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Managing the Patient Experience case: Identify and describe performance improvement terms, concepts, tools, and methods from chapter 12 that are evident in this case.

Managing the Patient Experience case: Identify and describe performance improvement terms, concepts, tools, and methods from chapter 12 that are evident in this case.

Phlebotomy Essentials
Phlebotomy Essentials
6th Edition
ISBN:9781451194524
Author:Ruth McCall, Cathee M. Tankersley MT(ASCP)
Publisher:Ruth McCall, Cathee M. Tankersley MT(ASCP)
Chapter1: Phlebotomy: Past And Present And The Healthcare Setting
Section: Chapter Questions
Problem 1SRQ
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4. Managing the Patient Experience case: Identify and describe performance improvement terms, concepts, tools, and methods from chapter 12 that are evident in this case.

CASE: MANAGING THE PATIENT EXPERIENCE: FACING THE TENSION BETWEEN QUALITY MEASURES AND PATIENT SATISFACTION Center (AMC), a large tertiary-care health system consisting of six hospitals with a total of Bryce Jackson has recently been appointed chief experience officer for Academic Medical 1,500 inpatient beds and an annual average of 60,000 discharges. In this role, he will oversee the Department of Patient Experience, which has responsibility for patient satisfaction data, and employee engagement. Bryce will report directly to the chief quality and patient safety patient family complaints/grievances, patient advocacy, volunteer services, information desks, officer, who is responsible for quality and performance improvement across the system. Bryce has a decade of experience working in various middle management roles within AMC's Department of Patient Experience. During this time, he has noted a growing tension between patient satisfaction and quality measures. At AMC, although all health system leaders are tasked with improving satisfaction and quality measures, fragmentation and tension result from the involvement of different leaders tasked with improving specific metrics. Bryce recently completed a master's in healthcare administration (MHA) program through a school of public health affiliated with AMC, and he found during his studies that he is not the only one to notice the growing tension. propor- Prominent health administrators and researchers have noted that the current structure of the Centers for Medicare & Medicaid Services (CMS) Hospital Value-Based Purchasing (HVBP) program has contributed to, and perpetuates, this tension. One specific issue is that the CMS HVBP program now reimburses for an ever-increasing number of metrics. The pie charts in exhibits 1 and 2 illustrate the changes in the HVBP program at AMC. The p tion of the reimbursement pie that is derived from patient satisfaction scores (the Hospital Consumer Assessment of Healthcare Providers and Systems, or HCAHPS, survey) has remained relatively steady, but the other segments of this pie are continually shifting. In 2013, clinical process measures filled out the rest of the pie, but for the coming fiscal year, outcomes and efficiency will be added, incorporating a variety of metrics related to quality and patient safety. Bryce feels that use of this reimbursement pie at AMC has resulted in fragmenta- tion of the concept of patient experience, as well as tension among organizational leaders challenged with maximizing performance for the individual metrics in each leader's piece of the pie. Discussions with peers at other institutions have convinced Bryce that this problem is not isolated to AMC; in fact, these tensions are felt in health systems across the country. The competing priorities are most evident at the point of patient care, with the patient often becoming the victim of the tension. For instance, steps taken to meet a goal in patient fall prevention a key quality and safety metric-may be in direct conflict with a goal of improving the patient's experience as reflected in patient satisfaction scores. During his time in middle management, Bryce has been in several staff meetings where frontline nursing staff have discussed this problem. Staff are concerned that use of bed alarms will lead to hospitalized patients feeling restrained, thereby worsening their experience of care and lowering the resulting patient satisfaction scores.
Transcribed Image Text:CASE: MANAGING THE PATIENT EXPERIENCE: FACING THE TENSION BETWEEN QUALITY MEASURES AND PATIENT SATISFACTION Center (AMC), a large tertiary-care health system consisting of six hospitals with a total of Bryce Jackson has recently been appointed chief experience officer for Academic Medical 1,500 inpatient beds and an annual average of 60,000 discharges. In this role, he will oversee the Department of Patient Experience, which has responsibility for patient satisfaction data, and employee engagement. Bryce will report directly to the chief quality and patient safety patient family complaints/grievances, patient advocacy, volunteer services, information desks, officer, who is responsible for quality and performance improvement across the system. Bryce has a decade of experience working in various middle management roles within AMC's Department of Patient Experience. During this time, he has noted a growing tension between patient satisfaction and quality measures. At AMC, although all health system leaders are tasked with improving satisfaction and quality measures, fragmentation and tension result from the involvement of different leaders tasked with improving specific metrics. Bryce recently completed a master's in healthcare administration (MHA) program through a school of public health affiliated with AMC, and he found during his studies that he is not the only one to notice the growing tension. propor- Prominent health administrators and researchers have noted that the current structure of the Centers for Medicare & Medicaid Services (CMS) Hospital Value-Based Purchasing (HVBP) program has contributed to, and perpetuates, this tension. One specific issue is that the CMS HVBP program now reimburses for an ever-increasing number of metrics. The pie charts in exhibits 1 and 2 illustrate the changes in the HVBP program at AMC. The p tion of the reimbursement pie that is derived from patient satisfaction scores (the Hospital Consumer Assessment of Healthcare Providers and Systems, or HCAHPS, survey) has remained relatively steady, but the other segments of this pie are continually shifting. In 2013, clinical process measures filled out the rest of the pie, but for the coming fiscal year, outcomes and efficiency will be added, incorporating a variety of metrics related to quality and patient safety. Bryce feels that use of this reimbursement pie at AMC has resulted in fragmenta- tion of the concept of patient experience, as well as tension among organizational leaders challenged with maximizing performance for the individual metrics in each leader's piece of the pie. Discussions with peers at other institutions have convinced Bryce that this problem is not isolated to AMC; in fact, these tensions are felt in health systems across the country. The competing priorities are most evident at the point of patient care, with the patient often becoming the victim of the tension. For instance, steps taken to meet a goal in patient fall prevention a key quality and safety metric-may be in direct conflict with a goal of improving the patient's experience as reflected in patient satisfaction scores. During his time in middle management, Bryce has been in several staff meetings where frontline nursing staff have discussed this problem. Staff are concerned that use of bed alarms will lead to hospitalized patients feeling restrained, thereby worsening their experience of care and lowering the resulting patient satisfaction scores.
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