patient experience: putting the patient front and center · 2018-07-13 · patient experience:...

© 2018 Ipsos 0

Patient Experience: Putting the Patient Front and CenterJuly 12, 2018

© 2018 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos.

© 2018 Ipsos 1

Purpose and AgendaPATIENT EXPERIENCE: PUTTING THE PATIENT FRONT AND CENTER

3 Introduction

24 Continuous Improvement

29 Questions & Conclusion

PurposeProvide overview of expanded SHEP analytics and

consultative services to support patient experience

improvement efforts

Agenda

8 Measuring the Patient Experience

To explore the factors that need to be taken into consideration when measuring and comparing patient experience scores, and to describe promising practices for continuous improvement of patient experience.

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INTRODUCTIONPutting the Patient Front and Center

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Meet the speakersINTRODUCTION

KATIE JOYCE, MPASenior Vice President,Ipsos

Katie is the Executive Lead for Ipsos’ GHS practice. She oversees a senior team of data scientists, Ph.D. social scientists and statisticians, technologists, and project managers. She is an expert in designing and executing quality improvement projects.

Alan has over 25 years of experience in research and statistical design of surveys. He holds a Ph.D. from the University of Michigan’s School of Business Administration in Statistics and Management Science. He serves as a survey research expert on numerous client projects, including DHA, CDC, FDA, and NIH.

ALAN ROSHWALB, PHDSenior Vice President, Ipsos

Katie is a licensed clinical psychologist and co-lead of the Behavioral Science Community of Practice in Ipsos’ Government and Health Services (GHS). Shepreviously practiced at the DC VA Medical Center. She currently serves as a subject matter expert on attitude and behavior change research.

KATIE ZIEMER, PHDAssociate Research Scientist, Ipsos

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Who is Ipsos?INTRODUCTION

Top 2 on GRIT list of

50 most innovative

market research

firms in 2015 and

2016

Billion dollars in annual revenues1.6

16,000+ Full-timeIpsos employees

Clients around the world5,000+

Million interviewsconducted each year70+

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What services does Ipsos provide?INTRODUCTION

ADVISORY SERVICES

DATA ANALYTICS SERVICES

MEASUREMENT SERVICES

GUIDING CLIENT

DECISIONS WITH

TOP-NOTCH DATA

AND ANALYTICS

Ipsos’ three core capabilities provide clients with valuable data, insight, and recommendations

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What does Ipsos do in the government and health services space?

INTRODUCTION

Improving Health

Outcomes

Health Services Delivery

Advertising Campaign Evaluation

Qualitative research into

decision-making

Comms & Behavior Change

Quality and Process

Improvement

Public Policy & Public Opinion

Public Program Admin

Knowledge, Attitudes,

Beliefs, and Behavior

Patient Experience

Experimental research design

Branding Research

Program and Impact

Evaluation

Customer Experience

and Satisfaction

Employee Engagement

Change Management

Copy and Message Testing

Ipsos has over 30 years of experience working with physicians, hospitals, payers, brokers, and other health provider organizations.

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Date: November 8, 2018

Time: 9am – 1pm

Location: The George Washington University, Elliott School of International Affairs, Washington, DC

Link: https://www.ipsos.com/en-us/events/transforming-healthcare-through-patient-experience

Save the date for our PX SymposiumINTRODUCTION

Transforming healthcare through patient experience: Going beyond the score to better care and better health

https://www.ipsos.com/en-us/events/transforming-healthcare-through-patient-experience

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MEASURING THE PATIENT EXPERIENCE

Putting the Patient Front and Center

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For hospitals/health systems:• Providing quality care• Attracting/retaining patients• Reputation• Profitability/CMS reimbursement

For providers:• Providing quality care• Attracting/retaining patients• Compensation• Contract extensions/termination• Acceptance into health plan networks

For patients:• Satisfaction with provider/hospital• Better adherence and engagement• Better health outcomes

Why does patient experience matter? MEASURING THE PATIENT EXPERIENCE

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How is patient experience measured?MEASURING THE PATIENT EXPERIENCE

Surveys (e.g., CAHPS,

HCAHPS)

Online Reviews (e.g., Yelp)

Interviews/ Focus groups

Observation/ Audio

recording

Journey Mapping

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Comparing and benchmarking our providers’ performances

0

50

100

150

200

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Star

s

Yelp Reviews

Nu

mb

er o

f Re

view

s


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“I looked up my doctor, and she scored an 89.”

“Really? My doctor only scored an 85. I should

see yours instead!”


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Creating benchmarks for stakeholders’ interestsMEASURING THE PATIENT EXPERIENCE

Patients

Management

Measure and report tailored to stakeholders, including benchmarks and useful comparisons.

Desired Traits

Medicine management

Empathy

Communication

Efficiency

Helping

Clinical

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How do we make sure score comparisons are fair and accurate?


TRANSPARENCY STATISTICAL EFFICACY FAIRNESS

Construction of scores must be explainable and understandable by the users of the information.

A benchmark must have a sound statistical basis that is reliable, consistent, and allows for statistical testing.

Contextual variables that can unfairly influence a measure ought to be controlled (e.g., patient mix).

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• Physician 1 and Physician 2 received the same scores from their Internal Medicine and Urgent Care patients

• Internal medicine patients give higher scores (90%) than Urgent Care patients (80%)

• Because Physician 1 sees many more Internal Medicine patients (90%) than Physician 2 (50%), Physician 1’s overall score is higher

Why does context matter?MEASURING THE PATIENT EXPERIENCE

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Constructing a benchmarkMEASURING THE PATIENT EXPERIENCE

Raw Score Reports

No Context

Simple Calculations

No Adjustment to Scores

Commercial Doctor Ratings

Fair Scorecard Reports

Uses Context Categorical

Computations

Adjusts Benchmarks /

Not Scores

Govt and Commercial

Organizational Reports

Patient Mix Adjustment

Reports

Uses Contexts

Regression-Based Complex

Calculations

Adjusts Scores

Govt CMS Style-Reports

Organizational Reports

➢Transparency➢Statistical Efficacy➢Fairness

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Our approach to benchmarking was motivated by describing this histogram.

The gold oval represents the lowest scoring providers, and they are almost exclusively ER and Urgent Care providers.

The green oval represents mostly specialty care providers.

What motivated our approach?MEASURING THE PATIENT EXPERIENCE

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Ipsos has created a fair benchmark scorecard for each provider that reflects his or her composition of patients

What is the best way to compare scores?MEASURING THE PATIENT EXPERIENCE

Identify the groupings where the scores are

different

1 2

Calculate the average scores for

each grouping

3

Calculate the percentage of patients a provider sees

in each grouping

4

Create weighted scores based on the average

scores and percentage of patients for each grouping

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• Patient experience scores from 102,431 patients for 600 providers in a managed healthcare system

• Scores vary widely by specialty

• Provider 1 is above the Fair Scorecard Benchmark and below the unadjusted mean

• Provider 5 is below the Fair Scorecard Benchmark and above the unadjusted mean

Case study MEASURING THE PATIENT EXPERIENCE

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The Fair Scorecard Benchmark:• Is transparent

• Has statistical efficacy

• Is fair

Using the Fair Scorecard BenchmarkMEASURING THE PATIENT EXPERIENCE

The next steps would be to:• Introduce and absorb into an organization

• Educate stakeholders

• Incorporate into Continuous Improvement

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How do we improve the patient experience?CONTINUOUS IMPROVEMENT

PLAN

DO

STUDY

ACT

Analyses to determine drivers of patient experience at a facility

Follow-up surveys and data analysis to determine success of intervention

Hands-on consultation and training through site visits and telecommunication to address identified drivers

Communicate results of follow-up with key

stakeholders, use to inform future engagements

The Plan-Do-Study-Act cycle provides a framework for continuous measurement and improvement.

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Improving ACCESS

Improving QUALITY

Improving OUTCOMES

Mitigating SOCIAL ANTECEDENTS

How do we apply this model to healthcare?CONTINUOUS IMPROVEMENT

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Assess: Understand the key drivers impacting experience and outcomes from our analyses + conduct site visits to low-performing healthcare facilities to confirm hypotheses.

Intervene. Implement job aids, workforce training programs, 1:1 coaching, business process improvement/Lean Six Sigma, or other tools - based on the literature.

Measure. Measure impact of interventions through additional PX surveys and assessment of change in overall facility quality rating.

1

2

3

1

2

3

Translating data into interventions that influence health outcomes via behavior change

CONTINUOUS IMPROVEMENT

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What are some promising practices?CONTINUOUS IMPROVEMENT

P L A N

D O

S T U D Y

A C T

• Establish a common understanding of the value of patient experience and how it will be measured

• Include stakeholders and patients in the planning process• Determine the best way to incentivize change

• Clearly communicate the value of the change• Tailor the intervention/action to the fit the context• Balance between autonomy and standardization• Ensure adequate implementation support

• Analyze both qualitative and quantitative information• Account for contextual factors in the analyses

• Communicate results in a way that people can understand• Scale to the proper level of implementation• Continue measuring and make iterative changes as necessary

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Link: https://www.ipsos.com/en-us/knowledge/society/understanding-society-us-edition-patient-experience

Check out our Understanding Society publicationQUESTIONS & CONCLUSION

Patient Experience: Putting the Patient Front and Center

https://www.ipsos.com/en-us/knowledge/society/understanding-society-us-edition-patient-experience

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ABOUT IPSOS

Ipsos ranks third in the global research industry. With a strong presence in 87 countries, Ipsos employs more than 16,000 people and has the ability to conduct research programs in more than 100 countries. Founded in France in 1975, Ipsos is controlled and managed by research professionals. They have built a solid Group around a multi-specialist positioning – Media and advertising research; Marketing research; Client and employee relationship management; Opinion & social research; Mobile, Online, Offline data collection and delivery.

Ipsos is listed on Eurolist – NYSE – Euronext. The company is part of the SBF 120 and the Mid-60 index and is eligible for the Deferred Settlement Service (SRD).

ISIN code FR0000073298, Reuters ISOS.PA, Bloomberg IPS:FP

www.ipsos.com

GAME CHANGERS

At Ipsos we are passionately curious about people, markets, brands and society. We deliver information and analysis that makes our complex world easier and faster to navigate and inspires our clients to make smarter decisions.

We believe that our work is important. Security, simplicity, speed and substance applies to everything we do.

Through specialization, we offer our clients a unique depth of knowledge and expertise. Learning from different experiences gives us perspective and inspires us to boldly call things into question, to be creative.

By nurturing a culture of collaboration and curiosity, we attract the highest caliber of people who have the ability and desire to influence and shape the future.

“GAME CHANGERS” – our tagline – summarizes our ambition.

patient experience: putting the patient front and center · 2018-07-13 · patient experience:...

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