Enhancing Communication Skills: A Catalyst for Organizational Cultural Transformation Presented by William Maples, MD, Chief Medical Officer, Professional Research Consultants and Executive Director, The Institute for Healthcare Excellence, Galen Perdikis, MD, Faculty, The Institute for Healthcare Excellence, Chadi Ibrahim, MD, Medical Director of Medical House Services, Connie O’Malley, Chief Operating Officer and Amanda LaVoie, M.S., R.D., Director of Service Excellence and Environmental Services, Beaumont Hospital – Troy
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Enhancing Communication Skills: A Catalyst for Organizational Cultural Transformation
Presented by William Maples, MD, Chief Medical Officer, Professional Research Consultants and Executive Director, The Institute for Healthcare Excellence, Galen Perdikis, MD, Faculty, The Institute for Healthcare
Excellence, Chadi Ibrahim, MD, Medical Director of Medical House Services, Connie O’Malley, Chief Operating Officer and Amanda LaVoie, M.S., R.D., Director of Service Excellence and Environmental
Services, Beaumont Hospital – Troy
Defining Patient Experience
www.theberylinstitute.org 2
- The Beryl Institute
Keynote Speakers
Three Pre-Conference Workshops
The Environment of the Patient Experience: Proactive Design in Practice
Lorissa MacAllister and Susan Mazer
Leading Your Patient Experience Strategy tp the Next LevelWendy Leebov, Jill Golde and Dorothy Sisneros
Breakout Sessions
April 13-15 ▪ Sheraton Dallas Hotel ▪ Dallas, Texas
Ronan Tynan
Coaching and Feedback to Enhance Communication
Calvin Chou and Laura Cooley
Cynthia Mercer Kelly Corrigan
Three Pre-Conference Gatherings
Patient Advocacy CommunityPhysician CommunityPediatric Community
Montel Williams
Networking Dinner & Reception
The Margot and Bill Winspear Opera House at the AT&T Performing Arts Center
Become a Certified Patient Experience Professional.
Applicants should have a minimum 3 years of professional experience in a patient experience related role or completion of 30 Patient Experience Continuing Education Credits (PXEs).
Learn more at www.pxinstitute.org
Housekeeping
• All participant phone lines are muted.
• The presentation will run 45-50 minutes with about 10-15 min for Q&A.
• Q&A will be conducted through the Q&A function. Please submit questions to the host for a facilitated Q&A after the presentation.
• Webinar materials and session recording will be available for all attendees. (receive an email notification with the appropriate link)
• A survey will be distributed following today’s session.
• This program is pending approval for 1 PXE
PX Continuing Education Credits
• In order to obtain patient experience continuing education credit, participants must attend the program in its entirety and return the completed evaluation.
• The planning committee members and presenters have disclosed no relevant financial interest or other relationships with commercial entities relative to the content of the educational activity.
• No off label use of products will be addressed during this educational activity.
• This activity has received no sponsorship or commercial support. No products are available during this educational activity, which would indicate endorsement.
Our Speakers
www.theberylinstitute.org 7
William Maples, MDChief Medical Officer, PRC
Executive DirectorThe Institute for Healthcare Excellence
Galen Perdikis, MDFaculty, The Institute for
Healthcare Excellence
Connie O’MalleyChief Operating Officer
Beaumont Hospital – Troy
Chadi Ibrahim, MD, Medical Director
Medical House ServicesBeaumont Hospital – Troy
Amanda LaVoie, M.S., R.D., Director of Service Excellenceand Environmental ServicesBeaumont Hospital – Troy
Communication in Healthcare
Why Communication in HealthcareDemonstrated Results
Risk Adjusted Mortality
ICU Length of Stay
Patient Experience
Overall Inpatient
50% 1 day 33%
Physician Communication
Scores
43%
• Enhance Patient Experience• Evolve a culture of safety• Enhance Employee Engagement and Satisfaction• Create a culture of mutual respect, safety, and teamwork through
enhancing outcomes and decreasing rework resulting from unnecessary readmissions
• Decrease Staff Turnover• Decrease Malpractice Events• Restore joy for the practice of medicine• Build resilience to meet the ever-changing healthcare environment
Goals: 4-Hour Communication in Healthcare Curriculum
Program DesignPROGRAM DESIGN
Interactive Small Group Learning
1 Faculty per 6 Participants
Interactive/immersive training stylePeer to peer teaching (e.g. MD to MD) 1 Faculty per 6 colleaguesDidactic discussions and video Longitudinal experienceCME accredited
Mindfulness/Presence Active listening Information gathering Negotiating an agenda Connecting with patients and team Written communication Appreciative inquiry/debrief
COURSE ELEMENTS
Enhancing Communication Skills:A Catalyst for Organizational
Cultural TransformationFebruary 2016
Beaumont - Troy• 458 Licensed Beds
• 4,675 Employees
• 1,348 Physicians– Employed and Private
• 35,650 Admissions
• 93,332 EC Visits
• 3,736 Births
• 19,524 Total Surgeries
Why did we seek Communication Training?• Desire to develop a curriculum that allowed staff to
more strongly connect with patients, families and each other
• Looking for more than an initiative
• Culture shift to align with our vision
Why this concept?
• Learner centered approach• Physician and allied health learning parallel
learning• Self sustaining model
What was the need?
• Maintain a high level of safety and quality
• Improve physician patient experience scores
• Improve overall patient experience scores
• Desire to improve communication between providers
• Desire to maintain our facility as the hospital of choice
• Doing the right thing
Challenge in getting physicians on board
• Not all physicians view patient experience as important aspect of patient care
• Generally viewed as softer side of medicine• Docs don’t think they have issues with
communication• We also didn’t know where physician leaders are on
the issue• Difficult to get physicians interested in taking the
lead on the issue
Why is physician involvement important?
• It became clear that the patient experience initiative wouldn’t succeed without involving physicians
• Physicians are well respected by patients
• Physicians are well respected by others members of the team
• We have a stake in this
• Our reputation is on the line
• Improved job satisfaction
How do we involve physicians?
• The leadership must buy into it• It has to be a physician who drives it• We have to show physicians that this is a valuable skill• It is a way to help improve “how we practice
medicine”• Will not take more time!• The carrots: CME, Academic Credits, MOC credits• Start the conversation• Execution is the key!
Setting the vision
• Finding the right program
• Treading lightly with physicians
• Having the conversations are crucial
• Generating a buy in from leadership
• Leaders need to see these benefits: Improved quality of care, financially sound proposal and sustainability
• Inviting the right physician leaders to the table
U.S. Top 10% 83% 83% 83% 83% 84% 84% 84% 85% 85% 85% 85% 85% 85%U.S. Average 76% 76% 76% 76% 77% 77% 77% 78% 78% 78% 78% 78% 79%
U.S. Rank 939 of 3809 1254 of 3811 1305 of 3826 1340 of 3836 1388 of 3850 927 of 3857 997 of 3866 840 of 3891 546 of 3903 558 of 3911 432 of 3923 596 of 3938 619 of 3974State Rank 40 of 97 53 of 97 51 of 97 56 of 98 54 of 97 38 of 97 42 of 97 31 of 97 16 of 97 15 of 97 14 of 98 22 of 98 25 of 98
Communication with Nurses
Applicable to the 2013, 2014, 2015 and 2016 VBP Programs.
79%
83%83%
85%
76%
79%
74%
76%
78%
80%
82%
84%
86%
Mission Hospitals
U.S. Top 10%
U.S. Average
Hospital
Value Based Purchasing – Patient Experience
Scheduled Quarterly Release Mar. 2011 June 2011 Sept. 2011 Dec. 2011 Mar. 2012 June 2012 Sept. 2012 Dec. 2012 Mar. 2013 June 2013 Sept. 2013 Dec. 2013 Mar. 2014
Data Collection Dates Jul. 1, 2009 - June 30, 2010
U.S. Top 10% 76% 76% 76% 76% 76% 76% 76% 77% 77% 77% 77% 77% 77%
U.S. Average 69% 69% 69% 70% 70% 70% 70% 70% 71% 71% 71% 71% 71%
U.S. Rank 914 of 3807 1200 of 3810 1233 of 3826 1895 of 3836 1260 of 3850 1039 of 3856 1368 of 3864 513 of 3889 430 of 3900 251 of 3906 114 of 3921 151 of 3934 285 of 3969
State Rank 30 of 97 42 of 97 42 of 97 63 of 98 50 of 97 38 of 97 47 of 97 15 of 97 8 of 97 5 of 97 1 of 98 1 of 98 3 of 98
Pain Management
Applicable to the 2013, 2014, 2015 and 2016 VBP Programs.
72%
78%
76%77%
69%
71%
68%
70%
72%
74%
76%
78%
80%
82%
Mission Hospitals
U.S. Top 10%
U.S. Average
Hospital
Value Based Purchasing – Patient Experience
Scheduled Quarterly Release Mar. 2011 June 2011 Sept. 2011 Dec. 2011 Mar. 2012 June 2012 Sept. 2012 Dec. 2012 Mar. 2013 June 2013 Sept. 2013 Dec. 2013 Mar. 2014
Data Collection Dates Jul. 1, 2009 - June 30, 2010
U.S. Top 10% 68% 68% 69% 69% 69% 70% 70% 71% 71% 71% 72% 72% 72%
U.S. Average 60% 61% 61% 61% 61% 62% 62% 63% 63% 63% 64% 64% 64%
U.S. Rank 2036 of 3805 1815 of 3807 1896 of 3822 1181 of 3833 700 of 3846 413 of 3854 440 of 3862 515 of 3888 369 of 3899 475 of 3906 335 of 3920 158 of 3934 208 of 3967
State Rank 76 of 97 71 of 97 70 of 97 51 of 98 28 of 97 15 of 97 14 of 97 18 of 97 11 of 97 12 of 97 10 of 98 3 of 98 3 of 98
Communication about Medicines
Applicable to the 2013, 2014, 2015 and 2016 VBP Programs.
59%
75%
68%
72%
60%
64%
58%
60%
62%
64%
66%
68%
70%
72%
74%
76%
Mission Hospitals
U.S. Top 10%
U.S. Average
Hospital
Value Based Purchasing – Patient Experience
Scheduled Quarterly Release Mar. 2011 June 2011 Sept. 2011 Dec. 2011 Mar. 2012 June 2012 Sept. 2012 Dec. 2012 Mar. 2013 June 2013 Sept. 2013 Dec. 2013 Mar. 2014
Data Collection Dates Jul. 1, 2009 - June 30, 2010
U.S. Top 10% 88% 88% 88% 88% 88% 88% 89% 89% 89% 89% 90% 90% 90%
U.S. Average 82% 82% 82% 82% 83% 83% 83% 84% 84% 84% 85% 85% 85%
U.S. Rank 845 of 3806 1227 of 3808 972 of 3824 721 of 3834 518 of 3849 384 of 3856 432 of 3865 493 of 3890 346 of 3902 585 of 3911 656 of 3923 270 of 3936 330 of 3973
State Rank 25 of 97 40 of 97 32 of 97 19 of 98 13 of 97 9 of 97 8 of 97 7 of 97 8 of 97 15 of 97 15 of 98 4 of 98 5 of 98
Discharge Information
Applicable to the 2013, 2014, 2015 and 2016 VBP Programs.