christopher a3 presentation - 8.5.16
TRANSCRIPT
The Patient Hospitality Program
August 10th, 2016
Christopher Malcaus,Patient Hospitality Ambassador
Facts of Bellevue’s Hospitality Program
• The Hospitality Program launched in October 2015 by catering to only overnight guests in distributing hospitality kits.
• In November 2015, the Hospitality Program began its non-clinical services to patients on the 16th floor.
• In January 2016, in collaboration with St. Joseph’s College, an expansion of services to units 15N and 15W was facilitated.
• Due to the success of the Hospitality Program, its non-clinical services have been increased to span floors 15, 16, and 17.
• Student-interns and volunteers, in addition to the program’s employees, are the backbone of the Hospitality Program.
• Student-interns are acquired from St. Joseph’s College, Lehman College-CUNY, and Monroe College.
• The Hospitality Program is essential in order to improve patient satisfaction and enhance Bellevue’s standing in the medical field.
Problem Statement:
The Hospitality Program under the Office of Strategic Management at NYC H+H/Bellevue serves patients on a daily basis and caters to their non-clinical needs. The Hospitality Program maintains a generic database that is incomplete in terms of specificities (e.g., scheduling patients’ barber appointments and documentation of how many times such appointments were made over the past nine months). In order to operate more efficiently, the Hospitality Program would need a detailed database that would log all patients’ issues and requests on a monthly basis. A detailed database would allow specific departments to better anticipate and address patient needs, which would improve overall patient satisfaction.
Scope: All patient issues and requests reported to the Hospitality Program.
1. Reason for Action
Measure Initial
Number of specific patient issues and requests tracked. 0%
2. Initial State
• Current database tracks the amount of patients visited on a daily basis and not the specific issues and requests.
• The specific patient issues and requests are not tracked by respective unit or department.
• The Hospitality Program maintains a limited number of Patient Hospitality Ambassadors to aid patient needs and to track such needs.
3. Target State
To create a comprehensive database that captures all patient issues and requests, and the exact number of patients who report such issues, on a monthly basis.
To monitor trends of patient issues by unit on a monthly basis.
To increase the number of Patient Hospitality Ambassadors with a stronger marketing program.
Measure Initial Target
Number of specific patient issues and requests tracked. 0% 100%
4. Gap Analysis
Gap Root Cause(s)
The specific patient issues and requests are not tracked by respective unit or department.
• There is no advanced database for tracking patient issues and requests.
There is limited time in which to complete Patient Hospitality tasks.
• There is not enough of Patient Hospitality staff to create the database and fulfill all Patient Hospitality-related tasks.
• There is a lack of a robust marketing plan for student-intern outreach.
Problem/Root Cause If we… Then we…There is no advanced database for tracking patient issues and requests.
• Create a more advanced database to track patient needs
• Could follow and determine trends related to patient issues and requests
• Could report patient issues and requests back to their respective departments to better anticipate patient needs
• Could serve and cater to patients more efficiently and enhance our actions towards fulfilling the 20/20 vision
There is a lack of a robust marketing plan for student-intern outreach.
• Create a marketing plan to attract and retain more student-interns
• Have a larger number of Patient Hospitality Ambassadors to track and address patient needs
5. Solutions Approach
6. Rapid ExperimentsPlan Result
To create a more advanced database to track patient needs.
• Previous specific patient needs were input into database from November 2015 to June 2016.
• 100% of specific patient needs were tracked in July 2016 for each unit.
• Able to trend patient issues and requests over the past nine months.
Patient Issues and Requests:November 2015 – July 2016
November December January February March April May June July TotalSocial Worker 7 47 10 10 32 28 26 25 22 207Doctor/Nurse 7 44 7 23 35 48 18 25 23 230Food/Issues 3 10 9 5 15 17 10 18 20 107Beauty Salon 0 10 3 1 4 7 20 13 31 89Other 5 29 10 15 40 21 27 9 29 185
November December January February March April May June July0
10
20
30
40
50
60
Patient Issues and Requests: November 2015 – July 2016
Social Worker Doctor/Nurse Food/Issues Beauty Salon Other
15th Floor - Most Patient Issues and Requests
10
10
20
30
40
50
60
70
80
15th Floor: November 2015 – July 2016
Social Worker Doctor/Nurse Pain Beauty Salon Food/Issues Other
Social Worker 41
Doctor/Nurse 77
Pain 24
Beauty Salon 24
Food/Issues 23
Other 47
16th Floor - Most Patient Issues and Requests
10
10
20
30
40
50
60
70
80
90
100
16th Floor: November 2015 – July 2016
Social Worker Doctor/Nurse Pain Beauty Salon Food/Issues Other
Social Worker 100
Doctor/Nurse 88
Pain 43
Beauty Salon 54
Food/Issues 50
Other 71
17th Floor - Most Patient Issues and Requests
10
5
10
15
20
25
30
35
40
45
17th Floor: November 2015 – July 2016
Social Worker Doctor/Nurse Food/Issues Financial TV Service Other
Social Worker 40
Doctor/Nurse 24
Food/Issues 24
Financial 10
TV Service 9
Other 41
What Who When Status
Create and complete database.Christopher Malcaus and
Valerie Waysome
07/31/16 Complete
Create an automated dashboard for the new database to visualize the metrics and trends.
Christopher Malcaus 08/07/2016 Complete
Create a student-outreach marketing plan for Hospitality Program.
Patient Hospitality
Ambassadors 10/31/16
7. Completion Plan
Measure InitialJune
TargetSeptember
30 DaysJuly
60 DaysAugust
90 DaysSeptember
Number of specific patient issues and requests tracked.
0% 100% 100%
8. Confirmed State
What Went Well What Hindered
• Having one task (i.e., inputting data into database) allowed me to complete that task in time due to constraints on my Bellevue schedule.
• A small number of Patient Hospitality Ambassadors with whom to collaborate on the database.
What Helped AHA!!
• Meetings with supervisors Frances Arscott, Dr. Leslie-Ann Bolden, and Valerie Waysome
• A-3 Training: Brendan Nimphius• Breakthrough/Green Training: Kim Tran• Silver Training• Fire-extinguisher tutorial• Guidance from staff members Nazia
Bokhari, Alpher Sylvester, and Alexander Fier
• More student-interns and volunteers are needed!
9. Insights
Draft of Marketing Plan
College Program(s) to target
St. John’s University Health & Human Services (Queens);Hospitality Management (Queens & Staten Island)
St. Francis College Health Care Management; Pre-Health Professions
Baruch College-CUNY Business Communication/Minor in Corporate Communication
New York City College of Technology-CUNY
Health Service Administration
New York University Hotel & Tourism Management