patient experience: putting the patient front and center · 2018-07-13 · patient experience:...
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© 2018 Ipsos 0
Patient Experience: Putting the Patient Front and CenterJuly 12, 2018
© 2018 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos.
© 2018 Ipsos 1
Purpose and AgendaPATIENT EXPERIENCE: PUTTING THE PATIENT FRONT AND CENTER
3 Introduction
24 Continuous Improvement
29 Questions & Conclusion
PurposeProvide overview of expanded SHEP analytics and
consultative services to support patient experience
improvement efforts
Agenda
8 Measuring the Patient Experience
To explore the factors that need to be taken into consideration when measuring and comparing patient experience scores, and to describe promising practices for continuous improvement of patient experience.
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INTRODUCTIONPutting the Patient Front and Center
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Meet the speakersINTRODUCTION
KATIE JOYCE, MPASenior Vice President,Ipsos
Katie is the Executive Lead for Ipsos’ GHS practice. She oversees a senior team of data scientists, Ph.D. social scientists and statisticians, technologists, and project managers. She is an expert in designing and executing quality improvement projects.
Alan has over 25 years of experience in research and statistical design of surveys. He holds a Ph.D. from the University of Michigan’s School of Business Administration in Statistics and Management Science. He serves as a survey research expert on numerous client projects, including DHA, CDC, FDA, and NIH.
ALAN ROSHWALB, PHDSenior Vice President, Ipsos
Katie is a licensed clinical psychologist and co-lead of the Behavioral Science Community of Practice in Ipsos’ Government and Health Services (GHS). Shepreviously practiced at the DC VA Medical Center. She currently serves as a subject matter expert on attitude and behavior change research.
KATIE ZIEMER, PHDAssociate Research Scientist, Ipsos
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Who is Ipsos?INTRODUCTION
Top 2 on GRIT list of
50 most innovative
market research
firms in 2015 and
2016
Billion dollars in annual revenues1.6
16,000+ Full-timeIpsos employees
Clients around the world5,000+
Million interviewsconducted each year70+
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What services does Ipsos provide?INTRODUCTION
ADVISORY SERVICES
DATA ANALYTICS SERVICES
MEASUREMENT SERVICES
GUIDING CLIENT
DECISIONS WITH
TOP-NOTCH DATA
AND ANALYTICS
Ipsos’ three core capabilities provide clients with valuable data, insight, and recommendations
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What does Ipsos do in the government and health services space?
INTRODUCTION
Improving Health
Outcomes
Health Services Delivery
Advertising Campaign Evaluation
Qualitative research into
decision-making
Comms & Behavior Change
Quality and Process
Improvement
Public Policy & Public Opinion
Public Program Admin
Knowledge, Attitudes,
Beliefs, and Behavior
Patient Experience
Experimental research design
Branding Research
Program and Impact
Evaluation
Customer Experience
and Satisfaction
Employee Engagement
Change Management
Copy and Message Testing
Ipsos has over 30 years of experience working with physicians, hospitals, payers, brokers, and other health provider organizations.
© 2018 Ipsos 7
Date: November 8, 2018
Time: 9am – 1pm
Location: The George Washington University, Elliott School of International Affairs, Washington, DC
Link: https://www.ipsos.com/en-us/events/transforming-healthcare-through-patient-experience
Save the date for our PX SymposiumINTRODUCTION
Transforming healthcare through patient experience: Going beyond the score to better care and better health
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MEASURING THE PATIENT EXPERIENCE
Putting the Patient Front and Center
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For hospitals/health systems:• Providing quality care• Attracting/retaining patients• Reputation• Profitability/CMS reimbursement
For providers:• Providing quality care• Attracting/retaining patients• Compensation• Contract extensions/termination• Acceptance into health plan networks
For patients:• Satisfaction with provider/hospital• Better adherence and engagement• Better health outcomes
Why does patient experience matter? MEASURING THE PATIENT EXPERIENCE
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How is patient experience measured?MEASURING THE PATIENT EXPERIENCE
Surveys (e.g., CAHPS,
HCAHPS)
Online Reviews (e.g., Yelp)
Interviews/ Focus groups
Observation/ Audio
recording
Journey Mapping
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Comparing and benchmarking our providers’ performances
0
50
100
150
200
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
Star
s
Yelp Reviews
Nu
mb
er o
f Re
view
s
MEASURING THE PATIENT EXPERIENCE
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“I looked up my doctor, and she scored an 89.”
“Really? My doctor only scored an 85. I should
see yours instead!”
MEASURING THE PATIENT EXPERIENCE
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Creating benchmarks for stakeholders’ interestsMEASURING THE PATIENT EXPERIENCE
Patients
Management
Measure and report tailored to stakeholders, including benchmarks and useful comparisons.
Desired Traits
Medicine management
Empathy
Communication
Efficiency
Helping
Clinical
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How do we make sure score comparisons are fair and accurate?
MEASURING THE PATIENT EXPERIENCE
TRANSPARENCY STATISTICAL EFFICACY FAIRNESS
Construction of scores must be explainable and understandable by the users of the information.
A benchmark must have a sound statistical basis that is reliable, consistent, and allows for statistical testing.
Contextual variables that can unfairly influence a measure ought to be controlled (e.g., patient mix).
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• Physician 1 and Physician 2 received the same scores from their Internal Medicine and Urgent Care patients
• Internal medicine patients give higher scores (90%) than Urgent Care patients (80%)
• Because Physician 1 sees many more Internal Medicine patients (90%) than Physician 2 (50%), Physician 1’s overall score is higher
Why does context matter?MEASURING THE PATIENT EXPERIENCE
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Constructing a benchmarkMEASURING THE PATIENT EXPERIENCE
Raw Score Reports
No Context
Simple Calculations
No Adjustment to Scores
Commercial Doctor Ratings
Fair Scorecard Reports
Uses Context Categorical
Computations
Adjusts Benchmarks /
Not Scores
Govt and Commercial
Organizational Reports
Patient Mix Adjustment
Reports
Uses Contexts
Regression-Based Complex
Calculations
Adjusts Scores
Govt CMS Style-Reports
Organizational Reports
➢Transparency➢Statistical Efficacy➢Fairness
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Our approach to benchmarking was motivated by describing this histogram.
The gold oval represents the lowest scoring providers, and they are almost exclusively ER and Urgent Care providers.
The green oval represents mostly specialty care providers.
What motivated our approach?MEASURING THE PATIENT EXPERIENCE
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Ipsos has created a fair benchmark scorecard for each provider that reflects his or her composition of patients
What is the best way to compare scores?MEASURING THE PATIENT EXPERIENCE
Identify the groupings where the scores are
different
1 2
Calculate the average scores for
each grouping
3
Calculate the percentage of patients a provider sees
in each grouping
4
Create weighted scores based on the average
scores and percentage of patients for each grouping
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• Patient experience scores from 102,431 patients for 600 providers in a managed healthcare system
• Scores vary widely by specialty
• Provider 1 is above the Fair Scorecard Benchmark and below the unadjusted mean
• Provider 5 is below the Fair Scorecard Benchmark and above the unadjusted mean
Case study MEASURING THE PATIENT EXPERIENCE
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• Patient experience scores from 102,431 patients for 600 providers in a managed healthcare system
• Scores vary widely by specialty
• Provider 1 is above the Fair Scorecard Benchmark and below the unadjusted mean
• Provider 5 is below the Fair Scorecard Benchmark and above the unadjusted mean
Case study MEASURING THE PATIENT EXPERIENCE
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• Patient experience scores from 102,431 patients for 600 providers in a managed healthcare system
• Scores vary widely by specialty
• Provider 1 is above the Fair Scorecard Benchmark and below the unadjusted mean
• Provider 5 is below the Fair Scorecard Benchmark and above the unadjusted mean
Case study MEASURING THE PATIENT EXPERIENCE
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• Patient experience scores from 102,431 patients for 600 providers in a managed healthcare system
• Scores vary widely by specialty
• Provider 1 is above the Fair Scorecard Benchmark and below the unadjusted mean
• Provider 5 is below the Fair Scorecard Benchmark and above the unadjusted mean
Case study MEASURING THE PATIENT EXPERIENCE
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The Fair Scorecard Benchmark:• Is transparent
• Has statistical efficacy
• Is fair
Using the Fair Scorecard BenchmarkMEASURING THE PATIENT EXPERIENCE
The next steps would be to:• Introduce and absorb into an organization
• Educate stakeholders
• Incorporate into Continuous Improvement
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CONTINUOUS IMPROVEMENT
Putting the Patient Front and Center
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How do we improve the patient experience?CONTINUOUS IMPROVEMENT
PLAN
DO
STUDY
ACT
Analyses to determine drivers of patient experience at a facility
Follow-up surveys and data analysis to determine success of intervention
Hands-on consultation and training through site visits and telecommunication to address identified drivers
Communicate results of follow-up with key
stakeholders, use to inform future engagements
The Plan-Do-Study-Act cycle provides a framework for continuous measurement and improvement.
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Improving ACCESS
Improving QUALITY
Improving OUTCOMES
Mitigating SOCIAL ANTECEDENTS
How do we apply this model to healthcare?CONTINUOUS IMPROVEMENT
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Assess: Understand the key drivers impacting experience and outcomes from our analyses + conduct site visits to low-performing healthcare facilities to confirm hypotheses.
Intervene. Implement job aids, workforce training programs, 1:1 coaching, business process improvement/Lean Six Sigma, or other tools - based on the literature.
Measure. Measure impact of interventions through additional PX surveys and assessment of change in overall facility quality rating.
1
2
3
1
2
3
Translating data into interventions that influence health outcomes via behavior change
CONTINUOUS IMPROVEMENT
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What are some promising practices?CONTINUOUS IMPROVEMENT
P L A N
D O
S T U D Y
A C T
• Establish a common understanding of the value of patient experience and how it will be measured
• Include stakeholders and patients in the planning process• Determine the best way to incentivize change
• Clearly communicate the value of the change• Tailor the intervention/action to the fit the context• Balance between autonomy and standardization• Ensure adequate implementation support
• Analyze both qualitative and quantitative information• Account for contextual factors in the analyses
• Communicate results in a way that people can understand• Scale to the proper level of implementation• Continue measuring and make iterative changes as necessary
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QUESTIONS & CONCLUSION
Putting the Patient Front and Center
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Link: https://www.ipsos.com/en-us/knowledge/society/understanding-society-us-edition-patient-experience
Check out our Understanding Society publicationQUESTIONS & CONCLUSION
Patient Experience: Putting the Patient Front and Center
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ABOUT IPSOS
Ipsos ranks third in the global research industry. With a strong presence in 87 countries, Ipsos employs more than 16,000 people and has the ability to conduct research programs in more than 100 countries. Founded in France in 1975, Ipsos is controlled and managed by research professionals. They have built a solid Group around a multi-specialist positioning – Media and advertising research; Marketing research; Client and employee relationship management; Opinion & social research; Mobile, Online, Offline data collection and delivery.
Ipsos is listed on Eurolist – NYSE – Euronext. The company is part of the SBF 120 and the Mid-60 index and is eligible for the Deferred Settlement Service (SRD).
ISIN code FR0000073298, Reuters ISOS.PA, Bloomberg IPS:FP
www.ipsos.com
GAME CHANGERS
At Ipsos we are passionately curious about people, markets, brands and society. We deliver information and analysis that makes our complex world easier and faster to navigate and inspires our clients to make smarter decisions.
We believe that our work is important. Security, simplicity, speed and substance applies to everything we do.
Through specialization, we offer our clients a unique depth of knowledge and expertise. Learning from different experiences gives us perspective and inspires us to boldly call things into question, to be creative.
By nurturing a culture of collaboration and curiosity, we attract the highest caliber of people who have the ability and desire to influence and shape the future.
“GAME CHANGERS” – our tagline – summarizes our ambition.
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