this shared experience journey. The idea was a simple one, to establish a framework through which we could individually, organizationally and collectively understand where we are, identify the opportunities we have and then connect to the resources and solutions that will help us continue on the road to experience excellence.

Through conversations with a broad range of community members over the last year, this idea evolved from an experience landscape that could be used to define the work, to an experience framework, represented by an integrated set of lenses that influence experience. It offers an actionable means to engage deeper in experience improvement and excellence. 

Why an Experience Framework

An experience framework helps us in three critical ways. The first, it provides clarity in the strategic areas of focus – the strategic lenses – through which any experience endeavor should be framed. If we ascribe to the view of experience as the integration of all we do from quality, safety and service to the range of factors that influence the healthcare experience, then a means to identify these ideas and a structure to frame them helps us in expanding our strategic view of experience and leads to more comprehensive action overall. 

The second, it provides a means to identify where you are excelling or may have opportunities to address. By engaging in experience efforts through a set of strategic lenses you can both understand the areas in which action has led to outcomes and identify areas in which further work is needed. This framing also helps, as noted above, in ensuring a comprehensive set of actions focused on the experience effort overall.

The third reflects a practical application of the framework, as it offers a means by which knowledge, resources and solutions can be aligned. You will see that all content now available via The Beryl Institute aligns with one or more of the eight lenses (and is searchable based on these lenses as well). You will also find our events, such as Patient Experience Conference, will evolve into active learning programs centered around these lenses and we will be working with our vendor partners to align their solutions to the lenses they address as well. 

We invite and encourage others to consider this framework as a means to identify and align content and knowledge and share broadly as a result. Through this common framework we can create more efficient connection of needs to knowledge, strategies to resources and opportunities to solutions and expand our collective global dialogue through a common structure for focus and action.

The Experience Framework

With that recognized opportunity and an understanding of the roots and motivation for this endeavor I’d like to introduce you to the eight strategic lenses of the experience framework. In framing this introduction, it is important to stress that through the community input that shaped the framework we underline that all voices are critical and matter in the experience conversation. In addition, this framework reaches well beyond the clinical experience of patients to the full extent of the human experience in healthcare. The framework as such represents the range of perspectives and honors the breadth of those perspectives in its considerations while having some intentionality in helping to align and support the broader strategic and operational items that impact experience endeavors. It also recognizes that no two individual experiences can or will ever be the same and so this is not intended as a one size fits all solution, but rather as introduced, it is a strategic framework to enable that level of individualization to be even more effective. In having a means to align efforts at a macro level, we are well served to drive specific efforts and address specific needs to the level we must in any effective healthcare endeavor. 

The framework (Figure 1) is built on eight strategic lenses all of which address some aspect of what impacts and influences experience. Each of the eight lenses is also accompanied by a statement of “why”, rather than a definition. Our intention was not to create a static model of commonly accepted definitions, but rather to introduce eight active lenses and the considerations for why they require our focus in any experience effort. The eight lenses and their why statements follow: 

  • Culture & Leadership: The foundation of any successful experience effort is set on who an organization is, its purpose and values, and how it is led.
  • Infrastructure  & Governance: Effective experience efforts require both the right structures and processes by which to operate and communicate and the formal guidance in place to ensure sustained strategic focus.
  • Patient, Family & Community Engagement: Central to any experience effort are the voices of, contributions from and partnerships with those receiving care and the community served.
  • Staff  &  Provider  Engagement: Caring for those delivering and supporting the delivery of care and reaffirming a connection to meaning and purpose is fundamental to the successful realization of a positive experience.
  • Environment & Hospitality: The space in which a healthcare experience is delivered and the practices implemented to ensure a positive, comfortable and compassionate encounter must be part of every effort.
  • Innovation & Technology:  As a focus on experience expands, it requires new ways of thinking and doing and the technologies and tools to ensure efficiencies, expand capacities and extend boundaries of care.
  • Policy & Measurement:  Experience is driven and influenced by external factors and systemic and financial realities and requires accepted and understood metrics to effectively measure outcomes and drive action.
  • Quality & Clinical Excellence: Experience encompasses all an individual encounters and the expectations they have for safe, quality, reliable, and effective care focused on positively impacting health and well-being.

 

                              Figure 1. The Beryl Institute Experience Framework

 

A Move to Action

With the introduction of the experience framework, I want to reinforce the active nature of this work. We already have research efforts underway to further validate the framework and its application in certain care settings as well as will soon be releasing a report and follow-up research on influence factors of experience related to the strategic lenses.

The release of this framework is not simply a call for action and a hope for a response, but rather this is a move to action in itself. When we align as a community around what is fundamental to experience success and support one another in both what is needed to succeed and in helping others to understand what this work truly encompasses, then we can truly call ourselves a movement. The experience journey we have been on as a community has led us to this point where we can stand together in providing a formal frame to understand our opportunities and guide our actions. It is now up to each of us to determine how we will apply these ideas to support our own efforts, to positively impact those we care for and the communities we serve and how we can all continue to contribute to this global conversation on experience that is fundamentally changing healthcare for the better. Thank you to you all for your partnership and collaboration on this journey. 

 

Jason A. Wolf, PhD, CPXP
President
The Beryl Institute

Tags:  engagement  experience efforts  framework  lens  strategic 

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