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The Beryl Institute invites members to submit posts on patient experience related topics. For guidelines and information on submitting a post for consideration, contact michelle.garrison@theberylinstitute.org.

 

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Employee Perceptions are Key to Culture

Posted By Sara Laskey, Monday, September 17, 2018
Updated: Tuesday, September 18, 2018

Someone recently posted on LinkedIn that the most important thing about customer service is the perception of the customer and not the perceptions of the employees. I’m not sure that I agree. Yes, experience, including patient/consumer experience is all about perception. However, exploring the excellent definition provided by The Beryl Institute (“The sum of all interactions, shaped by an organization's culture that influence patient perceptions across the continuum of care.”) it becomes clear that culture is key to perception. And culture is another way of saying the sensitivities and behaviors of our employees.  

Employee perceptions are building blocks that make up the experiences we create for all who interact with our organizations. If our staff members and providers perceive they are valuable to the institution they will, in turn, treat others with value. If they feel appreciated by managers, they will act with appreciation to those they are managing and caring for.

As an example, let’s explore the spaces where we work. Cleanliness is something we measure and something our patients and visitors notice and associate directly with quality of care.  Are we taking time to make sure that the bathrooms and shared spaces for our staff are as pleasant and clean as the spaces for our customers?  

The locker and bathroom at one of the emergency departments where I worked was always understocked, the toilets were never cleaned, the call room beds never changed and the trash cans overflowed in the staff lounge. Old take-out containers lined the shelves in the lounge and cups of day old coffee were constantly cluttering the counters. If the organization couldn’t/wouldn’t provide us with a nice, well maintained locker room, why wouldn’t staff begin to treat the shared spaces with the same disrespect? This ultimately bled over into the public spaces that patients and families experience. The perceptions of employees were influencing the perceptions of the customer.

What was our solution? Not surprisingly it was multi-factorial. In this instance we instituted an idea called “Own Your Space”. We spend as many waking hours at work as at home and we all bear some responsibility for keeping our spaces well maintained. Too often we assume that our environmental service teams will not only take care of patients and the public but will clean up our messes as well. This isn’t a fair assumption. By asking staff to “Own Their Space” we gave them accountability and responsibility for their environment. Essentially, we needed to make our work spaces something we could be proud to call our home away from home. By recognizing what we could control it became a lot clearer what we could ask other teams (environmental services, operations) to help us improve. 

To impact mood and atmosphere we worked with the Arts in Medicine department and identified a series of photographs taken by one of our own physicians. Staff members then selected which of these would be printed and displayed throughout the ED in both onstage and offstage areas.  

Involving staff in in the design and upkeep of the work space impacts their well-being via accountability, respect and a sense of ownership.  Patients and families have also benefited. They enjoy the artwork and they interact with an engaged and appreciated staff. Staff who feel as valued and valuable as the care they offer.

Dr. Sara Laskey was the inaugural CXO for The MetroHealth System in Cleveland Ohio. In that capacity she was responsible for all aspects of human-centered design and improving the experience for patients, families, visitors and staff. During her tenure she created three progressive culture-change programs culminating in the transformative “Caring People Caring For People – Welcome. Listen. Care.” workshops. Currently she is consulting for healthcare systems and progressive healthcare technology firms.

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Does Response Rate Impact HCAHPS Scores?

Posted By Hope Brown, Monday, August 27, 2018
Updated: Monday, August 27, 2018

Proactive hospitals always strive to improve patient experience, knowing that the best way to obtain this valuable feedback comes directly from patients, relying on surveys to create measurable results to continually improve hospital practices. The Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey is one metric used to gain this valuable insight from patients. The key for this prized patient insight is to ensure that a reliable number of patients provide survey feedback. Response rate refers to the number of patients who responded to the survey, in relation to the total number of patients in the sample.

A quick review of HCAHPS publicly reported data shows the national average response rate has dropped since the initial program implementation. The average response rate in 2008 was 33%, compared to 28% in 2016. The decrease in response rate shows that today’s hospitals are receiving valuable feedback from a smaller percentage of their total population.

Why worry about response rate?

CMS stressed the importance of response rate to measure reliability in their April 2018 podcast highlighting ways to improve response rates. The Hospital Quality Institute (HQI), California HCAHPS Improvers Playbook identified a relationship between California hospitals’ response rates and HCAHPS scores. In addition, a nationwide in-depth analysis of the July 2016 - June 2017 publicly reported HCAHPS data found a correlation between all HCAHPS dimensions and response rate.

This table shares the correlations found in the nationwide analysis of Hospital Compare data. A correlation value is a number between -1 and 1. A positive relationship indicates that when one variable increases, the other measure is likely to increase as well. As you can see in this table, correlation values range from .310 - .506, exhibiting a moderate-positive relationship. As a practical application, for every in 1 point increase in response rate a hospital achieves, the hospital could expect to see an increase of .501 in their Overall Rating score. 

 

With the possibility of all HCAHPS dimension scores increasing in relation to response rate, this has the potential to impact Value-Based Purchasing (VBP) reimbursements as HCAHPS dimension scores are associated with VBP points and Medicare reimbursements. 


These values surprise even the most astute industry leaders; this relationship would be unlikely if feedback was received from a truly representative sample. Just as an increase in response rate is correlated with an increase in dimensions scores, the converse has been found—when response rate decreases, dimension scores tend to decline as well. This research suggests hospitals with low response rates may not be getting the best representation of their total population, negatively impacting their HCAHPS scores.

With recent research in mind, it’s critical that hospitals consider the importance of response rate to capture the true patient experience at their facility. Increasing and maintaining response rates allow a hospital to receive patient feedback on topics that matter most to patients, and allow for more accurate score in HCAHPS dimensions.

Since joining PRC in 2000, Hope has applied her expertise in statistical analysis, physician studies, and patient experience to help clients use data to improve customer service and achieve market leadership. She is recognized as a leading consultant to hospitals and health systems seeking to leverage best practice models to maximize Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) scores. Her skills in executive training and physician engagement, and her deep-seated knowledge of multiple product lines, round out a broad base of experience that has enabled her to contribute significantly in a number of key roles at PRC. Hope earned a Bachelor of Science degree in Biology from Trinity University in San Antonio, Texas.

Tags:  HCAHPS  response rate  survey  Value-Based Purchasing 

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The Patient Experience Blind Spot. Three Ways to Fix It.

Posted By Dan Peterson, Tuesday, August 21, 2018
Updated: Tuesday, August 21, 2018

What blind spot?

Simply stated, the patient’s financial experience. With patients on the hook for higher deductibles, larger copays and growing out-of-pocket costs, many are more concerned about the cost of care than their health itself. This reality is affecting whether people seek care and their satisfaction with the experience when they do.

Depending on the research you subscribe to, including this study published by WestHealth earlier this year, anywhere from 44%-64% of covered Americans are avoiding care because of concerns about cost. Whether due to an inability to meet their high deductibles or uncertainly about how to afford treatment, more and more patients are foregoing care entirely. The consequences for longer-term health and cost outcomes can be dire – for patients and the providers that care for them.

Among those who do seek care, many cite dissatisfaction with a host of financial matters including: 1) The lack of pricing transparency to make informed decisions, 2) Little or no access to payment planning to improve the affordability of care, 3) Confusing, inconsistent billing and 4) Cumbersome payment processing. Alone and together, these points of friction in the patient’s financial experience have a detrimental effect on their overall care experience.

A problem for patients. A problem for providers.

Patients aren’t the only ones feeling the pain. Providers are impacted by rising patient balances, high collection costs (including patient bad debt) and frustrated population health initiatives. Additionally, we hear from staff and clinicians that financial matters contribute significantly to difficult patient encounters. The patient financial experience is a phenomenon that can’t be ignored. It’s created a new and growing class of patients-as-consumers. Consumers who are looking for care and value they can afford. This emerging demand is opening the door for competitors with new, potentially disruptive, care delivery models. Loyale Healthcare CEO Kevin Fleming addresses this very issue in a recently published blog post and video titled Adapting to a Changing Healthcare Playing Field.

Providers now find themselves in a situation that didn’t exist when most of their revenue came from payers – that of having to compete for the business and loyalty of their patients. And they’re competing in an environment conditioned by their patients’ experiences with companies like Amazon, Apple and Zappos. Increasingly, the providers that meet these expectations are the ones that will thrive in healthcare’s consumer age.

Three ways to fix the patient experience blind spot

  1. Measure patients financial experience satisfaction. Most providers rely on HCAAHPS survey results as the definitive reflection of their patients’ satisfaction. But these clinically-focused metrics overlook the financial dimension of care. As with any important strategic objective, routine intelligence-gathering in the form of patient surveys and data analysis should be conducted to establish benchmarks and set goals.
  2. Innovate. Enlightened healthcare providers are making investments in technology and reengineering processes to illuminate the patient financial experience and continually identify and correct the gaps. These organizations are recognizing that the patient experience begins long before diagnosis and treatment and lasts ‘til well after. Consequently, they approach the challenge holistically, from end-to-end.
  3. Personalize. Unlike institutional payers, patient-payers behave in wildly different and difficult to predict ways. Using predictive analytics technology, it’s possible to segment patient populations using a wide variety of inputs to deliver financial experiences that are satisfying for patients and revenue-positive for providers.

The Patient Experience movement championed by The Beryl Institute, its members and other industry advocates is a critical catalyst for important and positive change. Let’s make the patient financial experience a part of the communication. Let’s fix the blind spot.

Dan Peterson, Chairman and Founder of Loyale Healthcare (2016), is a serial entrepreneur with a passion for solving seemingly intractable organizational challenges with user-centered digital solutions. Previous ventures include CashNet (1990), a financial platform serving complex, multi-facility environments in higher education and ePAY Healthcare (2010), a pioneer in the development of online patient and provider experiences to improve patient service and provider financial outcomes. Mr. Peterson continues to serve on a number of technology company boards and is a sought-after authority on technology and innovation.

Tags:  billing  financial  payment processing  pricing transparency 

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The Clinician Progress Note as a Tool for Improving Patient Experience

Posted By Jeffrey H. Millstein, MD, Friday, July 20, 2018
Updated: Monday, July 16, 2018

Earlier this year, our practice was asked to become part of a project enabling patients to view our progress notes along with other chart elements via our online portal. My initial reaction to this was curious, and a bit defensive, as was the case for my colleagues at our site. Don’t progress notes belong to us, the providers? Why should we have to share our tool?

In large scale studies, patients report feeling a greater sense of control over their health with this element of transparency. This is a continuation of a national movement toward greater patient autonomy and collaborative care which began with the creation of the “Patient Bill of Rights” in the 1970s. With the momentum unlikely to change in the foreseeable future, the question then becomes: do we resist this, or embrace the change? Making this win-win means re-evaluating the purpose and potential of our notes.

Until recently, I viewed progress notes as serving three purposes: documentation of what transpired during the visit and thoughts on diagnosis and treatment, providing information for colleagues reviewing the chart, and determining level of service for billing. Making shared notes most effective requires reframing our notes as primarily serving the interests of education, improving safety and reinforcing a caring connection. These are already a part of our core mission in patient care, so we can leverage our notes to those ends. They will still fulfill the other traditional goals, but with a shift in priority.

It has been demonstrated that patients often retain little from their office visits, which causes concern about safe adherence to prescribed regimens. Shared notes, along with teach-back, offer a strong opportunity to reinforce clinical plans. It requires adjusting our documentation style a bit, with some effort to avoid language that may be viewed as disparaging, clarify instructions and avoid abbreviations the patient may not understand. I have seen some providers create a separate section at the end of their notes titled instructions, beneath which are clear directions written specifically for the patient. I like to conclude my visits with a reminder, “Mr. X, remember that you can go on the portal and see my notes. If there is anything you forget about our plan, the notes are available for your review.”

There is no question that the EHR is a source of frustration, and a core contributor to clinician burnout. I will not mourn if someday I am able to delegate more EHR keystrokes to another care team member, but I view shared notes as an extension of my connection with patients. I can still view my notes as my own tool, but one which I choose to share in the interest of taking better care of people. Further, if my notes are collaborative in nature, then I can engage my patient while writing them, making the EHR less of a barrier. While there is a little extra up front effort, my patients may be safer and better informed. Who knows? It may even cut down on some after-hours calls and messages. Imagine that.

Jeffrey Millstein, MD is a practicing internist, and physician champion for patient experience at Clinical Care Associates of Penn Medicine.

Tags:  charts  Electronic Health Records  Patient Experience  patient records  providers  transparency 

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Exploring Outside the Healthcare Silo

Posted By Sara Laskey, Friday, July 20, 2018
Updated: Monday, July 16, 2018

Silos. We talk about them all the time in our healthcare systems. We talk about how much easier it would be if we could break down the silos or work across them. We talk about this because we know that when we collaborate and learn from each other we create an experience that is easier for providers and better for patients and families.

But, even we in the experience and engagement world can find ourselves working in our own silo. As healthcare experience leaders, we work in one of the largest ‘customer service’ systems in the world, but how often do we wander outside of healthcare to explore how other industries are managing and dealing with what are often the same types of issues that we deal with daily?

Yes, I know, a bad fitting shoe is not a broken arm, and a missed airline connection is not the same a missed diagnosis. However, many industries deal with lots of consumers in various states of emotional distress and anxiety (think airlines), regulations (banks, insurance) and strive to meet the needs of those customers in ways that we in the healthcare space could learn from.

Recently, I had the opportunity to participate in the Consumer Loyalty Forum. This was an interactive 2-day session of high-level customer experience executives from organizations including MasterCard, Etsy, Hilton Hotels, Ally Bank, DFW Airport, Stratifyd, Hallmark, AARP and representing healthcare – me, from The MetroHealth System.

My key takeaways to share:

Voice of the customer:

We hear from our patients through many sources: surveys, complaints and grievances, social media, posted reviews. For all the data we have, how well are we collecting, analyzing, understanding and applying this information in a meaningful way? Many organizations are using tools that bring all this information together in ways that look not only at the sentiment but at the volume of the sentiment. They try to use the where/what/when information to help determine top issues for their organizations and drive change. By bringing everything together into a ‘single source of truth’ it becomes easier to quantify what customers’ top issues are. For a healthcare system this can be very meaningful.

I came back and looked at the top three issues from my System’s complaints and grievances in 2017. Then I looked at the top 3 negatives comments from my surveys during the same period. Not only were 2 of the 3 different, there was a 10X difference in the volume of issues brought up in the surveys. (800 complaints about communication; 8,000 complaints about wait times). While I absolutely addressed the communications issues – my process improvement goals will focus on wait times. This also ties in directly with the strategic goals for my organization.

User Journey Mapping:

If you aren’t doing this - you should be. Identify any area of your system where you want to improve the experience and work with an organization to better understand the highs and lows of the user journey from every angle. It is the true basis of human-centered design and a key element of knowing where to focus energy, time and dollars.

Low effort:

Customers are drawn to the effortless experience. Each of the two above concepts help us understand where people using our systems are expending the most effort to obtain our care. The goal for many of the organizations at the conference was to create experiences that decreased effort and increased the engagement of their customers. Healthcare is well-positioned to do the same. As we know, so many things about being a patient are hard, obtaining care shouldn’t have to be.

I had much to learn from these experts from other industries and believe I had a thing or two to teach.

I was pleased to share that healthcare has key learnings to teach other industries as well. We have done a remarkable job in developing and spreading the culture of human beings caring for human beings and the idea that we are ALL the patient experience. The fundamental concept that everyone involved in the healthcare system has a role to play in implementing and managing an easy and effortless experience was one I could share with my customer experience colleagues. One I am hopeful they will take back to their teams.

Dr. Sara Laskey was the inaugural CXO for The MetroHealth System in Cleveland Ohio. In that capacity she was responsible for all aspects of human-centered design and improving the experience for patients, families, visitors and staff. During her tenure she created three progressive culture-change programs culminating in the transformative “Caring People Caring For People – Welcome. Listen. Care.” workshops. Currently she is consulting for healthcare systems and progressive healthcare technology firms.

Tags:  communication  healthcare industry  improving patient experience  journey mapping  silos  wait times 

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Phone Skills: Making or Breaking The Patient Experience

Posted By Sarah Suddreth, Friday, June 22, 2018
Updated: Tuesday, June 19, 2018

A patient’s first interaction with a healthcare organization sets the tone for his or her overall experience. In fact, it only takes two negative phone experiences to diminish a patient’s view of his or her healthcare provider1. In non-emergent situations, the patient’s first touch is most often a phone call. Since the patient experience begins on the phone, your staff’s ability to consistently execute on every patient call is crucial.

Why?

Just think about the ease of today’s landscape: We order groceries to our doorstep, request cars from our couch to take us virtually anywhere and have prescriptions refilled by pressing a button. Almost every task is performed over the phone; we are increasingly turning to our handheld devices to fulfill our wants and needs.

Your patients expect the same ease and accessibility when scheduling an appointment or interacting with your healthcare organization at all. Let’s give them the most optimal patient experience every time that phone rings. They deserve it.

What should scripting look like on a patient call?

1. Identify yourself and your health system or practice.

  • “Thank you for calling [Your Provider Name], this is [Your Name], how can I help you?”
  • Assert that you can help and collect the caller’s information.
  • “I can help you out with that. Whom do I have the pleasure of speaking with?”
  • Ensure that you refer to the caller by name throughout the conversation to establish rapport and a personal connection.

2. Knowledgeably answer questions and collect necessary information. 

  • Be prepared to confidently obtain information and answer questions regarding:

    • Accepted insurances
    • Cash discounts or payment plans
    • Services offered in office
    • Schedule availability for particular services
    • Doctor availability
    • Consultation / initial exam price (for emergent care)
    • Address and hours

  • When someone calls in asking questions, that caller is likely looking to book an appointment. After obtaining all needed pre registration information, request the appointment. If the patient’s answer is yes, offer at least two different appointment times. “Is morning or afternoon better?” “Morning, great! I have an appointment available at 9:30 Wednesday or 8:00 Thursday. Which do you prefer?”

3. Provide the Optimal Patient Experience

  • Increase your appointment show rate and set the caller’s expectations for next steps. “We have you down for 8 a.m. on Thursday. Be sure to arrive 15 minutes early to complete initial paperwork. Do you know where our office is located?”
  • Let the patient know what’s to be expected upon arrival for the appointment, such as check-in steps or needed documentation for the appointment. This is also a good time during the call to discuss payment expectations. Increase your cash collections by articulating what the patient should expect to pay, or collect it over the phone.
  • When wrapping up the call, provide instructions for what the patient should expect to happen next. If he or she will be contacted by another individual to confirm paperwork and financial responsibility prior to the visit, make that known. Finally, do a self assessment. Did the patient feel at ease? Did you receive the necessary documentation and payment information? Is there anything that needs to be looked at again?
  • “Thank you so much for calling XYZ Health System. We look forward to seeing you on August 8 at 11:15 a.m. Be sure to bring your insurance card and desired form of payment with you. Is there anything else I can help you with today?”

Proper usage of scripting on calls is homologous with an unparalleled patient experience. It puts patients at ease and strengthens provider-patient care. Having said that, for a health system to offer that white glove experience for patients calling in, there needs to be constant feedback on key performance aspects of every phone call, rather than just a sample call size. Other than scripting, what is your health system doing to monitor and enhance the patient experience on every single patient call?

1. “Consumer Survey Reveals the Customer Care Experiences That Most Impact the Relationship Between Cable Operator and Subscriber.” CSJ International Press Release. May 12, 2010. 

Sarah Suddreth is a proud member of The Beryl Institute and Director of Business Development at Call Box, the leading telephony and artificial intelligence technology firm that works with health systems and providers to present more insight into their phone calls. Healthcare providers turn to Call Box when both internal and external patient experience issues continue to arise over the phone. Living in Dallas, Sarah works with healthcare executives across the nation to enhance Patient Access and Experience standards for patient interactions over the phone.

Tags:  communication  patient experience  scripting  technology  telephone 

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Re-centering Our Attention on Clinical Excellence

Posted By Kelly Parent, Wednesday, June 20, 2018
Updated: Tuesday, June 19, 2018

“Unless someone like you cares a whole awful lot, Nothing is going to get better. It's not.” - Dr. Seuss

If your health care organization is anything like the ones for which I have worked, you have been exposed to a myriad of philosophies, principles, and tactics (i.e., service excellence, patient/person and family centered care, patient and family engagement, relationship-centered care) that seek to define a culture that achieves optimal patient and family outcomes and experiences through the creation of trusting and empathic relationships, effective communication tactics, and patient and family engagement and activation. There is compelling evidence for the value of such efforts, for they have been shown to improve clinical outcomes, decrease harm events, reduce litigation, and save health care dollars.

However somewhere along the way, the health care industry has become a bit preoccupied by “the test,” viewing the patient experience largely through the lens of patient satisfaction scores. Somewhere along the way, we have allowed ourselves to transpose the patient experience with the customer experience as incongruously defined by hotel standards. We are spending large amounts of time (and money) focusing on a number instead of a person, reacting to mismanaged expectations, and trying to surpass our competition by offering gourmet food, fancy wait space amenities, and concierge services. It is time to get back on track re-centering our attention on clinical excellence. We must re-focus by respecting the needs and perspectives that patients and families bring to the table, communicating with them in ways that are understandable and affirming, welcoming and encouraging their participation in care planning and decision making, and evaluating success in meeting goals of care.

“It's not about what it is, it's about what it can become.” - Dr. Seuss

Fifteen years ago, my family was thrust into the world of doctors, hospitals, fear, and pain when our daughter was diagnosed with a serious illness. Being health literate, we were relatively well positioned to navigate this complex world, for we understood medical jargon, knew how to get answers to our questions, and most importantly, grasped the importance of becoming an active member of her health care team. However despite our confidence, knowledge, and skills, at times we were too vulnerable, too intimidated, and too exhausted to comprehend every conversation, engage in every discussion, and speak up every time that we were unsure. We learned to appreciate the staff who took the time to see where we were (sometimes with needs changing from shift-to-shift) and adapt care tactics accordingly. During highly emotional and difficult times, we needed staff to take care of us and do things “to and for” us. At other times, we needed to be fully present, engaged, and activated to partner “with” our daughter’s providers to make decisions and learn how to manage her care at home, and we always needed staff to know our daughter, the little girl, and not just our daughter, the illness.

My daughter’s illness turned out to be my training ground to become an advocate for patient and family centered philosophy and culture and create institutional readiness for patient and family partnerships. Over these past twelve years, I have learned that patient and family centered care is the way to achieve optimal outcomes and experiences, but to accomplish culture change it takes all of us:

  • We must commit to finding our passion to care for those who come to us at their most vulnerable needing us to provide emotional, spiritual, and physical support.
  • We must remember that unless you ask, you have no idea what patients and families fear most.
  • We must commit to creating and sustaining a culture of teamwork, trust, and compassion welcoming our patients and families as full members of their health care team.
  • We must remember that no one knows more about our patients than the patients themselves and their families.
  • We must commit to welcoming family presence and participation across the care continuum.
  • We must remember to acknowledge family expertise and point out strengths.
  • We must commit to providing transparent, understandable, and timely access to medical information and coordinating care and communication across all settings.
  • We must remember to explain “why” and teach “how”.
  • We must commit to respecting and encouraging patients and families to speak up if something does not feel right.
  • We must remember that what is routine for you is far from routine for patients and families.
  • We must commit learning what matters most to patients/families.
  • We must remember to truly listen.

“Today I shall behave, as if this is the day I will be remembered.” ― Dr. Seuss

Kelly Parent has twelve years’ experience leading patient and family engagement efforts across clinical, education, research, and quality/safety initiatives. Kelly started as a Family Advisor, served as PFCC Program Manager at a large academic medical center, worked as a PFCC educator and consultant, and is currently the Vice President for the Patient and Family Experience at Beaumont Health System.

Tags:  patient and family engagement  patient centered care  patient experience  service excellence 

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Techniques for Bringing Compassionate Communication to Telehealth Interactions

Posted By Anthony Orsini, D.O., Wednesday, May 16, 2018
Updated: Wednesday, May 16, 2018

One of the hottest topics in medicine today is the continued growth of telemedicine.

According to a survey by Jackson Healthcare, Telehealth is expected to grow in the U.S. by 27.5%, reaching $9.35 billion by 2021. It is estimated that by the end of this year alone, the number of patients using telemedicine services will reach 7 million, with 44% of private practices making the development of telemedicine services, their number one priority. This approach is especially popular in rural areas where accessibility to physicians can be difficult.

As an increasing number of patients choose telemedicine as a more convenient option than emergency or urgent care visits, the challenges that physicians and other healthcare professionals face to build relationships with patients have become even greater.

The communication techniques healthcare professionals use to build trust are even more important during physician-patient video conference calling. The impersonal nature of communicating via screen amplifies the need to focus on communication techniques that build trust between the physician and patient. Without trust in their healthcare provider, patients are less likely to follow their treatment and have poorer outcomes.

Healthcare providers can use the following communication techniques to build trusting relationships with patients during telemedicine visits:

  1. Give the patient your undivided attention - It is easier to forget during videoconferencing that the patient is watching and interpreting your body language. Remember that 70% of all language is non-verbal. Take limited notes during the conversation. Writing or entering data in the EMR (electronic medical record) during conversations is perceived as multitasking and not interpreted by patients as being thorough. Be aware of your facial expressions. Since the patient cannot see your body positioning, he/she will be watching you even more closely than if you were in the same room. Your facial expressions can either be interpreted as compassionate, disinterested or rushed. The perception of eye contact can be felt even through video.

  2. Remember that each interaction with a patient is a conversation and not an interview. Don’t interrupt or ask follow up questions before the patient has finished speaking. Patients are even more sensitive to the feeling of being rushed during telemedicine. It is very important to let them feel that even though you may not be in the same room, they are the most important person to you at that moment.

  3. Be a genuine person. Although healthcare professionals will often be video conferencing with patients they have never met before, there is still an opportunity to form a trusting relationship in a short period of time. Today’s patient wants to interact with their healthcare professional on a personal level. Avoid the “all business” attitude. Relate on a personal level. Ask the patient where they are from and find a common interest if possible to help form that relationship.

By all accounts, telemedicine will play a large part in the future of healthcare. It has the potential for dramatic cost reduction, increases in healthcare accessibility and improved patient satisfaction. It should not be a replacement for the strong relationship between a patient and his/her healthcare provider as that is critical to any healthcare visit. By learning proper techniques in compassionate communication, healthcare providers can build relationships even through video conferencing.

Dr. Anthony Orsini, Founder and President, BBN, is a full-time neonatologist and expert in compassionate communication in medicine. He is currently the Vice-Chairman of Neonatology at Winnie Palmer Hospital in Orlando, FL. He also serves as the President of BBN, the organization he founded in 2012 that offers training services to educate professionals in the art and science of compassionate communication.

Tags:  access  communication  improving patient experience  physician  telemedicine  trust 

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A New Framework for Putting Patients at the Center of Digital CARE

Posted By Niall O’Neill, Tuesday, May 15, 2018
Updated: Wednesday, May 16, 2018

"Oh great." I hear you say. Yes, this is another article about consumerism in healthcare. McKinseyForbesDeloitteNYTimesHarvard Business Review, you name it – industry leaders and commentators have all called this trend in recent years, and consumerism was a hot topic at HIMSS. But the truth is, this conversation started at the turn of the century.

A long, long time ago, in the year 2000 AD...

The Institute for the Future made some alarming projections about healthcare. They identified early connections between healthcare spending and consumerism.1

 

Patients

 

Consumers

Passive recipients of care

Actively making choices about care

 

A healthy economic market requires competition, and therefore, informed and engaged consumers empowered by choice. Other industries like retail, travel and technology2 have adapted rapidly, and consumers expect the same in healthcare services.

This isn’t about Siri replacing your primary care physician or Amazon’s robot surgeons replacing hips at Whole Foods. While we might get there one day, let’s dim the science-fiction fantasies for now and focus on the present reality.

We need a simple framework to drive today’s digital solutions so we can adapt quickly to healthcare consumerism, put patients at the center of care, and create a meaningful, interoperable platform to enable the future. Solutions for this new landscape must adhere to four fundamental principles of digital CARE:

  • Convenience
  • Accessibility
  • Relationships
  • Empowerment

Convenience

Once upon a time, patients may have had one choice - the community hospital. With the ongoing consolidation in the US market, super-systems now compete regionally for consumer loyalties.

Today, consumers have a choice, and are influenced by the same drivers as other industries – a need for convenience and responsiveness.3 When we look at the evolution of digital tools like smartphones, convenience drives us.

A zero-friction customer service model isn’t just “nice to have.” It’s absolutely necessary for acquiring and retaining consumer relationships. For patients, particularly those with ongoing care needs, convenience will reduce the burden of these interactions.

One technique is to map the consumer’s journey, starting from the point at which they have a need for care. Try thinking from the user’s vantage point. Even if a process works well for you and your staff, it may not optimally address your consumers’ (or their families’) needs. When we walk in our consumers’ shoes, we better understand what they are thinking and feeling, and can identify new opportunities for improvements.

Only when you understand your opportunities for improvement should you identify digital solutions.

When you can anticipate your consumers’ needs and think holistically about their interactions with your organization across multiple channels you can design personalized solutions that make it easy for them to get the information and communication they need, at the right time, in the right way. Reduce the friction, make it easy for your consumers.

Accessibility

Ron Mace, founder of the Center for Universal Design has defines Universal Design as the “design of products and environments to be usable by all people, to the greatest extent possible, without the need for adaptation or specialized design.”

To achieve this, involve as many consumers as possible in your design process. Connect with patient leaders through Patient Advisory Boards, or through organizations like WEGO Health and the Savvy Coop. Ask them to share their stories, and let them shape your diverse, realistic user personas. For those who don’t speak software, that just means your consumer experience must work for everyone, even outliers. Real life is messier than fiction, so let them inspire you to test your design in ways you wouldn’t have otherwise. And remember, your consumers speak many languages – emotionally, culturally and literally. Will everyone know what to do? Feel understood? Heard?

Technology creates new possibilities for accessibility.

Relationships

It is the best of times, it is the worst of times. Providers that meet or exceed expectations will gain and sustain relationships with consumers. Sounds great if you’re a consumer, but do providers have the time to be heroes?

They do if you leverage technology to automate their routine administrative and clinical tasks, so they have time to spend enriching patient interactions. Look for tools that enable them to focus on care and the interpersonal relationship, rather than data entry.

But remember, technology can do A LOT more than automate. Think of a time when you talked to an old friend living 10,000 miles away, or followed a new friend on Instagram because they had the best kitten memes...we are delighted in these moments. Can you foster the same humanity between doctors and patients using technology?

Digital tools have the power to improve communication in our relationships and foster partnership among consumers and caregivers. Today’s open, secure platforms for video and text-based dialog with “carers” (providers, family, friends) allow consumers to access care, share preferences, ask questions, and make shared medical decisions in the hospital or at home.

Empowerment

Knowledge is [em]power. *Knowledge (noun), the application of information through actions. We need to transition from information-sharing to knowledge transfer.

Patient portals are the standard patient engagement tool, thanks to Meaningful Use requirements. They give patients a view of some data captured in an EHR, but in many cases that information lacks context or helpful next steps about disease management. It’s not actionable.

Tools that empower consumers impart knowledge to facilitate self-care, give context and ensure that patient preferences, fears and motivators are factored into a longitudinal plan of care. We live in an exciting time for innovation in healthcare, and I believe that digital technologies can help truly put patients at the center of CARE.

1.  https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/debunking-common-myths-about-healthcare-consumerism

 

Niall O’Neill is the Vice President of Business Development at Oneview Healthcare, a health technology company focused on improving the experience of care for patients, families and providers. Based in Dublin, Ireland, Niall turned to healthcare after over a decade of management consulting in other industries with Accenture and Deloitte, driven by a belief that technology can make healthcare better for all.

Tags:  choice  Consumerism  patient experience  relationship  technology 

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Patient Experience: Putting the Patient Front and Center

Posted By Katie Joyce and Katie Ziemer, Friday, April 20, 2018

Better patient experience has been linked with better health outcomes, improved treatment adherence, and increased provider and staff satisfaction. It creates a continuous positive upward spiral. However, initiating that upward spiral can be difficult due to the complexities of patient experience.  

To continue the dialogue around understanding and addressing these complexities, we decided to bring together experts in the field, including healthcare services researchers, technology innovators, and leaders in clinical organizational improvement. We published their perspectives in the Ipsos Understanding Society, Patient Experience edition. Below, we provide the main take-aways from this initiative.

What is not measured is not improved

Before patient experience can be improved, it must first be measured, but measured in the right way. Measuring the patient experience allows us to see what needs to be improved, and points to how to improve it. When tracked over time, it lets us see whether our improvement efforts are actually making a difference. However, a number of factors need to be taken into consideration when measuring the patient experience so that we can ensure the results are actionable and accurate. 

  • First, it’s important to measure the aspects of the healthcare experience that actually matter to the patient. What are their expectations? What barriers impede them from getting their needs addressed? Using a journey mapping approach, where patients describe their entire experience before, during, and after the encounter, can be a useful way to get this information.

  • Second, the patient experience needs to be linked to the systems and staff that impact their experience. What procedures do the staff use to check patients in? What are the rules for family visitation in hospitals? This information points to which aspects of the system or staff need to be changed to have the biggest impact on the patient.

  • Third, measuring the patient experience should place as little burden on the patient as possible. Increasingly, this can be accomplished through technology, such as online surveys and incorporating alternative data streams.

  • Fourth, we need to consider and account for the factors that can influence patient experience scores to gain as accurate of a picture as possible. For instance, primary care providers who have an ongoing relationship with their patients tend to receive higher scores than emergency care providers. This context needs to be taken into account when comparing scores between providers to make them equitable. Ipsos has developed fair scorecards that provide adjusted benchmarks to account for this context.

  • Fifth, while patient experience is important to measure, we also need to recognize that it represents subjective perception rather than objective clinical care. For example, patients’ satisfaction with their experiences depend on their expectations. If an experience meets or exceeds expectations, the patient will be more satisfied with the experience, whereas if the experience falls below expectations, the individual will be dissatisfied. 

Making the data actionable 

Once patient experience information is collected, the question then becomes what do you do with it?  Again, it’s important to identify the aspects of the patient journey (good and bad) that have the biggest impact on the overall experience. Patient-provider communication, care transition, and the availability of home-based medical care are all aspects of the patient experience that tend to significantly impact perceptions of the overall experience. Patients want to feel heard and respected by their doctor, a seamless transition once they leave the hospital, and the convenience of having their care team come to them (especially for elderly patients). 

Once the most important aspects of the patient experience are identified, the units and staff responsible for these aspects of care need to be engaged and part of the feedback loop and continuous improvement process. Getting the right information to the right people who can take action is essential.  In addition, getting staff buy-in and having a concrete action plan with tailored guidance and defined accountability are indispensable for creating successful improvements. This is often easier said than done as improving patient experience may necessitate large-scale institutional change. For instance, the Department of Veterans Affairs (VA) is rolling out patient experience improvement initiatives such as WECARE Leadership Rounding, where hospital leaders connect with patients and staff on a regular basis. Given the time, effort, and resources these initiatives require, facility leaders need to continually assess the success of these initiatives, keeping the ones that work and discarding the ones that don’t. This continuous feedback loop ensures that only the most effective initiatives are continued and promotes the upward spiral of providing patients with a better experience. 

Additional details about our findings on the challenges and solutions for improving the patient experience can be found here: https://www.ipsos.com/en-us/knowledge/society/understanding-society-us-edition-patient-experience

Katie Joyce leads the US Public Affairs Government and Healthcare Service (GHS) research portfolio, with full business management responsibility. She oversees a senior team of data scientists, Ph.D. social scientists and statisticians, technologists, and project managers, as well as a behavioral science practice. In addition, Katie leads the portfolio of private health work in consumer survey research and brand tracking – key clients include Anthem, Blue Cross Blue Shield, and Kaiser Permanente. 

 

 

Katie Ziemer, PhD, is an Associate Research Scientist at Ipsos Public Affairs. She conducts behavioral science research for federal and non-federal clients, including study design, data collection, data analysis, reporting, and advising. She also co-leads the development of a Behavioral Science Community of Practice which brings behavioral science service offerings to market and builds internal capabilities. Her research interests include attitude formation, behavior change, health promotion, disease prevention, brief psychosocial interventions, and positive psychology. Katie is a licensed clinical psychologist with a doctorate in counseling psychology from the University of Maryland.

Tags:  data  measurement  patient experience  process improvement  research  survey 

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