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Fostering Culture to Improve Patient Experiencein the Emergency Department and Beyond
Troy Gideon, RN, MBA, Executive Director, Emergency Services and Programmatic IntegrationMary Ann Perez, Manager, Cultural Transformation and Patient Experience
Objectives
• Explore an organizational approach to fostering culture• Identify key elements to engaging staff, physicians and
patients/families• Implement a comprehensive, multidisciplinary and
multimodal approach to performance improvement• Utilizing data to inform action and tell a story
Our Cultural Transformation Journey
• Magnet Journey Redefined• Patient and Family Advisory Council
• Leadership Commitment• Infection Prevention Structure• Employee Committees• Culture of Recognition
• CULTUREPALOOZA• Daily Huddle Launch• New Employee Orientation
• Leadership Action Planning
Our Cultural Compass was written to enliven our mission and vision, and bring our values into our daily routine in a more meaningful way.
• Our Motto• Our Commitment• Own It• I Pledge Statements• St. Jude Promise to our Caregivers
Tools to Connect our Culture
Engagement of Caregivers
Outcomes in Patient Experience
and Clinical Excellence
Connection through
Philanthropy and Community
Outreach
Our Family Caring for Your FamilyAn intentional focus on our culture
What’s the Impact?
Quality Outcomes
Patient Experience
Caregiver Engagement
10
88 3 10 14*
22 I believe strongly in the goals and objectives of this organization. 93 -3 10* 12*
23 I am willing to put in a great deal of effort beyond what is normally expected to help my organization succeed. 93 -3 5 11*
30 I am proud to tell others I work for my organization. 97 6 14* 15*
35 I am able to sustain the level of energy I need throughout the work day. 85 9 11* 15*
37 My job provides me with a sense of personal accomplishment. 94 7 10* 19*
39 My department is able to meet our work challenges effectively. 84 -1 11* 11*
50 There are no substantial obstacles at work to doing my job well. 76 7 11* 15*
53 I have access to the equipment and supplies I need to do my work. 82 0 4 11*
Caregiver Engagement Results
Patient Experience Results
Quality Outcomes
Our Emergency Department• 36 beds• 71,000 visits in 2017
– 5911 visits/month– Average Daily Census 200/day
• Stroke and STEMI Receiving Center• Paramedic Base Hospital• Straddle Los Angeles and Orange County
Focusing on the Discharge Experience
Readmissions
Safety
Quality
Patient/Family Confidence
DISCHARGE COMMITTEE
CARE DELIVERY COUNCIL
(CDC)
STAFF MEETINGS &
DAILY HUDDLE
MEDICAL STAFF
COMMITTEE
Committee IntegrationBegins here
Feedback gathered
Socialized here
More PhysicianFeedback
Voice of our patients/families
Patient/ Family Advisory Council
Discharge phone calls
Social Media
Voices/Comments
Patient Letters
Discharge phone calls
Social Media: Real-time response
Voices/Comments: More than data
Letters from Patients: How we share
Patient and Family Advisory Council: Partnering to make improvements
CULTURE
Voice of our team
Daily Huddle
Physician Engagement
Committee & Staff Meetings
Celebrations &
Recognition
Building Community
Daily Huddle: Common purpose and department focus
Physician Engagement: Champions
Committee and Staff Meetings: Important way to gather and share
Celebrations & Recognition: Milestones
Building Community: Staying connected
CULTURE
Care Delivery Council (CDC)• Led by a front-line RN• Staff from Day, Mid- and Night Shift,
Paramedic Services• Medical Director, Physician Champion and
Physician Assistant• ED Leadership• Invited contributors/partners
• Information Systems/Meditech Team• Education• Patient Experience• Construction
Staff Researching
Best Practices
Reaching Out to Other
Hospitals
Feedback through
Communication Channels
The Development of Improvement Tactics
Multimodal Approachto the Discharge Experience
• Discharge Lounge– Research based– Private, calm environment– Access to resources
• Discharge Checklist– Multidisciplinary ownership
• Post-discharge Phone Calls• Simulation Lab• Standard Work Review with all Staff• Poster Presentation to Current Staff• Preceptor Checklist for New Staff
Daily Emails with Score and Voices Report
Daily Huddle
Physician-Specific Data
• Discharge Committee received Daily
• Voices: Chart Review, Discuss in Meetings
• Targeting Physician Communication
• Physician Shadowing
• Sharing data and learnings
Deploying Data to Meet Stakeholder Needs
Results
23
Sustainable EngagementTroy Gideon Organization
Total Favorable
Troy Gideon Organzation
2016PSJH Overall
2017
US Healthcare
Norm
Sustainable Engagement 88 3 10 14*
22 I believe strongly in the goals and objectives of this organization. 93 -3 10* 12*
23 I am willing to put in a great deal of effort beyond what is normally expected to help my organization succeed. 93 -3 5 11*
30 I am proud to tell others I work for my organization. 97 6 14* 15*
35 I am able to sustain the level of energy I need throughout the work day. 85 9 11* 15*
37 My job provides me with a sense of personal accomplishment. 94 7 10* 19*
39 My department is able to meet our work challenges effectively. 84 -1 11* 11*
50 There are no substantial obstacles at work to doing my job well. 76 7 11* 15*
53 I have access to the equipment and supplies I need to do my work. 82 0 4 11*
Emergency Department
48.7
30.1
17.9
62.8
42.8
22.3
75.5
63.769.1
OVERALL QUALITY OF CARE TEAMWORK AMONG PHYSICIANS AND STAFF
QUALITY OF DISCHARGE INSTRUCTIONS
Emergency Department Patient Experience Results
2015 2016 2017PRC: Percentile Rankings based on % Excellent responses
Questions?