Current research translates into three back-to-basic strategies that healthcare organizations can use to improve the patient experience—while also improving quality and reducing costs. Click the image below to download the Spring 2014 Leadership infographic to learn more.
Leadership commitment to improving the patient experience—particularly by C-suite executives and clinical leaders—is cited by most experts as crucial to improving HCAHPS scores. The research is scant on what specific leadership strategies contribute to higher patient experience scores. But those in the trenches highlight a number of approaches that are working for them. Access 7 strategies.
The infographic highlights specific tactics that healthcare providers are using to improve the patient experience—which also improving quality and/or reducing costs. Below are links to more information on these six tactics.
Tactic: Evidence-Based Order Sets
Patients want to have confidence in their providers' ability to provide reliable, evidence-based care. Research backs this up. For instance, the top predictor of patient loyalty with a medical practice is "confidence in provider," according to a 2013 Press Ganey report. In addition, 33 percent of respondents to a 2012 PwC survey blamed bad patient experiences on diagnostic or treatment errors.
Thus, the use of evidence-based care may help improve the patient experience, as well as clinical outcomes. At Memorial Hermann, physicians can electronically access evidence-based order sets to manage patients with various conditions. Clinical decision support warns physicians when a treatment may pose a risk to the patient. Learn more.
Tactic: Same-day appointments
Reliability is also a quality that patients seek from providers. Cleveland Clinic is addressing one aspect of reliability (access) with same-day appointments. Patients who call Cleveland Clinic before 4 p.m. can be seen that same day. A triage process has improved efficiencies and helps staff determine what type of provider a patient needs to see (e.g., neurologist versus nurse). Learn more.
Tactic: Case management
Effective care coordination is another key indicator of patient loyalty, according to Press Ganey surveys. Vanguard Medical Group, a New Jersey-based patient-centered medical home, uses full-time population care coordinators to coordinate care for the sickest 5 percent in the practice. Learn more.
Tactic: Short wait times
Timely, efficient care delivery is a sign of good care coordination. After eliminating triage in the ED and implementing bedside registration, St. Lucie Medical Center reduced average ED wait times (door to doctor) from 66 minutes to an average of about 12 minutes. Learn more.
Tactic: Dedicated nurse-to-patient time
Patients also want to feel that healthcare staff respect them and listen to them. In fact, just one kind nurse is all it takes to improve the care experience for a patient in plain, according to a 2012 PwC survey. At Twin Rivers Regional Medical Center, a nurse visits each patient right after admission. The nurse talks to the patient about his or her fears and concerns and provides comfort. Learn more.
Tactic: Interactive appointments
Group appointments are one way to help ensure patients get the caring attention they need with a limited number of staff. Boston Medical Center’s Centering Pregnancy approach gathers pregnant women together for group visits throughout pregnancy and early postpartum. The women receive check ups, participate in a facilitated discussion, and develop a support network. Learn more.
Deloitte: Realizing the Potential of Your CDI Program
Suzanne Whitworth, director at Deloitte & Touche LLP, and LaVerne Romberger, MSN, CCM, CCDS, clinical operations manager-Seton Healthcare, share leading practices for maximizing the potential of clinical documentation programs under value-based care.
RevSpring: Customizing a Technology Platform to Drive Patient Payment
Martin Callahan, Senior Vice President, Healthcare Solutions, RevSpring, describes key industry trends affecting how patients engage with the revenue cycle and ways payment processes are changing as a result.
KPMG: Readying for Healthcare Today and Tomorrow
Dion Sheidy, a partner in KPMG's Healthcare Advisory practice, discusses healthcare's changing landscape and how having the right advisor can help organizations navigate challenges and opportunities.
Huron Healthcare: Readying Your Organization for Transformation
Gordon Mountford, executive vice president, Huron Healthcare, discusses business imperatives for undertaking transformative change.
Xtend Healthcare: A Custom Approach to Optimizing Revenue Cycle Performance
Tom O'Neill, CEO of Xtend Healthcare Advanced Revenue Solutions, discusses key areas where organizations risk revenue leakage and ways they can use outsourcing to better protect cash flow and support accurate payment.
KeyBank: Helping You to Realize Your Strategic Vision in Changing Times
Victoria Terekhova, senior strategist for Enterprise Healthcare at KeyBank, discusses key challenges when developing long-term strategy in a rapidly changing industry, and the role the right banking partner can play in helping healthcare providers navigate the opportunities before them.
SSI: Preparing the Revenue Cycle for Changing Payer Roles
Availity: Connect to the Future of Healthcare Information
Deloitte: Leveraging IT for Value-Based Care Transformation