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Patient Experience
A Journey to Excellence
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Leadership Questions
• What will look different on your calendar related to patient experience?
• How do you connect your staff to the joy of service?
• What can you do to better hear the voice of the patient (customer) on a regular basis?
• What am I missing related to my customer?
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Leadership Weekend
• Weekend Overview
• Sunday Work Session
• Break Time Instructions/Design Activity
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Leadership Weekend
Overview
• Connect with the Importance of Patient Experience
• Meal Time Instructions
• Need Assistance? – Lorenzo Brown– Marlissa Ledesma– Cristin Repasky
• Program Orientation
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Leadership Weekend
Sunday Session
• Team Photo Shoot– 7:30 a.m. - 9:00 a.m.– 12:10 p.m. - 12:20 p.m.
• Business Unit Seating • Commitment Cards
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Name: _____________________________________
Title: ______________________________________
Years of Service : ___________________________
LEADERSHIP WEEKEND 2008
Patient Experience Commitment
My Leadership Commitments to Patient Experience in 2009
1. ______________________________________________
2. ______________________________________________
3. ______________________________________________
4. ______________________________________________
Signature____________________________
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Leadership Weekend
Break Instructions
• Take Your Belongings
• Badge Number Seating
• Table Captains
• Activity Hosts– Jay Perez– Marla Silliman– Sheryl Dodds
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Design ActivityDesign Activity
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FH Experience Drivers
• “One Continuous Experience"
• Team Based (Physicians, Employees, Leaders)
• Experience Starts with the “Voice of the Patient” – Experience is created in “Real Time”
• Fundamentals First
• Highly Intentional
• Treated Like Family
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Experience Model – One Continuous Experience
Act 1: Arrival Act 2: TreatmentAct 3: Departure
Environment Interaction
CoreProcesses
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Patient Experience
• Environment– Front Entrances– Lobby/Waiting Rooms– Clinical Spaces– Sights/Sounds/Smells– Appearance
• Interaction– Communication (Physician/Staff/Patient)– Caregiver Relationships– Trust/Belonging/Hope
• Core Process – Clinical Process– Operational Process
Environment Interaction
CoreProcesses
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FH Experience Model
Act 1: Arrival Act 2: TreatmentAct 3: Departure
Environment Interaction
CoreProcesses
Environment Interaction
CoreProcesses
Environment Interaction
CoreProcesses
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FH Experience Model
Act 1: Arrival Act 2: TreatmentAct 3: Departure
Environment Interaction
CoreProcesses
Environment Interaction
CoreProcesses
Environment Interaction
CoreProcesses
VOP/VOT/CommunicationVOP/VOT/Communication Service Standards
Service Standards
Rewards and RecognitionRewards and RecognitionService RecoveryService
Recovery
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FH Experience Drivers
• “One Continuous Experience”
• Experience starts with the “Voice of the Patient” – Experience is created in “Real Time”
• Team Based (Physicians, Employees, Leaders)
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Team Quote
“You can design and create, and build the most wonderful place in the world, but it takes people to make the dream a reality.”
Walt Disney
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FH Experience Drivers
• “One Continuous Experience”
• Experience starts with the “Voice of the Patient” – Experience is created in “Real Time”
• Team Based (Physicians, Employees, Leaders)
• Fundamentals First
• Highly Intentional
• Treated Like Family
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Activity Activity InstructionsInstructions
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Design Activity - Goals
• Identify what matters to patients – through Act I, II & III.
• Specifically Identify the “Must Haves” and the “Delighters” that contribute to the Patient Experience.
• Learn the fundamentals of team engagement.
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Acts I, II, III
• Definitions– Act I: Arrival: Pre-Arrival, parking onsite
to arrival at clinical area
– Act II: Treatment – Pre-Discharge
– Act III: Discharge/Departure
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5 Step Process
1. Instructions – 2 Minutes
2. Idea Generation – 7 Minutes
3. Review of Ideas – 8 Minutes
4. Ranking of Ideas - 2 minutes
• Action Plan – 7 Minutes
5. Transition
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Patient Experience
2009
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System Experience Team
• Since we met in July…
• Understanding Performance – Gallup to HCAHPS
• Patient Experience Drivers & Model
• Deployment Model
• 2009 Goals & Strategy
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What we said in July…Next Steps
• Formalize Learning– Completion of Research – Patient Experience Pilots
• Planning Process– Development of the Methodology– Focus Week Planning – 2009 Roadmap
• Experience Focus for Leadership Weekend
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Gallup Patient SatisfactionHistorical Trend
• Outpatient (Test & Treatment and Surgery)– OP overall satisfaction top box ratings have
consistently been in the top quartile and frequently in the top decile over the past 5 years.
• Emergency Department– Overall satisfaction top box rating has ranged between 42% to
49% over the past 5 years.– Ratings have steadily improved since 2006 with PTD scores for
2008 at the highest level ever achieved.
• Inpatient (Adult and Pediatric)– Overall satisfaction top box rating has ranged between 54% to 57% over
the past 5 years.– Ratings have been in decline since 2005.
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Gallup Patient SatisfactionHistorical Trend
• Outpatient (Test & Treatment and Surgery)– OP overall satisfaction top box ratings have consistently been in the top
quartile and frequently in the top decile over the past 5 years.
• Emergency Department– Overall satisfaction top box rating has ranged
between 42% to 50% over the past 5 years.– Ratings have steadily improved since 2006 with
PTD scores for 2008 at the highest level ever achieved.
• Inpatient (Adult and Pediatric)– Overall satisfaction top box rating has ranged between 54% to 57% over
the past 5 years.– Ratings have been in decline since 2005.
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Overall Satisfaction Emergency Department
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Gallup Patient SatisfactionHistorical Trend
• Outpatient (Test & Treatment and Surgery)– OP overall satisfaction top box ratings have consistently been in the top
quartile and frequently in the top decile over the past 5 years.
• Emergency Department– Overall satisfaction top box rating has ranged between 42% to 49% over
the past 5 years.– Ratings have steadily improved since 2006 with PTD scores for
2008 at the highest level ever achieved.
• Inpatient (Adult and Pediatric)– Overall satisfaction top box rating has ranged
between 54% to 57% over the past 5 years.– Ratings have been in decline since 2005.
![Page 28: Patient Experience A Journey to Excellence. Leadership Questions What will look different on your calendar related to patient experience? How do you connect](https://reader035.vdocuments.us/reader035/viewer/2022070411/56649c9d5503460f9495d2cb/html5/thumbnails/28.jpg)
Overall Satisfaction Inpatient
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Patient Experience Goals2009 - HCAHPS
2009
2010
2011 andbeyond
Basic Performance(50th National Ave.)
Good Performance(+75th Percentile)
PacesetterPerformance
(+90th Percentile)
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Tri-County HCAHPS Results
20th10-20th20-30th60thPercentile
74%73%75%80%AlwaysDischarge Information
50-60th30-40th40-50th60thPercentile
55%49%51%56%AlwaysQuietness of Hospital Environment
50-60th10-20th30th60-70thPercentile
67%57%62%70%AlwaysCleanliness of Hospital Environment
30-40th10th30th70thPercentile
53%48%52%59%AlwaysCommunication about Medicines
20-30th10-20th30th60thPercentile
62%60%63%68%AlwaysPain Management
OHFHState
AverageNational Average
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Tri-County HCAHPS Results
60-70th20-30th30-40th50-60thPercentile
71%58%62%67%DefinitelyWillingness to Recommend
60-70th20-30th30th60thPercentile
65%56%57%64%DefinitelyOverall Hospital Rating ("9" or "10")
40th10-20th20-30th60-70thPercentile
56%50%53%63%AlwaysResponsiveness of Hospital Staff
20th<10th20-30th60thPercentile
73%66%74%80%AlwaysCommunication with Doctors
40th10-20th20-30th60-70thPercentile
69%62%66%74%AlwaysCommunication with Nurses
OHFHState
AverageNational Average
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HCAHPS: Willingness to Recommend 30th 50th 80th - PPM Goal
GOALS 61% 67% 75%
Orlando (41%) 0 -6 -14
Altamonte (16 %) -8 -14 -22
Winter Park (14 %) 0 -6 -14
East Orlando (14 %) -17 -23 -31
Celebration (9%) +6 0 -8
Kissimmee (4%)
Apopka (3%)
FH System -3 -9 -17
Projected Inpatient HCAHPS Targets
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FH Experience Drivers
Drivers to Action
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FH Experience Drivers
• “One Continuous Experience”
• Experience starts with the “Voice of the Patient”
• Team Based (Physicians, Employees, Leaders)
• Fundamentals First
• Highly Intentional
• Treated Like Family
![Page 35: Patient Experience A Journey to Excellence. Leadership Questions What will look different on your calendar related to patient experience? How do you connect](https://reader035.vdocuments.us/reader035/viewer/2022070411/56649c9d5503460f9495d2cb/html5/thumbnails/35.jpg)
FH Experience Drivers
“One Continuous Experience”
• What is your contribution to the Patient Experience?
• Do you understand what is required from your team?
Environment Interaction
CoreProcesses
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FH Experience DriversVoice of the Patient
• How do you hear the voice of the patient?
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FH Experience DriversTeam Based
• Is your team engaged?
• Do they have a passion to serve?
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FH Experience DriversFundamentals First
• Safety
• Clinical Performance
• Communication
• Responsiveness
• Execution of Core Process
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FH Experience DriversHighly Intentional
• Did you intend to produce your current level of performance?
• Do you study what actually occurs in your service delivery?
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FH Experience DriversTreated Like Family
• Have those you have served been treated like family?
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Patient Experience Model
Act 1: Arrival Act 2: TreatmentAct 3: Departure
Environment Interaction
CoreProcesses
Environment Interaction
CoreProcesses
Environment Interaction
CoreProcesses
VOP/VOT/CommunicationVOP/VOT/Communication Service Standards
Service Standards
Rewards and RecognitionRewards and RecognitionService RecoveryService
Recovery
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Business Unit Execution
SystemSystemRequiremenRequiremen
tstsPatient Centric Model
(Act 1, Act 2, Act 3)
Business Unit Ownership
Employee Driven
Common Metric Set
System Coordination
FH Wide Solution18-24 Months
HCAPHSHCAPHSNationalNationalAverageAverage
2009 Goal:Meet or Exceed
HCAHPSNational Average
2009 Goal:Meet or Exceed
HCAHPSNational Average
HR Structure/Strategy
Process Improvement
Research/Development
Program Structure
Business UnitBusiness UnitExecution/StrategyExecution/Strategy
System Resource Utilization
Deployment
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Disney Children’s Hospital
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CernerProject Mgmt Expertise and
Execution
EDThe few and
focus
GinsburgDesign
Philosophy
Disney & PartnersExperience
Children’s HospitalsBest Practices
SIA 1,2,3Internal
Expertise
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2009 Road Map
Oct 9–12, 2008Leadership Retreat
Oct 6 - Nov 14, 2008Finalize Campus and System Resources
2008 2009
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Operating - Strategy/Deployment
Banks/Silliman & Dodds/Perez
Operating - Strategy/Deployment
Banks/Silliman & Dodds/Perez
GovernanceCummings/Paradis
GovernanceCummings/Paradis
Pt. ExperienceSystem Team
Pt. ExperienceSystem Team
Design Support/Resource TeamDesign Support/Resource Team
TrainingSupportTrainingSupport
Subject Matter ExpertSupport
Subject Matter ExpertSupport
Process ImprovementSupport
Process ImprovementSupport
VOP/VOT/Communication
Role
ServiceStandards
Role
ServiceRecovery
Role
Rewards &Recognition
Role
Campus Lead
VOP/VOT/Communication
Role
ServiceStandards
Role
ServiceRecovery
Role
Rewards &Recognition
Role
VOP/VOTCommunications
System/CampusService
Standards
System / CampusService Recovery
System / CampusRewards & Recognition
System Learning's
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2009 Road Map
Oct 9–12, 2008Leadership Retreat
Oct 6 - Nov 14, 2008Commit System and Campus Resources
Oct 13 – Jan 23, 2009 (System & Campus)Current State / Future State Opportunity Mapping/Build TeamsJan 26 – Mar 6, 2009
Design & Develop Service Standards/Campus Programs
Mar 9 – Apr 3, 2009Acquire & Train Instructor / FSE Resources
Apr 6 – Sep 30, 2009Campus-wide Training and
Program Implementation
2008 2009
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ENDEND
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Overall Satisfaction Top Box and Percentile TrendOP Test & Treatment
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Overall Satisfaction Top Box and Percentile TrendOutpatient Surgery
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System Experience Team
• Des Cummings - Executive Sponsor • Andy Crowder• Connie Hamilton• David Banks• Eileen Hodgson• Gar Williams• Lorenzo Brown• Jason Wells• Jay Perez• Marla Silliman • Michelle Skubick• Sheryl Dodds• Sy Saliba
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What we said in July…
• Starts with Mission• Bring Purpose and Function together• Individual Encounters• Precise Service Standards• An Integrated Approach
– Safety/Quality– Team Engagement– Service – Performance Improvement
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Patient Experience Goals
Campus Ownership: Administrator Accountability Campus Excellence Teams Employee Driven
System Resource Assistance: Process Improvement Human Resources
World Class Excellence: Innovation Consistency of Experience Mission Achievement
2009
2010
2011 andbeyond
Basic Performance(50th National Ave.)
Good Performance(+75th Percentile)
PacesetterPerformance
(+90th Percentile)