Archive for the ‘Patient Satisfaction’ Category

Infographic: How Does CMS’ New Methodology Impact Hospital Star Ratings?

February 5th, 2018 by Melanie Matthews

The number of hospitals that received the highest possible overall rating increased from 83 in December 2016 to 337 in December 2017 under CMS’ new methodology, according to a new infographic by Stroudwater Associates.

The infographic examines 11 HCAPHS questions for a select group of hospitals and compares them against the selected peers and national benchmarks.

Healthcare Trends & Forecasts in 2018: Performance Expectations for the Healthcare IndustryHealthcare Trends & Forecasts in 2018: Performance Expectations for the Healthcare Industry, HIN’s 14th annual business forecast, is designed to support healthcare C-suite planning as leaders react to presidential priorities and seek new strategies for engaging providers, patients and health plan members in value-based care.

HIN’s highly anticipated annual strategic playbook opens with perspectives from industry thought leader Brian Sanderson, managing principal, healthcare services, Crowe Horwath, who outlines a roadmap to healthcare provider success by examining the key issues, challenges and opportunities facing providers in the year to come. Following Sanderson’s outlook is guidance for healthcare payors from David Buchanan, president, Buchanan Strategies, on navigating seven hot button areas for insurers, from the future of Obamacare to the changing face of telehealth to the surprising role grocery stores might one day play in healthcare delivery. Click here for more information.

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Integrated Case Management Scripts Keep MSKCC Patient Care Team on Same Page

February 1st, 2018 by Patricia Donovan
Healthcare Scripting

MSKCC scripting improved the consistency of patient communication and staff efficiency.

To help ensure its patients receive consistent messages, Memorial Sloan-Kettering Cancer Center (MSKCC) has developed a series of scripts for use by its integrated case management team. Here, Laura Ostrowsky, RN, CCM, MUP, MSKCC director of case management, describes some scripting scenarios employed by the state-of-the-art specialty hospital.

There are a variety of ways we’ve done scripting. For example, there was a time when a case manager would meet with a doctor and the doctor would say, “I think we need to set up hospice for this patient.” The case manager then would go into the patient’s room and say, “I’m here to help you to set up your discharge plan. I know you’ll be going to hospice.”

And then the patient would say, “What are you talking about?”

One thing all case managers know is that when you go into a patient’s room, especially if someone told you they said something to the patient, you first must confirm what the patient understands about that previous conversation. If it turns out that they didn’t understand what you were told to talk about, then you don’t have that conversation. You go back to the staff member that sent you in there and discuss it. Perhaps you schedule a family meeting to discuss that issue.

We also developed scripts not only for preadmission staff, but for all staff trying to get approvals from insurers for high-cost medications and for procedures. We work with them to identify how to answer questions from the insurance company or insurance case manager so that those tasks can be handled by the doctor’s office or admitting department rather than by case management.

The approach of our length of stay reduction teams, while not exactly scripted, is concerned about consistency of message. The teams came up with the steps and planned the patient education material with the imperative that we never overestimate a length of stay, but rather err on the short side.

The imperative is that everybody speaks to the patient the same way. The case managers make a point to tell the team, “Don’t make promises we can’t keep.” That’s not exactly scripting, but it keeps everybody on the same page. For example, don’t tell a patient they are going to have plenty of help at home. Or that they will get home care and someone will be there every day, because you don’t know if that is going to happen.

Instead, you can say to the patient, “We are going to see if you are eligible for home care. I am going to send the case manager in to see you. They will check your benefits and go over eligibility. We will do our best to get you the services you need.”

Source: Integrated Case Management: Elevating Quality and Clinical Metrics with Multidisciplinary Team-Based Care

integrated case management

Integrated Case Management: Elevating Quality and Clinical Metrics with Multidisciplinary Team-Based Care details the framework and implementation of the service-based multidisciplinary program MSKCC adopted to ensure that the care it provides to more than 25,000 admitted patients each year is both cost-effective and cost-efficient.

Infographic: Assessing Patient Communication

January 19th, 2018 by Melanie Matthews

Healthcare providers can increase the chance of their words having their desired effect by assessing their communication skills in the moment, according to a new infographic by Health Communication Partners.

The infographic gives you five essential patient communication elements and five questions you can ask about your communication.

UnityPoint Health has moved from a siloed approach to improving the patient experience at each of its locations to a system-wide approach that encompasses a consistent, baseline experience while still allowing for each institution to address its specific needs.

Armed with data from its Press Ganey and CAHPS® Hospital Survey scores, UnityPoint’s patient experience team developed a front-line staff-driven improvement action plan.

Improving the Patient Experience: Engaging Front-line Staff for a System-Wide Action Plan, a 45-minute webinar on July 27th, now available for replay, Paige Moore, director, patient experience at UnityPoint Health—Des Moines, shares how the organization switched from a top-down, leadership-driven patient experience improvement approach to one that engages front-line staff to own the process.

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Infographic: Who is Your Healthcare Customer?

January 12th, 2018 by Melanie Matthews

Each consumer has their own unique set of health and wellness concerns and how healthcare organizations market to them should be just as unique, according to a new infographic by Precision Dialogue Marketing.

The infographic provides a snapshot of four generations of healthcare customers.

UnityPoint Health has moved from a siloed approach to improving the patient experience at each of its locations to a system-wide approach that encompasses a consistent, baseline experience while still allowing for each institution to address its specific needs.

Armed with data from its Press Ganey and CAHPS® Hospital Survey scores, UnityPoint’s patient experience team developed a front-line staff-driven improvement action plan.

Improving the Patient Experience: Engaging Front-line Staff for a System-Wide Action Plan, a 45-minute webinar on July 27th, now available for replay, Paige Moore, director, patient experience at UnityPoint Health—Des Moines, shares how the organization switched from a top-down, leadership-driven patient experience improvement approach to one that engages front-line staff to own the process.

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Infographic: Technology and Patient Empathy

January 8th, 2018 by Melanie Matthews

The vast majority of physicians agree that patient empathy is very important. However, one in five physicians admits empathy for patients is decreasing over time, according to a new infographic by the Digital Health Coalition.

The infographic examines the importance of clinical empathy, patient empathy trends over time and the growing trend toward tele-empathy.

Patient Portal Roll-Out Strategy: Activating and Engaging Patients in Self-Care and Population HealthIncreasing patient portal usage is one of several key attributes that contribute to better performing physician practices, according to new research from the Medical Group Management Association. Lehigh Valley Health Network (LVHN)’s patient portal launch in 2015 and its continued growth in portal users has earned it the distinction of being the fastest growing patient portal on the Epic platform. Since that time, LVHN continues to promote the portal through targeted communications and add new features to increase activation and engagement.

During Patient Portal Roll-Out Strategy: Activating and Engaging Patients in Self-Care and Population Health, a 45-minute webinar on November 15th, now available for replay, Lindsay Altimare, director of operations, Lehigh Valley Physician Group at LVHN and Dr. Michael Sheinberg, medical director, medical informatics, Epic transformation, LVHN, share the initial portal roll-out strategy as well as the key details on how portal engagement and functionality have evolved since its launch.

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LVHN Portal Places Healthcare Control in Patients’ Hands, Liberates Staff

November 30th, 2017 by Patricia Donovan

patient portal rolloutConsumers accustomed to communicating, shopping, banking and booking travel online increasingly expect those same conveniences from their healthcare providers.

And as Lehigh Valley Health Network (LVHN) has learned, despite the myriad of benefits a patient portal offers, the most important reason to incorporate this interactive tool into a physician practice is because patients want it.

“As much as we emphasize the marketing aspect of [the portal], having a nice, functional technology that we get in other aspects of our life has really been an enabler,” notes Michael Sheinberg, M.D., medical director, medical informatics, Epic transformation at LVHN. Many LVHN patients found the portal on their own, independent of the tool’s formal introduction, he adds. “Patients really wanted this. Our patients want to be engaged, they want to have access, and they want to own their medical information.”

Dr. Sheinberg and Lindsay Altimare, director of operations for Lehigh Valley Physician Group at LVHN, walked through the rollout of the LVHN portal to its ambulatory care providers during Patient Portal Roll-Out Strategy: Activating and Engaging Patients in Self-Care and Population Health, a November 2017 webinar now available for rebroadcast.

The 2015 launch of LVHN’s patient portal and its continued user growth has earned it the distinction of being the fastest growing patient portal on the Epic® platform.

As Ms. Altimare explained, LVHN first launched its portal with limited functionality in February 2015 as part of the Epic electronic health record that had gone live two years earlier. But even given the portal’s limited feature set, LVHN quickly recognized the tool’s potential to enhance efficiency, education, communication and revenue outside of traditional doctor’s office visits.

At its providers’ request, however, LVHN first piloted the portal within 14 of its 160+ physician practices, using feedback from providers in the two-month trial to further tweak the portal before next rolling it out to its remaining clinicians, and finally to patients.

LVHN supported each rollout phase with targeted marketing and education materials.

Today, LVHN patients and staff embrace the functionality of the portal, which offers an experience similar to that of an online airline check-in. Via the portal, LVHN patients can self-schedule appointments, complete medical questionnaires and forms, even participate in select e-visits with physicians—all in the comfort and privacy of their own homes.

Not only are about 45 percent of LVHN’s 420,000 patients enrolled in the portal, but self-scheduling doubled in the first six months of use. Additionally, upon examining a segment of portal participants over 12 months, LVHN identified a steady rise in portal utilization for common tasks like medication renewals and medical history completion.

The portal “liberates our patients from the need to access our providers in the traditional way,” says Dr. Sheinberg. Appreciation of this freedom is reflected in improved patient experience scores, he adds.

“The portal is a patient satisfier, and certainly a staff satisfier, because it reduces patient ‘no-shows’ and liberates our staff from more manual processes, putting them in the hands of our patients.”


Community Health Partnerships Can Change the Culture of Poverty: 2017 Benchmarks

November 28th, 2017 by Patricia Donovan

Community health partnerships address unmet needs, providing services related to transportation, housing, nutrition and behavioral health.

For residents of some locales, community health partnerships (CHP) —alliances between healthcare providers and local organizations to address unmet needs—can mean the difference between surviving and thriving, according to new CHP metrics from the Healthcare Intelligence Network (HIN).

“We could not survive without community partnerships. Our patients thrive because of them. They are critical to help change the culture of poverty that remains in our community,” noted a respondent to HIN’s 2017 survey on Community Health Partnerships.

Partnerships can also mean the difference between housing and homelessness. According to the survey, more than a quarter of community health partnerships (26 percent) address environmental and social determinants of health (SDOH) like housing and transportation that can have a deleterious effect on population health.

“To date, we have housed 49 families/individuals who were formally homeless or near homelessness,” added another respondent.

“Social health determinants are more important than ever to managing care,” said another. “Community health partnerships make a big impact when it comes to rounding out care.”

Motivated to improve population health, healthcare providers are joining forces with community groups such food banks, schools and faith-based organizations to bridge care gaps and deliver needed services. The majority of community health partnerships are designed to improve access to healthcare, say 70 percent of survey respondents.

Eighty-one organizations shared details on community health partnerships, which range from collaborating with a local food bank to educate food pantries on diabetes to the planting of community gardens to launching an asthma population health management program for students.

Seventy-one percent conduct a community health needs assessment (CHNA) to identify potential areas for local health partnerships. Priority candidates for 36 percent of these partnerships are high-risk populations, defined as those having two or more chronic medical conditions.

Overall, the survey found that 95 percent of respondents have initiated community health partnerships, with half of those remaining preparing to launch partnerships in the coming year.

Other community health partnership metrics identified by the 2017 survey include the following:

  • Local organizations such as food banks top the list of community health partners, say 79 percent.
  • The population health manager typically has primary responsibility for community health partnerships forged by 30 percent of respondents.
  • Foundations are the chief funding source for services offered through community health partnerships, say 23 percent. However, funding remains the chief barrier to community health partnerships, say 41 percent.
  • Forty-five percent have forged community health partnerships to enhance behavioral health services.
  • Two-thirds attributed increases in clinical outcomes and quality of care to community health partnerships.
  • Forty-four percent reported a drop in hospital ER visits after launching community health partnerships.

Download an executive summary of results from the 2017 Community Health Partnerships survey.

Infographic: Healthcare Consumer Loyalty Trends

November 1st, 2017 by Melanie Matthews

Almost half (40.37 percent) of consumers are not loyal to a hospital or health system, according to a new infographic by NRC Health.

The infographic examines healthcare consumer loyalty drivers, the top reasons consumers switch doctors and hospitals, digital consumer health trends and the hospital and physician website information ranked as most useful to consumers.

UnityPoint Health has moved from a siloed approach to improving the patient experience at each of its locations to a system-wide approach that encompasses a consistent, baseline experience while still allowing for each institution to address its specific needs.

Armed with data from its Press Ganey and CAHPS® Hospital Survey scores, UnityPoint’s patient experience team developed a front-line staff-driven improvement action plan.

Improving the Patient Experience: Engaging Front-line Staff for a System-Wide Action Plan, a 45-minute webinar on July 27th, now available for replay, Paige Moore, director, patient experience at UnityPoint Health—Des Moines, shares how the organization switched from a top-down, leadership-driven patient experience improvement approach to one that engages front-line staff to own the process.

Get the latest healthcare infographics delivered to your e-inbox with Eye on Infographics, a bi-weekly, e-newsletter digest of visual healthcare data. Click here to sign up today.

Have an infographic you’d like featured on our site? Click here for submission guidelines.

Patient Engagement Prerequisite: School Staff in Patient Activation, Health Literacy

October 19th, 2017 by Patricia Donovan

YNHHS embedded care coordinationEven after multiple years of patient engagement education, awareness training and related programming for its clinicians, PinnacleHealth Systems knew those efforts needed to continue if they were to move forward with new interventions. Here, Kathryn Shradley, director of population health, PinnacleHealth System, describes two key focus areas for clinician education.

We wanted to level-set on the definitions of patient activation and health literacy and what these terms meant to the organization and to the teams within. In full transparency, I want to be very clear: I believe initiatives for health literacy, patient engagement, patient education and population health will be on our task list for as long as I’m employed, and that’s okay.

We spent a lot of time educating front-line clinicians on health literacy, understanding who was using the Patient Activation Measure® (PAM®) and tools and attempting to broaden the language used around the health system. One of our initial goals was simply to have the words ‘health literacy’ be recognized and understood throughout the system. This is certainly still something we work on daily as a core piece of all of our engagement strategies. I’m happy to say that we have made progress.

One of the ways we obtained buy-in for our patient engagement strategy was to talk about the financial bottom line of low levels of patient activation and low levels of patient health literacy. We demonstrated to our executive teams, directors and managers that no matter where they were building an initiative and what they were building, if they didn’t include an engagement strategy in their product or service line, they were likely to experience difficulty—a difficulty that could otherwise be mitigated if we addressed some of these issues in their programs.

Source: Dual Approach to Patient Engagement: Activating High Utilizers and Coaching Clinicians

patient engagement

Dual Approach to Patient Engagement: Activating High Utilizers and Coaching Clinicians describes PinnacleHealth’s two-pronged strategy for prioritizing patient engagement among its clinicians and patient population, tactics that elevated key quality and clinical metrics in the process.

Guest Post: 3 Key Reasons Companies Should Embrace Corporate Clinics

September 26th, 2017 by Rob Indresano, COO, Barton Associates

A number of large corporations are taking a unique approach to healthcare by employing a resident physician, nurse practitioner or physician assistant to tend to the needs of workers and their families.

Models range from small clinics, such as the CVS Minute Clinic, to larger facilities that offer a full array of primary care services. While many companies opt to house the clinics on-site, some organizations have partnered with internal branches or outside firms to provide healthcare services at off-site locations.

For companies and employees alike, corporate clinics are an attractive option. These clinics keep costs in-house, giving companies greater control of healthcare expenditures. Corporate clinics can also reduce the time employees take off work to receive basic medical care, encouraging workers to seek routine care more regularly. In turn, this leads to better overall employee health and fewer sick days.

Better yet, these in-house clinics are available to employees as well as their dependents. Corporations spend less money to provide employees and their loved ones with more and better care. It’s a win-win situation.

The corporate clinic movement stems from a dramatic rise in overall healthcare costs and the amount of time employees aren’t at work for minor medical issues. The movement stuck because employees and their families became healthier and happier, with productivity booming for companies that adopted the model.

As corporate clinics became more popular, many factors combined to guarantee their success. Locum tenens, for instance, made it possible for corporations to seamlessly launch and staff corporate clinics as the need arose. Telemedicine continues to grow in popularity — Kaiser Permanente reported 52 percent of its 110 million patient visits in 2015 were done via telemedicine — making it possible for corporations to expand the scope of care while driving down costs.

Making the Case for In-House Care

The average American spends more than 90,000 hours at work over the course of her life. As the Centers for Disease Control and Prevention has noted, personal and family health problems cost companies about $226 billion annually in lost productivity. It’s easy to understand why a healthy work environment is vital to a happy and productive workforce.

Some companies already enjoy the benefits of on-site clinics. The clinics bring employees everything from primary and preventive healthcare to physical therapy, pharmacists, dentists, optometrists, and more. These clinics help lower insurance costs, improve health and job satisfaction, and increase productivity.

Toyota in 2007 opened a $9 million corporate clinic at its San Antonio truck manufacturing plant. The company has reported a 33 percent decrease in specialist referrals and a 25 percent drop in employee visits to urgent care clinics and emergency rooms.

Intel had similar goals when the technology titan launched its own corporate clinics in 2011. Company officials hoped workers would be more likely to visit the in-house doctors, ideally curtailing chronic issues such as heart disease and diabetes in the process. The company paid about $1 million to build and another $1.5 million to operate each clinic, though Intel has since managed to break even on those operating costs.

Employers enjoy short-term benefits such as greater control over direct costs for specialist visits, prescriptions, and trips to the emergency room. In the long run — and perhaps more important — corporate clinics can help establish new healthcare policies and wellness programs to promote healthier lifestyle choices for employees.

How Corporate Clinics Will Change the Business World

With perpetually increasing healthcare costs and a tremendous potential for return on investment, the corporate clinic model is set to alter healthcare and business in three important ways:

1. Reduced healthcare spending. Corporations with on-site or near-site health services spend less money on healthcare. It’s as simple as that. HanesBrands, for example, reports saving about $1.40 for every $1 the company spends on its in-house clinic. Companies can then take that savings and instead invest in other business-related purposes.

2. Healthier, happier, and more productive employees. Rather than taking time off work to visit a doctor or risking lost income, employees often forgo care for relatively minor issues. This becomes problematic, considering the chronic diseases doctors often detect through repeat visits account for 75 percent of U.S. healthcare spending. Easy access to primary care services means employees are willing and able to see on-site providers for more routine health concerns they might have otherwise neglected.

3. Greater transparency regarding treatment costs. Almost everyone has received a bill from his insurance at some point listing a litany of codes and featuring a hefty amount due at the end. On the flip side of that coin, most physicians are kept in the dark about the costs of treatments so they can prioritize patient care above all else. Corporate clinics can alleviate some of the secrecy surrounding healthcare costs by being transparent about employee treatment. This can actually lead to improved care and lowered costs, with on-site physicians working in tandem with company leaders to drive down expenses.

As more companies find value in corporate clinics, an increasing number of large corporations will likely bring medical services in-house to help drive down bloated healthcare costs. Mid-sized businesses might also be tempted to explore the possibility of creating their own clinics given the potential cost savings. The shift will help foster a culture of health in the United States that benefits employers, employees, and communities.

Rob Indresano, Chief Operations Officer, Barton Associates

About the Author: Rob Indresano is president and COO of Barton Associates, a national recruiting and staffing firm based in the Boston area that specializes in temporary healthcare assignments. Rob is responsible for managing operations as well as the company’s strategic vision. Before joining the Barton team, Rob was vice president and general counsel for Oxford Global Resources Inc. and corporate counsel for Oracle Corp.

HIN Disclaimer: The opinions, representations and statements made within this guest article are those of the author and not of the Healthcare Intelligence Network as a whole. Any copyright remains with the author and any liability with regard to infringement of intellectual property rights remain with them. The company accepts no liability for any errors, omissions or representations.