patient experience knowledge, strategies and operation

Patient Experience Knowledge, Strategies & Operation

Prepared by: Mr. Mouad Hourani. RN, Mph.

Quality Improvement Department

Mar.2017

[email protected]

00966537789641

mailto:[email protected]

Introduction

• Defining Patient Experience (PE)

Currently, there are several definitions of patient experience whichthe positive patient experience is defined by the Department ofHealth as:

“Getting good treatment in a comfortable, caring and safeenvironment, delivered in a calm and reassuring way; havinginformation to make choices, to feel confident and feel in control;being talked to and listened to as an equal and being treated withhonesty, respect and dignity”.

(DoH, 2009)

Patient Experience

Medical Management

Nursing Management

Executive Management

Human Resource

Business Office

Material Management

Finance Patient

Experience (PE)

Interdepartmental

Integration

1. Develop SOS draft

2. Approve by Leadership

3. Develop PE committee

4. Develop and Approve (by the committee):• 1. SOS 2. PE – TOR. 3. Job descriptions. 4. Operational Plan. 5. PE strategy.

5. Finalize the HR and other related administrative actions.

6. Allocate the resources:• 1. Staffing. 2. Location (Offices). 3. Provide furniture and all other office requirements. 4. Start the

operation of the department.

7. Implement the strategy.

8. Monitor the implementation

9. Report the feedback and then modify on strategy if required.

10. Continue department operation.

Steps of developing Patient Experience Department:

1. Department Vision

Striving to be the area’s leader in patient experience and clinical outcomes.

2. Department Mission

To enhance the quality of life of those we serve through superior healthcare provision andcomprehensive patient journey.

3. Department Values

3.1 Quality:

We maintain the highest standards and achieve them by continuum measuring andimproving our outcomes.

3.2 Innovation:

We welcome change, encourage invention and continuum seek better, more efficient waysto achieve our goals.

Vision, Mission and Values:

3.3 Teamwork:

We collaborate and share knowledge to benefit patients and fellow caregivers for theadvancement of our mission.

3.4 Service:

We strive to exceed our patients’ and/or fellow caregivers’ expectations for comfort andconvenience.

3.5. Integrity:

We adhere to high moral principles and professional standards by a commitment to honesty,confidentiality, trust, respect and transparency.

3.6. Compassion:

We demonstrate our commitment to world-class care by providing a caring and supportiveenvironment for our patients, patients’ families and fellow caregivers.

Vision, Mission and Values:

Introduction of the PE department

The patient experience department is accountable to the general director ofhospital. It is responsible for promoting the use of patient experienceconcept, philosophy, principles, and practices throughout the Hospitalthrough getting good treatment in a comfortable, caring and safeenvironment, delivered in a calm and reassuring way; having information tomake choices, to feel confident and feel in control; being talked to andlistened to as an equal and being treated with honesty, respect anddignity.

Patient Experience expectations

• People who use healthcare services would expect an experience of care and treatment asfollowing:

Patient Experience expectations

Welcoming Distinguished Kind Respectful

Gentle Safe Personal Compassionate

Informative Sensitive Comforting Understanding

Caring Helpful Reassuring Supportive

Perception Pre-carePatient Care

Post Care

Patient Experience Journey

Serviceof Culture

Suggested Patient Experience Dept. Location in the Org. Structure (1)

General Director

Executive Director of Patient

Experience

Patient Experience Development

Administration

Data Intelligence and Survey Section

Patient Rights and Relations

In-Patient Rights and Relations

Section

Innovation Center (Clinical and care

Model, Technology, Service and Idea Management)

Training and Education Section

Quality Improvement and Patient Safety

Office

Out-patients and ER Rights and

Relations

Patient Advocacy and Ombudsman

Section

General Director

Executive Director of Patient

Experience

Patient Experience Development

Administration

Data Intelligence and Survey Section

Patient Rights and Relations

In-Patient Rights and Relations

Section

Innovation Center (Clinical and care Model, Technology, Service

and Idea Management)

Training and Education Section

Quality Improvement and Patient Safety Office

Out-patients and ER Rights and

Relations

Patient Advocacy and Ombudsman

Section

Suggested Patient Experience Dept. Location in the Org. Structure (2)

Hours of operation:

• 24/7 for patient rights and relation.

Or:

10:00AM to 07:30PM for coverage of Week-end (Rotation) for patientsatisfaction section.

• Office hours (48 hrs. / Weak) for administrative services.

Duty Hours

• External Customers:

1. All Out and In-patients and their families.

2. Surrounding communities.

3. Health Insurance Company – Payers.

4. Out-sourced contractors.

5. Suppliers.

• Internal Customers:

1. All eligible employees in Hospital.

Internal & External Customers

Responsibilities, Accountabilities and Duties

1. The Board of Directors

The Board of Directors provides a leadership to create a culture that is involving andinclusive and supports:

A. The development of a broad understanding of the business case for and the benefitsof patient, carer and public engagement and experience.

B. The incorporation of engagement and experience into all aspects of decision making.

C. The mainstreaming of patient and public engagement and experience by embeddingthe principle in personal and organizational objectives.

D. The demonstration of principles and aims of the patient and carer experiencestrategy by actions as well as words.

2. Patient Experience Committee:

As Patient Experience Committee needs to welcome local people includingpatient, carers, public and staff to be involved and have their say on how Trustservices are developed. One of the primary ways of achieving this is through thePatient Experience Committee which comprises of appointed individuals andelected Foundation Trust members from different parties (public, patient, carerand staff). The Committee share ideas and make suggestions and support Trustinitiatives. The Committee has designated patient and carer champions as part ofthe Patient Experience Committee.


3. Executive Director of Patient Experience

The Executive Director of Patient Experience is the lead for patient and carer

experience. As chair of the Patient and Carer Experience committee they will work

closely with the Trust’s Patient and Carer Governor Champions to deliver the

strategy.

4. Director of Nursing:

The Director of Nursing is responsible for ensuring robust systems and processes

are in place to maximize safety and quality based on patient and carer feedback.


5. Patient Experience Team:

The Patient Experience Team captures patient experience feedback through

complaints, Patient Advice and Liaison (PALS) and Friends and Family Test

feedback. The team is responsible for reporting on this activity and facilitating

organizational learning and improvement.

6. All our Staff:

All of our staff are responsible for ensuring our patients and their carers have a

positive experience of care from the Trust.


7. Quality and Patient Safety Committee (QIPS):

The Quality & Patient Safety department has the role to oversee and coordinate all

aspects of quality improvement (patient experience/patient safety & clinical effectiveness),

assurance and clinical governance activity and delivery. The Committee will ensure that

the voice of Patient and Carers is routinely sought on the quality & safety of our

services.

8. Patient and Carer Experience TRUST Group:

The Patient and Carer Experience Group’s purpose is to ensure that there is a culture

of continuous, positive improvement to patient/user and carer experiences and that this

remains core to the Trust’s business. The Group exists to:


A. Develop & drive a range of methodologies to capture and learn from patient & carer

experience.

B. To make a difference to patient/user experience through working with our staff and external

stakeholders such as our commissioners, local service users and other patient groups.

C. To actively work with key stakeholders members patient/user representatives – to consider them

as a critical friend and to explore ways in which the Trust can respond positively to their

views.

D. To ensure that we develop a culture of patient/user participation on our improvement projects

and groups so that their voices can be heard and that their views make a difference to the

work that we do.

E. To ensure delivery of the Trust patient and carer experience strategy and strategic objectives.


9.Training and education personnel

The Organizational Development Strategy will incorporate training specific to

patient experience, commencing on Induction and following through to Continuing

Professional Development, examples include:

1. Communication & listening skills/customer care.

2. Privacy & Dignity awareness.

3. Patient and public involvement techniques: Observations of Care, Story Telling etc.

4. Patient safety/infection control.


6. Equality and diversity/awareness of legislation

7. Equality Impact Assessment

8. Information and metrics

9. Leadership development

10. Transforming Care

11. Responding to complaints: Putting Things Right

An overarching education framework will need to be developed.


Communication with other departments

A. Internal communication methods:

1. Hospital intranet and outlook.

2. Bulletin boards and Memos.

3. E-mails.

4. Rollup and brochures.

5. Hospital telephone.

6. Verbal communication.

7. Regular departmental & committees meeting.

8. Newsletter.

9. Written policies, procedures and protocol.

B. Communication with other departments/hospitals:

1. Hospital intranet and outlook.

2. Hospital telephone.

3. Regular meeting.

4. Hospital maintains and promotes positive relationships with community and provides patient-centered care and services through the departmental agreement.

Communication with other departments

Patient experience in adult NHS services

• Statement 1. Patients are treated with dignity, kindness, compassion, courtesy, respect,

understanding and honesty.

• Statement 2. Patients experience effective interactions with staff who have demonstrated

competency in relevant communication skills.

• Statement 3. Patients are introduced to all healthcare professionals involved in their care,

and are made aware of the roles and responsibilities of the members of the healthcare

team.

• Statement 4. Patients have opportunities to discuss their health beliefs, concerns and

preferences to inform their individualized care.

• Statement 5. Patients are supported by healthcare professionals to understand relevant

treatment options, including benefits, risks and potential consequences.

Standards to improve patient experience

• Statement 6. Patients are actively involved in shared decision making and supported by healthcare professionals to make fully informed choices about investigations, treatment and care that reflect what is important to them.

• Statement 7. Patients are made aware that they have the right to choose, accept or decline treatment and these decisions are respected and supported.

• Statement 8. Patients are made aware that they can ask for a second opinion.

• Statement 9. Patients experience care that is tailored to their needs and personal preferences, taking into account their circumstances, their ability to access services and their coexisting conditions.

• Statement 10. Patients have their physical and psychological needs regularly assessed and addressed, including nutrition, hydration, pain relief, personal hygiene and anxiety.


• Statement 11. Patients experience continuity of care delivered, whenever possible, by the same healthcare professional or team throughout a single episode of care.

• Statement 12. Patients experience coordinated care with clear and accurate information exchange between relevant health and social care professionals.

• Statement 13. Patients' preferences for sharing information with their partner, family members and/or carers are established, respected and reviewed throughout their care.

• Statement 14. Patients are made aware of who to contact, how to contact them and when to make contact about their ongoing healthcare needs.


• Quality Statement: “Respect for the patient”.

Patients are treated with dignity, kindness, compassion, courtesy, respect, understanding and honesty.

• Quality measure

Structure: Evidence of local arrangements to provide guidance to staff on how to treat patients with dignity, kindness, compassion, courtesy, respect, understanding and honesty.

Outcome: Evidence from patient experience surveys and feedback that patients feel they have been treated with dignity, kindness, compassion, courtesy, respect, understanding and honesty.

Quality statement 1: Respect for the patient

• What the quality statement means for each audience

Service providers: ensure that systems are in place giving guidance to all staff on treating patients with dignity, kindness, compassion, courtesy, respect, understanding and honesty.

Health and social care professionals: treat patients with dignity, kindness, compassion, courtesy, respect, understanding and honesty.

Commissioners: ensure they commission services that have guidance that enables staff to treat patients with dignity, kindness, compassion, courtesy, respect, understanding and honesty.

Patients: are treated with dignity, kindness, compassion, courtesy, respect, understanding and honesty.

Quality statement 1: Respect for the patient

Quality statement 2: Demonstrated competency in communication skills• Quality statement:

Patients experience effective interactions with staff who have demonstrated competency in relevant communication skills.

• Quality measure:

Structure:

a) Evidence of local arrangements to ensure that annual appraisals or performance assessments of staff include mentoring for and evaluating compliance with the NICE guidance on patient experience.

b) Proportion of staff involved in providing NHS services who have compliance with the NICE guidance on patient experience examined at their annual appraisal or performance assessment.

Numerator – the number of staff in the denominator who have compliance with the NICE guidance on patient experience examined at their annual appraisal or performance assessment.

Denominator – the number of staff involved in providing NHS services.

Outcome: Evidence from patient experience surveys and feedback that patients feel staff communicated with them in a clear and understandable way.


Service providers ensure that systems are in place to train and assess staff competency in relevant communication skills.

Health and social care professionals ensure that they receive training in relevant communication skills and can demonstrate this competency.

Commissioners ensure they commission services that have arrangements for competency-based training and assessment of relevant communication skills.

Patients are cared for by staff who can communicate with them in a clear and understandable way.

Quality statement 2: Demonstrated competency in communication skills

Quality statement 3: Patient awareness of names, roles and responsibilities of healthcare professionals

• Quality statement

Patients are introduced to all healthcare professionals involved in their care, and are made aware of the roles and responsibilities of the members of the healthcare team.

• Quality measure

Structure: Evidence of local arrangements to ensure that patients are introduced to all healthcare professionals involved in their care, and are made aware of the roles and responsibilities of the members of the healthcare team.

Outcome: Evidence from patient experience surveys and feedback that patients were introduced to all healthcare professionals involved in their care, and were made aware of the roles and responsibilities of the members of the healthcare team.


Service providers ensure that local policies are in place to make sure that patients are introduced to all healthcare professionals involved in their care, and are made aware of the roles and responsibilities of the members of the healthcare team.

Health and social care professionals ensure that they introduce themselves to patients and give a clear explanation of their role and responsibilities.

Commissioners ensure they commission services that have local policies in place requiring that all healthcare professionals introduce themselves to patients and give a clear explanation of their role and responsibilities.

Patients are introduced to all healthcare professionals involved in their care, and are made aware of the roles and responsibilities of the members of the healthcare team.

Quality statement 3: Patient awareness of names, roles and responsibilities of healthcare professionals

Quality statement 4: Giving patients opportunities to discuss their health beliefs, concerns and preferences


Patients have opportunities to discuss their health beliefs, concerns and preferences to inform theirindividualized care.

• Quality measure

Structure: Evidence of local arrangements to ensure that patients have opportunities to discuss their healthbeliefs, concerns and preferences, and these inform their individualized care.

Process: Proportion of patients given the opportunity to discuss their health beliefs, concerns andpreferences.

Numerator – the number of patients in the denominator who were given the opportunity to discuss theirhealth beliefs, concerns and preferences.

Denominator – the number of patients accessing NHS services.

Outcome: Evidence from patient experience surveys and feedback that patients feel they had opportunitiesto discuss their health beliefs, concerns and preferences, and these informed their individualized care.


Service providers ensure that systems are in place to provide opportunities to establishpatients' health beliefs, concerns and preferences and use them to inform individualizedcare.

Health and social care professionals establish the patient's health beliefs, concerns andpreferences and use them to inform individualized care.

Commissioners ensure they commission services in which the patient's health beliefs,concerns and preferences are established and used to individualize care.

Patients have opportunities to discuss their health beliefs, concerns and preferences, andthese are taken into account when making decisions about their care.

Quality statement 4: Giving patients opportunities to discuss their health beliefs, concerns and preferences

Quality statement 5: Understanding treatment options


Patients are supported by healthcare professionals to understand relevant treatment options, including benefits, risks and potential consequences.

• Quality measure

Structure: Evidence of local arrangements to ensure that healthcare professionals support patients to understand relevant treatment options, including benefits, risks and potential consequences.

Outcome: Evidence from patient experience surveys and feedback that patients were supported by healthcare professionals to understand relevant treatment options, including benefits, risks and potential consequences.


Service providers ensure that systems are in place to support patients to understand relevant treatment options, including benefits, risks and potential consequences.

Health and social care professionals support patients to understand relevant treatment options, including benefits, risks and potential consequences.

Commissioners ensure they commission services in which patients are supported to understand relevant treatment options, including benefits, risks and potential consequences.

Patients are helped by healthcare professionals to understand relevant treatment options, including benefits, risks and potential consequences of care.

Quality statement 5: Understanding treatment options

Quality statement 6: Shared decision making

• Quality statement:

Patients are actively involved in shared decision making and supported by healthcare professionals tomake fully informed choices about investigations, treatment and care that reflect what is important tothem.


• Structure:

a) Evidence of local arrangements to ensure that patients are actively involved in shared decision making,including using the most effective way of communicating to maximize the patient's participation indecisions.

b) Evidence of local arrangements to ensure that patients are supported to make informed choices usingrisk communication and decision support, such as patient decision aids.

c) Evidence of local arrangements to ensure that information provided to facilitate shared decisionmaking is evidence-based, understandable and clearly communicated.

• Process:

a) Proportion of patients who were asked about any issues that may prevent them being actively involved in decisionsabout their care.

Numerator – the number of patients in the denominator who were asked about any issues that may prevent thembeing actively involved in decisions about their care.


b) Proportion of patients supported to use an evidence-based patient decision aid.

Numerator – the number of patients in the denominator supported to use an evidence-based patient decision aid.

Denominator – the number of patients accessing NHS services for whom there is a relevant evidence-based decisionaid.

• Outcome:

a) Evidence from patient experience surveys and feedback that patients found that the information provided to facilitateshared decision making was understandable and clearly communicated.

b) Evidence from patient experience surveys and feedback that patients feel able to make decisions that reflect what isimportant to them.



Service providers ensure that systems are in place to actively involve patients in shared decision making and to support patients to make fully informed choices about investigations, treatment and care that reflect what is important to them.

Health and social care professionals actively involve patients in shared decision making and support patients to make fully informed choices about investigations, treatment and care that reflect what is important to them

Commissioners ensure they commission services in which patients are actively involved in shared decision making and supported to make fully informed choices about investigations, treatment and care that reflect what is important to them.

Patients are actively involved in shared decision making and supported to make fully informed choices about investigations, treatment and care that reflect what is important to them.


Quality statement 7: Supporting patient choice


Patients are made aware that they have the right to choose, accept or decline treatment and thesedecisions are respected and supported.


Structure: Evidence of local arrangements to ensure that patients are made aware of their right tochoose, accept or decline treatment and that these decisions are respected and supported.

Process: Proportion of patients made aware of their right to choose, accept or decline treatment.

Numerator – the number of patients in the denominator made aware of their right to choose,accept or decline treatment.


Outcome: Evidence from patient experience surveys and feedback that patients know about theirright to choose, accept or decline treatment and feel that their decisions were respected andsupported.


Service providers ensure that systems are in place to make patients aware of their right to choose, accept or decline treatment, and to make sure that healthcare professionals respect and support these decisions.

Health and social care professionals ensure that they make patients aware of their right to choose, accept or decline treatment, and respect and support these decisions.

Commissioners ensure they commission services in which patients are made aware of their right to choose, accept or decline treatment and these decisions are respected and supported.

Patients have their choices respected and supported when deciding whether to accept or decline treatment, and when choosing between treatments.

Quality statement 7: Supporting patient choice

Quality statement 8: Asking for a second opinion


Patients are made aware that they can ask for a second opinion.

• Quality measure

Structure: Evidence of local arrangements to ensure that patients are made aware that they can ask for a second opinion.

Process: Proportion of patients made aware that they can ask for a second opinion.

Numerator – the number of patients in the denominator made aware that they can ask for a second opinion.


Outcome: Evidence from patient experience surveys and feedback that patients know that they can ask for a second opinion.


Service providers ensure that systems are in place to make patients aware that they can ask for a second opinion.

Health and social care professionals ensure that patients are made aware that they can ask for a second opinion.

Commissioners ensure they commission services in which patients are made aware that they can ask for a second opinion.

Patients are made aware that they can ask for a second opinion.

Quality statement 8: Asking for a second opinion

Quality statement 9: Tailoring healthcare services to the individual• Quality statement

Patients experience care that is tailored to their needs and personal preferences, taking into account their circumstances,their ability to access services and their coexisting conditions.

• Quality measure

Structure: Evidence of local arrangements to ensure that care is tailored to patients' needs and personal preferences,taking into account their circumstances, their ability to access services and their coexisting conditions.

Process: The proportion of patients with care tailored to their needs and preferences, taking into account theircircumstances, their ability to access services and their coexisting conditions.

Numerator – the number of patients in the denominator who have care tailored to their needs and preferences,taking into account their circumstances, their ability to access services and their coexisting conditions


Outcome: Evidence from patient experience surveys and feedback that care was tailored to the patient's needs andpersonal preferences, taking into account their circumstances, their ability to access services and their coexistingconditions.


Service providers ensure that systems are in place to tailor care to patients' needs and personal preferences, taking into account their circumstances, their ability to access services and their coexisting conditions.

Health and social care professionals ensure that they tailor care to patients' needs and personal preferences, taking into account their circumstances, their ability to access services and their coexisting conditions.

Commissioners ensure they commission services in which care is tailored to patients' needs and personal preferences, taking into account their circumstances, their ability to access services and their coexisting conditions.

Patients experience care that is tailored to their needs and personal preferences, taking into account their circumstances, how easy it is for them to use the services they need, and any other health problems they have.

Quality statement 9: Tailoring healthcare services to the individual

Quality statement 10: Physical and psychological needs


Patients have their physical and psychological needs regularly assessed and addressed, including nutrition, hydration, pain relief, personal hygiene and anxiety.

• Quality measure

Structure: Evidence of local arrangements to ensure that patients have their physical and psychological needs regularly assessed and addressed.

Process: Proportion of patients who have their physical and psychological needs regularly assessed and addressed.

Numerator – the number of patients in the denominator who have their physical and psychological needs regularly assessed and addressed.


Outcome: Evidence from patient experience surveys and feedback that patients feel their physical and psychological needs were regularly assessed and addressed.


Service providers ensure that systems are in place to regularly assess and address patients' physical and psychological needs.

Health and social care professionals regularly assess and address patients' physical and psychological needs.

Commissioners ensure they commission services in which patients' physical and psychological needs are regularly assessed and addressed.

Patients are regularly checked and asked whether they need any extra support, for example with eating and drinking, pain relief, continence problems or anxieties.

Quality statement 10: Physical and psychological needs

Quality statement 11: Continuity of care


Patients experience continuity of care delivered, whenever possible, by the same healthcare professional or team throughout a single episode of care.


Structure: Evidence of local arrangements to ensure continuity of care and that, whenever possible, patients see the same healthcare professional or team throughout a single episode of care.

Process: Proportion of patients seeing the same healthcare professional or team throughout a single episode of care.

Numerator – the number of patients in the denominator seeing the same healthcare professional or team throughout a single episode of care.


Outcome: Evidence from patient experience surveys and feedback that, whenever possible, patients saw the same healthcare professional or team throughout a single episode of care.


Service providers ensure that systems are in place for care to be delivered, whenever possible, by the same healthcare professional or team throughout a single episode of care.

Healthcare professionals ensure that, whenever possible, the patient sees the same healthcare professional or team throughout a single episode of care.

Commissioners ensure they commission services in which, whenever possible, patients see the same healthcare professional or team throughout a single episode of care.

Patients see the same healthcare professional or healthcare team throughout a course of treatment whenever this is possible.

Quality statement 11: Continuity of care

Quality statement 12: Coordinated care through the exchange of patient information


Patients experience coordinated care with clear and accurate information exchange between relevant health and social care professionals.

• Quality measure

• Structure: Evidence of local arrangements to support coordinated care through clear and accurate information exchange between relevant health and social care professionals.

• Outcome: Evidence from patient experience surveys and feedback that patients feel that information about their care was shared clearly and accurately between relevant health and social care professionals.

• What the quality statement means for each audience:

Service providers ensure that systems are in place to support coordinated care through clear and accurate information exchange between relevant health and social care professionals.

Health and social care professionals ensure that they support coordinated care through clear and accurate information exchange.

Commissioners ensure they commission services in which coordinated care is supported through clear and accurate information exchange between relevant health and social care professionals.

Patients can expect information about their care to be exchanged in a clear and accurate way between relevant health and social care professionals, so that their care is coordinated with the least possible delay or disruption.

Quality statement 12: Coordinated care through the exchange of patient information

Quality statement 13: Sharing information with partners, family members and carers


• Patients' preferences for sharing information with their partner, family members and/or carers are established, respected and reviewed throughout their care.

• Quality measure

Structure: Evidence of local arrangements to ensure that patients' preferences for sharing information with partners, family members and/or carers are established, respected and reviewed throughout their care.

Process: Proportion of patients whose preferences for sharing information with partners, family members and/or carers are established, respected and reviewed throughout their care.

o Numerator – the number of patients in the denominator whose preferences for sharing information with partners, family members and/or carers are established, respected and reviewed throughout their care.

o Denominator – the number of patients accessing NHS services.

Outcome: Evidence from patient experience surveys and feedback that patients' preferences for sharing information with partners, family members and/or carers were established, respected and reviewed throughout their care.


Service providers ensure that systems are in place to establish, respect and review patients' preferences for sharing information with partners, family members and/or carers.

Health and social care professionals establish, respect and review patients' preferences for sharing information with partners, family members and/or carers.

Commissioners ensure they commission services in which patients' preferences for sharing information with partners, family members and/or carers are established, respected and reviewed.

Patients are asked if they want their partner, family members and/or carers to be given information about their care, and their preferences are respected and reviewed throughout their care.

Quality statement 13: Sharing information with partners, family members and carers

Quality statement 14: Information about contacting healthcare professionals


Patients are made aware of who to contact, how to contact them and when to make contact about their ongoing healthcare needs.

• Quality measure

Structure: Evidence of local arrangements to ensure that patients are made aware of who to contact, how to contact them and when to make contact about their ongoing healthcare needs.

Process: Proportion of patients made aware of who to contact, how to contact them and when to make contact about their ongoing healthcare needs.

Numerator – the number of patients in the denominator made aware of who to contact, how to contact them and when to make contact about their ongoing healthcare needs.


Outcome: Evidence from patient experience surveys and feedback that patients know who to contact, how to contact them and when to make contact about their ongoing healthcare needs.


Service providers ensure that systems are in place so that that patients are made aware of who to contact about their ongoing healthcare needs, and how and when to contact them.

Health and social care professionals ensure that patients are made aware of who to contact about their ongoing healthcare needs, and how and when to contact them.

Commissioners ensure they commission services in which patients are made aware of who to contact about their ongoing healthcare needs, and how and when to contact them.

Patients are given clear advice about who to contact about their healthcare needs, how to contact them and when to contact them.

Quality statement 14: Information about contacting healthcare professionals

Cleveland Clinic, USA approach to improve patient experience

The following are the component of Cleveland Clinic patient experience department:

a) Association for Patient Experience

The Association for Patient Experience (AfPE) is established to support

healthcare professionals, patients, and their families by improving the patient

experience.


b) Best Practices in Patient Experience

Best practices are used in healthcare to deliver quality care that promotes

optimal outcomes.

The Best Practices team assists with the identification and development of

best practices throughout the enterprise to enhance the patient experience

initiative. Working closely with other departments, the team focuses on

HCAHPS domains as well as general patient experience improvement at

hospital driving programs such as:


i. Medicine Communication:

Communicating about medications is critical to a positive patient experience. A patient’s

understanding of medications also drives safety and quality. Patients and their families deserve

to know what medication they are being prescribed, why they are taking the medication,

understand side effects that may occur while taking a particular medication and what to do if

a side effect should occur.

ii. Quiet at Night:

Adequate rest is a key element in helping patients heal. An enterprise-wide "Quiet at Night"

improvement team created guidelines, including H.U.S.H. (Help Us Support Healing) protocol, to

reduce nighttime noise in our hospitals. This includes specific interventions to reduce noise and

provide a restful, healing environment for our patients from 9 p.m. - 7 a.m.


iii. Purposeful Hourly Rounding:

Patients like to know someone is watching over them. Rounding with a

purpose not only fulfills the routine requests that are usually made when the

call light is used, but also demonstrates nurses’ availability to the patient and

their readiness to anticipate the patient’s needs. Hourly rounding with a

purpose is proactive, allowing nurses to manage patient care and their own

time more efficiently. Rounding is about building relationships and trust as

much as it is about meeting physical needs.


iv. Leadership Rounding:

Occurring monthly at Cleveland Clinic hospitals, leaders are placed on teams

of three and assigned to a particular inpatient or outpatient location for

rounding. Information collected during the rounding session includes issues,

comments, suggestions and needs from patients and caregivers. These items

are addressed immediately or are addressed through an action plan. As

important as a successful leadership rounding session is, a process to address

the learnings from each session is equally, if not, more imperative.


v. Effective Nurse Leader Rounding:

In order to assure every patient’s experience is always met with a nursing team of

caregivers who are responsive to the needs of our patients and families, the Office of

Patient Experience, in partnership with the Nursing Institute, launched Effective Nurse

Leader Rounding at all CCHS hospitals. Effective Nurse Leader Rounding helps manage

patient expectations, provide necessary service recovery, promote quality care, recognize

exceptional caregivers and role model expected behaviors.

vi. No Pass Zones:

Our "No Pass Zone" program empowers all caregivers to not pass by patient call lights

without acknowledging, answering, or resolving the patient's needs.


c) Center for Ethics, Humanities & Spiritual Care:

A collaboration that brings together services that support patients, educate caregivers and assure best

ethical practices, the Center includes the Bioethics, Medical Humanities, NeuroEthics and Spiritual Care

departments.

d) Center for Excellence in Healthcare Communication:

Ensuring effective clinician-patient communication is the right thing to do for our patients, and critical

to the delivery of safe, high-quality medical care.

How effectively clinicians communicate with patients has emerged as a very important issue in

healthcare. The Center for Excellence in Healthcare Communication serves as an enterprise hub for

education, training and resources to physicians and advanced clinical care providers around relationship-

centered communication.


e) Communicate with H.E.A.R.T.®

Communicate with H.E.A.R.T.® is Cleveland Clinic’s

foundational communication model for delivering a culture

of service excellence. The communication model empowers

caregivers to provide outstanding service to patients,

visitors and fellow caregivers, and it includes interactive

activities to support the learning process.

The Communicate with H.E.A.R.T.® program includes

interactive training sessions and learning activities that

focus on Cleveland Clinic’s Expected Service Behaviors.

Respond with

H.E.A.R.T.

H ear the story

E mpathize

A pologize

R espond

T hank


f) Employee Engagement: Cleveland Clinic Experience:

The Office of Patient Experience supports several Human Resources initiatives to integrate an

exceptional employee experience with a world class patient experience.

Research conducted by the Gallup organization has shown a strong correlation between overall

employee engagement and patient satisfaction.

In the name of empathy, patient satisfaction and employee engagement, Cleveland Clinic

Experience was introduced in 2010 to continue building a strong base of engaged and

committed caregivers who are dedicated to fulfilling Cleveland Clinic’s mission of putting

Patients First.


g) Healing Services

Healing Services are holistic FREE care experiences that support your well-being and

naturally help you relax and heal during your hospital stay. Healing Services are

provided by the Healing Services Team, which includes holistic nurses, Spiritual Care

chaplains, licensed massage therapists, Reiki and Healing Touch™ practitioners, and

supervised volunteers. The Healing Services Team is a partnership between the Office of

Patient Experience and the Spiritual Care Department.


h) Patient Concerns: Ombudsman Office The Ombudsman Office is the liaison between Cleveland

Clinic and the patient in resolving problems that mayarise during the course of treatment. Cleveland Clinic’sOmbudsman Office was created in 1975 to providepatients with direct access to administration and to serveas a centralized complaint center.

An Ombudsman has the authority to investigatecomplaints independent of the departments involved. TheOmbudsmen report to the highest level of Cleveland Clinicleadership: the Executive Administration.

Resolve a problem or concern with the department in which

the problem occurred

Contact the department manager or supervisor

Contact the Ombudsman’s Office


97% of dissatisfied patients do not register their complaints because they do not knowhow or because they don’t think it will do any good.

The information provided is communicated to top administration and is used to providedata for the annual review of physicians and departments and to propose changes.

The Ombudsman Office can help:

If Patients have a problem with medical service.

If Patients have concerns about the quality of your care.

If Patients have a problem with any of our employees.

If we did not provide satisfactory service during an outpatient visit or hospital stay.


i) Patient Experience: Empathy + Innovation Summit Patient experience has emerged as a dynamic issue for healthcare CEOs, physicians, and

industry leaders.

No provider can afford to offer anything less than the best clinical, physical andemotional experience to patients and families.

As patients become savvier, they judge healthcare providers not only on clinicaloutcomes, but also on their ability to be compassionate and deliver excellent, patient-centered care.

The Patient Experience: Empathy and Innovation Summit is an annual, three-day,multidisciplinary conference devoted to exploring patient experience as a keydifferentiator essential to the future of healthcare delivery.


j) Patient Experience Leaders Forum The Patient Experience Leaders Forum employs a distinctively different

approach to conveying our Patient Experience success. Participants can expecta variety of dynamic presentations delivered in an approach combining smallgroup activities, facilitated exercises, workshops, guided tours, large groupdiscussions, reference materials and leadership rounding. Group sizes oftwenty-five or less foster an intimate learning atmosphere and allow us tooffer several formal and informal networking events with peers and ClevelandClinic Caregivers.


k) Voice of the Patient Advisory Councils

Voice of the Patient Advisory Councils (VPACs) meets regularly to discuss and impact avariety of issues affecting patients and family members. VPACs include employees andpatients and are a great resource to hear directly from the people served.

This advisory resource empowers patients and families to take an active role inimproving the patient experience at Cleveland Clinic and provides real-time feedback andcreative solutions to specific challenges.

VPACs have reviewed several hospital policies, including patient visitation and dischargeinformation, helped to define the expected service behaviors of all employees, renovatedfamily areas, and developed educational materials for different nursing units.


l) Volunteer Services

According to many of volunteers, who were called Ambassadors, themost significant benefit they receive from volunteering is a genuinesense of satisfaction from helping others. Ambassadors come fromevery walk of life and they appreciate the opportunity to helpothers, learn new skills and make new friends.


Conclusion

1. Patient Experience is currently the trend of high modern hospitals.

2. There are many strategies in many other different hospitals which we could develop ourown.

3. Patient Experience gives a special reputation to the hospital through being best careprovider and simultaneously better revenue.

4. Patient Experience doesn’t mean only patient satisfaction, it means total high standards OFcare provision from all aspects.

5. As department, it is very integrated with all departments in the hospital in order to achievethe outcome of patient experience.

6. Patient Experience is every one’s responsibility.

7. Patient Experience is essentially depend on Leadership commitment and support.

Conclusion

• Comfortable.

• Accessibility.

• Cleanliness.

• Safe environment.

• High technology.

Environment

• Values.

• Knowledge.

• Commitment.

• Satisfaction.

• Patients’ involvement.

• Better communication.

• Patients’ preferences.

People• Timeliness.

• Evidence based.

• Continuous improvement.

• Safe process.

• Accessibility.

• Wide range of services.

• Leadership commitment.

System

Patient Experience

People

Satisfaction

Environment

Excellence

Process

Thank

You