Top Banner
©2014 DLMann, all rights reserved Measuring Success In Healthcare Darrell Mann Paul Howarth
50

Measuring success in Healthcare

Jun 26, 2015

Download

Health & Medicine

This presentation will focus on how outcomes and major issues in the National Health Services (NHS UK) are measured using patient and staff experiences. It will also describe how latest technologies are being utilized to measure success in these areas.
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Page 1: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Measuring Success

In Healthcare

Darrell Mann

Paul Howarth

Page 2: Measuring success in Healthcare

©2014 DLMann, all rights reserved

NHS Diagnosis “The Trust failed to listen to

patients' concerns, the board did

not review the substance of

(patient) complaints and (staff)

incident reports were not given

the necessary attention.

The Trust's board was found to

be disconnected from what was

actually happening in the

hospital” Robert Francis QC

“This review found that providers

and commissioners are struggling to

understand and take full advantage

of the enormous and very rich set of

data available on quality” Sir Bruce

Keogh

“Quantitative targets and financial

goals should not override protection of

patients from harm... all NHS staff

should raise concerns to their

colleagues and superiors and be

welcomed in so doing.

It requires culture change and therefore

countless, consistent and repeated

messages and deeds over a period of

years.” Professor Don Berwick

“...patients often felt too

frightened to complain,

while those that did

encountered a wall of

defensiveness, when they

only wanted an explanation,

and evidence that failings

would not be repeated.”

Dame Julie Mellor

“...complaints should be

regarded as gold dust...

...Chief executives need to take

responsibility for signing-off

complaints...

...Trust boards should scrutinise

all complaints and evaluate what

actions should be taken; a board

members with responsibility for

whistle-blowing should be

accessible to staff.” Ann Clwyd

MP

Review on NHS Staff

Engagement –or lack of it !

Professor Chris Ham CEO

Kingsfund

£11,000,000 report

into mid staffs

Page 3: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Computers allow us to measure all the easy stuff.

“so let’s measure ALL the patient experiences”

Page 4: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Please rank your

experience on the 1

to 9 scale. Your input

will help us improve

our service.

There are only two things wrong with the way we use patient experience to

measure the performance of the NHS: 1) What we measure; 2) How we

measure it.

Measuring The Real NHS

Page 5: Measuring success in Healthcare

©2014 DLMann, all rights reserved

It’s very clever isn’t

it? Is this where I

press for a ‘9’?

Please rank your

experience on the 1

to 9 scale. Your input

will help us improve

our service.

Measuring The Real NHS

There are only two things wrong with the way we use patient experience to

measure the performance of the NHS: 1) What we measure; 2) How we

measure it.

Page 6: Measuring success in Healthcare

©2014 DLMann, all rights reserved

It’s very clever isn’t

it? Is this where I

press for a ‘9’?

Please rank your

experience on the 1

to 9 scale. Your input

will help us improve

our service.

If memory serves,

when I press this

button, they smile and

leave me alone again.

Measuring The Real NHS

There are only two things wrong with the way we use patient experience to

measure the performance of the NHS: 1) What we measure; 2) How we

measure it.

Page 7: Measuring success in Healthcare

©2014 DLMann, all rights reserved

It’s very clever isn’t

it? Is this where I

press for a ‘9’?

Please rank your

experience on the 1

to 9 scale. Your input

will help us improve

our service.

If memory serves,

when I press this

button, they smile and

leave me alone again.

The best way to improve the

service would be to use the

money spent on these iPads

to do something useful

Measuring The Real NHS

There are only two things wrong with the way we use patient experience to

measure the performance of the NHS: 1) What we measure; 2) How we

measure it.

Page 8: Measuring success in Healthcare

©2014 DLMann, all rights reserved

There is comfort in data.

Data ‘proves’.

Page 9: Measuring success in Healthcare

©2014 DLMann, all rights reserved

“63% of patients would recommend this hospital to a friend”

“Last year only 61% of patients would recommend the hospital.

Things are moving in the right direction. We are getting better.”

And yet…

Page 10: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Page 11: Measuring success in Healthcare

©2014 DLMann, all rights reserved

The Big Data Conundrum

More Data Does Not Mean More Needles

Garbage in, garbage out.

More garbage in, more garbage out.

Page 12: Measuring success in Healthcare

©2014 DLMann, all rights reserved

The Whole Truth

Tangible, ‘good’ reasons. Data.

Really easy to capture.

Intangible, ‘real’ reasons. Narrative.

Difficult to capture.

It’s very clever

isn’t it? Is this

where I press for

a ‘9’?

If memory serves,

when I press this

button, they smile

and leave me alone

again.

Page 13: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Level 1:

Quantitative

Big Data Analytics Capability Model

Page 14: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Level 1:

Quantitative

Typical accuracy:

~50%

Big Data Analytics Capability Model

Page 15: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Level 1:

Quantitative

Level 2:

Qualitative

‘Word-

Count’

Typical accuracy:

~50% ~60%

Big Data Analytics Capability Model

Page 16: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Acquiring Narrative Data

Analysis

Algorithm

Social media

Patient Opinion

Sites

email traffic

user/staff

fora

“meaningful,

actionable

insight”

Page 17: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Page 18: Measuring success in Healthcare

©2014 DLMann, all rights reserved

5.0 out of 5 stars Efficient, 25 April 2014

This review is from: Philips Sonicare HX6731/02 HealthyWhite

Deluxe Rechargeable Toothbrush (Personal Care)

The first brush proved to be faulty after two weeks; however, when I returned it, the replacement was sent straight away and I received it four days after sending in the original product. The Sonicare does an efficient job of cleaning my teeth and, best of all, the timer forces me to spend two and a half minutes on my brushing and polishing. Before I got the product I used to spend a cursory half a minute on my morning and evening ritual; I have currently noticed a brighter smile and a cleaner feel to my teeth. Now I can follow my dentist's recommendation and won't feel guilty at my regular visits.

Page 19: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Level 1:

Quantitative

Level 2:

Qualitative

‘Word-

Count’

Qualitative:

Ambiguated

Signifiers

Qualitative:

Semantic

Qualitative:

Relativism

Level 6:

Limbic

Levels 3, 4, 5

Level 7:

Prescient

Level 8:

tba

Typical accuracy:

~50% ~60% 65-85% 90-96% 99% 99.9%

Big Data Analytics Capability Model

Page 20: Measuring success in Healthcare

©2014 DLMann, all rights reserved

5.0 out of 5 stars Efficient, 25 April 2014

This review is from: Philips Sonicare HX6731/02 HealthyWhite

Deluxe Rechargeable Toothbrush (Personal Care)

The first brush proved to be faulty after two weeks; however, when I returned it, the replacement was sent straight away and I received it four days after sending in the original product. The Sonicare does an efficient job of cleaning my teeth and, best of all, the timer forces me to spend two and a half minutes on my brushing and polishing. Before I got the product I used to spend a cursory half a minute on my morning and evening ritual; I have currently noticed a brighter smile and a cleaner feel to my teeth. Now I can follow my dentist's recommendation and won't feel guilty at my regular visits.

Level 2 capability will tell you this consumer is happy. Level 7 will tell you: a) This person is very naïve, an ‘innocent’ b) Impulsive c) Needs to see data to be convinced d) Is actually quite angry e) That there’s a significant ‘clean faster’ innovation opportunity f) Probably won’t buy a Sonicare next time

Page 21: Measuring success in Healthcare

©2014 DLMann, all rights reserved

“My daughter got this in the mail!” the man said. “She’s still in

high school, and you’re sending her coupons for baby clothes

and cribs? Are you trying to encourage her to get pregnant?”

Two days later: “I had a talk with my daughter,” he said. “It

turns out there’s been some activities in my house I

haven’t been completely aware of. She’s due in August. I

owe you an apology.”

Level 1:

Quantitative

Quantitative analysis of 25 products that, when

analyzed together, allow Target to assign each shopper

a “pregnancy prediction” score, estimating due date to

within a small window, so they could send coupons

timed to very specific stages of her pregnancy.

Level 1: knows she’s pregnant before

the rest of the family know

Page 22: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Level 2:

Qualitative

‘Word-

Count’

Level 2: knows whether to send an

promotion material or not

Level 6:

Limbic

Level 6: knows the girl hasn’t told her

parents yet

Big Data Analytics Capability Model

Level 7:

Prescient

Level 7: is able to inform the girl how

best to break the news

Page 23: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Priority #1

“Total Privacy”

“Don’t Cause Harm”

‘Delete All’ kill-switch

One-Strike And You’re Out

Page 24: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Analysis of Emotional Content of Patient Experiences

At RBA Taunton And Somerset

Page 25: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Word Cloud : Attitudes

RGC Whipps Cross University Hospital RBA Taunton and Somerset

Page 26: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Page 27: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Analysis of Patients Perception of Staff Attitude At

RBA Taunton And Somerset FT

Page 28: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Page 32: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Market Volatility

Customer Change Pulse Rate

Under/Over Served Customer

Unmet Customer Needs

Unarticulated Needs

Stated Customer Loyalty

Competitor Effectiveness

Blue Ocean Ratio

Customer EQ

‘Share Of Wallet’

ADD YOUR OWN

Sales Risk

Sales Resilience

Sales Effectiveness

Efficiency

Agility

Change Readiness

ADD YOUR OWN

Customer Engagement

Customer Trust

Goodwill Reserve

Brand Authenticity

Actual Loyalty

Customer Promiscuity

Resonance

‘Share Of Mind’

‘Recommend To Friend’ Index

Inter-Generational Connection

ADD YOUR OWN

Trust/Fear

Engagement

Goodwill

Creativity

Amenability To Change

Persistence

Authenticity

Coherence

Passion

ADD YOUR OWN

Outward Facing Dashboard Design Drop-Down Menu Defaults

tangible intangible

internal

external

Page 33: Measuring success in Healthcare

©2014 DLMann, all rights reserved

patient compliance

No matter what healthcare

professionals try and do, overall

compliance rates stubbornly find

themselves converging somewhere

around the 50% level.

Irrespective, it turns out, of the severity

of the condition the patient is suffering

from.

In more dramatic terms, 50% of

patients would rather succumb to a

life-threatening condition than

remember to take their medication.

Autonomy

Belonging

Competence

M eaning

Learned

Helplessness

Page 34: Measuring success in Healthcare

©2014 DLMann, all rights reserved

‘Did Not Attend’s

Page 35: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Frustration Map – GP Appointments

Customer

Intangible

Needs

under - served

over - served

Customer Tangible Needs

under - served over - served

caring

advice

convenience efficiency

flexibility cost

risk

control

respect

thoroughness

privacy

competence

Page 36: Measuring success in Healthcare

©2014 DLMann, all rights reserved

“see how

I’m in

control?”

“you take

control”

Result: 40% reduction in DNAs

Page 37: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Live

Dashboard

Levers

Trends &

Patterns

Drill-Down/

Analysis

Auto-

Suggestions

Prognostics

Weak Signal

Detection

helping to support the construction and validation of

messages and strategies that will influence the dial readings

helping to build understanding about the meaning of

the dial readings

helping to plot long term dashboard reading patterns

in order to establish patterns and directions

once the dashboard has been calibrated to run analyses,

and uncover trends, it becomes possible for the system to

‘feed-forward’ and make predictions on the imminent future

giving leaders a vital ‘2-second-advantage’

company suggestion schemes are notoriously difficult to

sustain. PanSensics in effect helps leaders to extract

actionable ‘unspoken suggestions’

in fast moving industries, often by the time trends have

been identified, it is too late to do anything about them.

fully calibrated PanSensic systems allow organisations to

spot the weak signals that representing pre-trends

PanSensics® Downstream Opportunities

Page 38: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Rethinking The NHS with PanSensics:

1) Pre-Identification Of Patient Attitudes

The vast majority of negative opinions come from a tiny minority of patients.

A couple of simple narrative questions during routine communication

activities prior to bringing a patient into hospital for a scheduled

operation would clearly reveal the intangibles that drive that patient’s

behaviours, propensity to complain, or to provide genuinely positive

feedback of their experience.

Page 39: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Rethinking The NHS with PanSensics:

2) Pre-Identification Of Dementia

Oftentimes, by the time the first tangible signs of dementia are detected, considerable undo-able damage and

distress has been caused.

By capturing some of the pre-conscious, intangible, emotional

elements of everyday speech, it is possible to detect the onset of

dementia (and other degenerative diseases for that matter) much

earlier than is possible than by merely using tangible conscious

feedback mechanisms.

Page 40: Measuring success in Healthcare

©2014 DLMann, all rights reserved

If memory serves,

when I press this

button, they smile and

leave me alone again.

The proven science of capturing the ‘unspoken’,

behaviour-driving perceptions of customers

PanSensicReality. Insight. Meaning.

Achieved by capturing the narrative nuances quantitative surveys ignore.

Metaphors, Thinking Styles, Logical Contradictions, Life-Stage.

Keyword Ontologies + Semantic Contextual Relevance Engine.

Locating the stuff that sits in the space between the lines.

Page 41: Measuring success in Healthcare

©2014 DLMann, all rights reserved

everything we believe is about

challenging status quos

turning every stone

sparking meaningful solutions

we do it by

uncovering the fundamentals

running towards paradox

embracing complexity

we are PanSensics

the only science

of reading between the lines

company on the planet

Future. Understood.

Page 46: Measuring success in Healthcare

©2014 DLMann, all rights reserved

surface metaphors

metaphor themes

root

metaphors

“money down the drain”

“drowning in debt”“the bank froze my assets”

MONEY IS LIKE LIQUID

RESOURCE

Metaphor…

Page 47: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Customer Advertising Messaging

JupiterMu – Root Metaphor Analytics

Page 48: Measuring success in Healthcare

©2014 DLMann, all rights reserved

Co-Design Build/

Connect Trial

Proof/

ROI

PanSensics® Build Process

Page 49: Measuring success in Healthcare

©2014 DLMann, all rights reserved

informed decisions

from real input

Design The

Questions

Capture The

Stories

Organise

Map The

Relationships

Between

Uncover The

Conflicts

Resolve

Page 50: Measuring success in Healthcare

©2014 DLMann, all rights reserved

17 years

600 academic papers & books

4 million case studies

100s of returning MNC, NGO & SME clients

Billions of dollars of top-line benefit

Millions of dollars of bottom line savings

80 people

22 countries

Ready to help you make sense of your world.