mercy medical center - roseburg - oahhs medical center •established in 1909 by the sisters of...
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Mercy Medical Center - Roseburg Debbie Boswell, CNO/COO
June 25, 2013
Mercy Medical Center
• Established in 1909 by the Sisters of Mercy
• Located in Roseburg, Oregon
– 174 licensed beds (141 operational)
– ADC 71.8
– Sole community provider
• Catholic Health Initiatives (CHI), which ranks as the nation’s second-largest Catholic health care system
• 188 physicians on staff
• Provide over $48 million in community benefits
About Us:
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The Changing Environment
A patient centered movement has been active across the
US for many years– AHRQ, IFCC, IHI, IOM, & TJC the
Institute of Medicine’s 2001 report, Crossing the Quality
Chasm: A New Health System for the 21st Century, called
for health care systems that:
– Respect patients’ values, preferences, and expressed needs
– Coordinate and integrate care across boundaries of the system
– Provide the information, communication, and education that people need and want
– Guarantee physical comfort, emotional support, and the involvement of family and friends
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How We Got Started
• Obtaining Community insight is priceless, they see things we cannot see.
• Goals:
– Have direct feedback from patients and families who have experienced care within the past year
– Continue to enhance safety and quality
– Keep the patient/family at the center of care to help improve Mercy’s patient and family experiences
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Patient & Family Advisory Council (PFAC) • Formed in January 2011
• Establish a forum for patients and families to bring their experience, expertise, insights, and perspectives
• Looked for members who are supportive of the hospital but who also have questions for us
• Supported by Mercy Leadership
• Volunteer membership
• Invitation to informational meetings sent to 12 community members
• Requested 2 year commitment
• An in-depth one on one tour and orientation before first meeting
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First Steps
• First year focus:
– Education/information/knowledge of healthcare environment
• Develop a working knowledge of hospital functions and departments to facilitate PFAC input
• Better understanding of patient experience at Mercy including the Patient Satisfaction Surveys (HCAHPS)
• Understand the regulatory nature of healthcare and review of the many agencies involved in ensuring quality
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Role of PFAC Members
We wanted them to: 1. Be Mercy Ambassadors in our Community
• Provide the information we wanted shared by a dedicated and knowledgeable community member
2. Act as Secret Shoppers
3. Hold us accountable for Patient Satisfaction
4. Review and make recommendations as requested • Waiting room areas
• Dress code
• Facility cleanliness
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Mercy Ambassadors
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• The Council members have become Ambassadors for Mercy in our community
– Members serve as a voice for the hospital; communicate the positive experience of being involved in making changes that directly impact patient experiences, improving the community perception of MMC. • Presentations to community groups
• Interviews to local media
• Presented at MMC staff Town Hall Session
• Informational table at annual
employee health fair
PFAC Members Go Undercover!
One of the greatest benefits of having a PFAC
is receiving feedback, both good and not so good
from our customers:
General Impressions:
– Cleanliness
– Signage/Wayfinding
– Staff
– Cafeteria (provided meal vouchers)
– Always looking at staff Friendliness/Helpfulness/Professionalism
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Patient Satisfaction
• Transparency of all HCAHPS scores
• Members challenged us to improve
• Reviewed and made recommendations for all departmental improvement plans
• Provided community feedback
• Mystery shopper feedback
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PFAC Activities
• Reviewed and made recommendations on proposed dress code policy changes
• Critiqued newly created hospital video with recommendations prior to implementation
• Collaborated on design of Patient Guide
• Provided insights for improving quality, safety and the patient experience
• Identified need for ICU waiting room remodel
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Successes
• Goal: Improve “Overall Rating of Hospital” top box score by 10% and percentile ranking by 30% compared to FY11
• Actual: Top box score increased by 11% and percentile ranking by 41%
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0.0%
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40.0%
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60.0%
70.0%
80.0%
90.0%
100.0%
2nd Qtr2013
1sr Qtr2013
4th Qtr2012
3rd Qtr2012
2nd Qtr2012
1st Qtr2012
4th Qtr2011
3rd Qtr2011
2nd Qtr2011
1st Qtr2011
Top Box
Percentile
Barriers and Solutions
Barriers Solutions
• Several members resigned in first year
• Council member post CVA had difficulty with speech, feeling involved
• Member used the council as forum to vent dissatisfaction with the facility
• Hospital experiences too varied • Is the small number of members
representative of all of our patients • Inexperience with serving on Advisory
Councils • No defined term limits • Department leader availability for
presentations • Staff time
• Identified additional community members for Council
• One on one discussions after meeting, more written information
• Discussion with member regarding role of the Council – opted to resign
• Required significant education time • Revise Council to focus on specific
service lines • Increase review of experience in
application process • Set term limits up front • Continues to be a challenge with
multiple priorities • Dedicated staff to the PFAC
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Advice for Others & Lessons Learned • Clearly identify characteristics you are seeking in
council members
• Require recent (within 1 year) experience
• Interview potential members in advance
• Don’t underestimate the amount of education required for the members
• Focus on specific service line or topic
• Increase clinical staff involvement
• Clinical co-chair
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Plans for Future/Expansion
• PFAC members feel involved and meaningful contributors
• Senior leadership and corporate support
• Recognition of the importance of patient & family focus
• Plan to revise to a service line focus
• Multiple PFAC councils may be needed
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Next Steps
• Implement “necessary endings”
• Consider service line specific Councils
• Identify members with specific expertise
– Customer Service
– Community Relations
– Presentation Skills
• Next generation of PFACs will include the expansion into ambulatory and post-acute
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Contact Information
• Debbie Boswell, RN, COO/CNO
541-677-3362
• Kathleen Nickel, Director Marketing/Communications
541-677-2423
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Questions
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