Transcription
Northwell Health:Establishing aCulture of C.A.R.E.Lunch & LearnSven Gierlinger, VP, Chief Experience OfficerPatient & Customer ExperienceAgnes Barden, DNP, RN, CPXPVP, Patient & Customer Experience1
Patient StoryThis is Bryan’s story 2
Learning Objectives1. Identify key strategies when embarking on a patient/customerfocus cultural transformation across a healthcare organization.2. Discuss elements of creating an inspiring, interactive, engagingeducational curriculum that focuses on the patient and familyexperience.3. Explain methodologies for implementation, sustainment andmeasurement.
If I had to pack my pastin a trunk 4
More than a health system we see healthcare differently.Our goal is to be a national health careleader, committed to excellence,compassion and improving the health ofthe community.“We are ever-growing, ever-searching,ever-reaching to bring the best care andservices to all those who entrust theircare to us.”- Michael Dowling, President & CEOClinical unityHealthPopulationHealth5
Key Facts The first andlargest integratedhealth system inNY State 21 hospitalsChildren’s Hospital2 Psychiatric Hospitals4 Nursing/Sub-acute facilitiesOver 450 ambulatory locations13,600 affiliated physicians3,900 member physician medicalgroup Broad geographic coverage 7 Counties - 10.8 millionpopulation Provides care to 4 million persons 27% inpatient share 9.5 billion revenue “A” rated Insurance Company – Over 90,000members 61,000 employees* Largest private employer in NYS Major academic and researchcenter A continuously growing footprint Comprehensive and fullcontinuum of care*Inclusive of affiliates, 58,000 Northwell Health employees 2016 All rights reserved. Proprietary and confidential information of Northwell Health6
Defining Patient Experience
Office of Patient & Customer ExperienceMission StatementInspiring, challenging and leading Northwell Healthto design and deliver experiences our patients andcustomers desire.CulturePatient & ility
ImplementationMore than destination an ever evolving journey9
Our culture at Northwell CConnectednessAAwarenessRERespectEmpathy10
Madison SquareGardenLeadership Rally(May 2015)Focus on patientexperience andleadership 4,000 leadersgathered todrive healthcareforward
Executive Leader WorkshopsSession OutcomesCultural TransformationRole of Leadership/Buy-inPower of StorytellingAction Planning
Culture InfluencersCultureLeaders(55)Facilitators(300 ) Innovative change leadersMultifaceted local expertsInfused with tiers of accountabilityOPCE alignment Local role models Led Culture of C.A.R.E. courses at local site13
A CULTURE OF C.A.R.E.CConnectedness The Ripple Effect C.O.N.N.E.C.T. Communication ModelAAwareness Service Hospitality On-stage /Off-stage BehaviorRespect The Negativity Virus Finding the ‘Yes’ L.A.S.T. Service RecoveryEmpathy Empathy vs. Sympathy Reconnecting with Our Passion The Power of AppreciationRE
Our Behavioral ExpectationsOur behavioral expectations are aligned with our core values of excellence, innovation, caring, and integrity.Northwell employees are expected to demonstrate the behaviors honestly, professionally, and consistently.Patient/Customer Focused Always anticipates and exceeds the needs of others by demonstrating empathy and kindness topromote an environment of trust. Builds strong relationships and delivers patient/customercentric solutions.Teamwork Inspires one another to work together to achieve organizational goals . Creates feeling ofbelonging and strong team morale.Execution Displays technical and functional expertise. Takes ownership of work, structures job tasks, andhandles multiple deadlines by pursuing with passion the highest standard of quality andservice. Acts honestly, professionally, and consistently – doing the right things for the rightreasons.Organizational Awareness Understands how to overcome obstacles and works through the realities of a large healthcareorganization. Applies best approaches to achieve business goals.Enable Change Willingly adapts to shifting business needs and seeks opportunities to champion new processesand ideas. Anticipates, promotes, and responds to change and innovation to positively impactthe organization.Develop Self Takes consistent action to increase knowledge and skills. Embraces challenging assignments andseeks learning opportunities to enhance performance.15
Communication Model: C.O.N.N.E.C.T.CContact: Smile, make eye contact, shake hands, touch onshoulder (as culturally appropriate), sit vs. standOOpening Greeting: Say good morning / good afternoonNName/Title: Introduce yourself by name and titleNNeeds: Assess and address patient / customer needsEExplanation: Set expectation of role and time togetherCClose: Close by asking if there is anything else you can doTThank: Thank the patient / customer
C.O.N.N.E.C.T. in Action17
Implementation HighlightsCulture of C.A.R.E. is our Northwell culture Executive Leadership Buy-in55 Culture Leaders/300 FacilitatorsAll employees educated (55,000 )
2017 Leadership Rally: Endless Possibilities4th Annual Leadership RallyMadison Square Garden(March 2017)4,000 Leaders &100 staff level select VIPsFocus on innovation andmaking the impossible,possible.19
MeasurementFocus on transparency and accountability20
Listening to the “Voice” of Patients/FamiliesTraditionalTechnologyNorthwell InnovationPatient & FamilyPartnership21
Physician Partners – TransparencyAll patient comments and scores posted toNorthwell Health “Find A Doc” siteComment Eligibility CriteriaPhysician Comment Moderator ToolAppeals Process22
Press Ganey - "Care Provider"Section Data 2014 - /15All Facilities Rank5053545657605663Region 2 Rank53565758616358Custom Rank636363646467Mean Score93.9949494.194.294.3Patient SatisfactionScorecard siteLIVE on Intranet646670697378807970739392.51/1/143/31/141st Patient SatisfactionScorecards Releasedto 15 01/1/1612/31/15 4.9Patient SatisfactionRating & ReviewsLIVE 8/24 on InternetPatient SatisfactionRating & ReviewsOne Yr Anniversary92PG ClientsChange toCAHPS Plus
24
25
26
Measurement HighlightsMeasure what you want to changeTransparency is keyDirect correlation between patient experience and employeeengagement27
SustainmentKeeping our Culture of C.A.R.E. alive 28
Culture Leader DevelopmentSelf-CareReignited FocusRecognitionStrategic PlanningOffice of Patient & Customer ExperienceMentoringNetworkingPeer LearningEducation SessionsMonthly Culture Leader MeetingsSystem CommitteesCulture Leader SummitInspirationShared Work TeamsPatient & Family Partnerships29
Infusing Culture Into Care DeliveryCulture of C.A.R.E. PolicyBehavioral CompetencyC.O.N.N.E.C.T. & Service Recovery Phase I Pilot3 Hospitals2 Service LinesQ4 2016Culture Leader & HR PartnershipCompetency ChecklistDirect ObservationDebrief: Mentoring & CoachingPhase II Pilot3 Hospitals3 Service LinesBeryl ResearchGrantOrganizationalSpread2017Q3 2017 &ongoing1 Business UnitQ1-2 201730
Weekly Culture of C.A.R.E. Huddle TopicsHuddle Components:-Inspiring QuoteBehavioral ExpectationPatient StoryChallenge of the WeekDiscussion StartersForums for Dissemination:-Team huddles / meetingsLeadership meetingsTown Halls / Open ForumsCollaborative Care CouncilsLeader e-newsAll employee e-news31
The Power of Appreciation: myRecognition e-Platform Mobile enabled and accessed through mySelfService Employees nominate each other exemplifying one of the six behavioralexpectations and can be complemented with points – includingpatient/customer focus 14,415 Patient/Customer Focus Awards and 385 C.A.R.E. Cards havebeen issued through during the first six months of the program Aligns with all aspects of our promise to take care of our patients,customers and each other, reinforce a culture of appreciation and driveall around patient satisfaction
Sustainment HighlightsOngoing Culture Leader developmentLeveraging policy and competency to hold teams accountableListening to the ‘voice’ of our patientsKeeping the Culture of C.A.R.E. language aliveThe power of appreciation33
A Look Ahead for Northwell edata martFocus onpatientexperienceinnovationFocus onconsistency ofthe experience34
We Are the Patient Experience35
Thank erience
Northwell employees are expected to demonstrate the behaviors honestly, professionally, and consistently. 15 . We collaborated with our HR partners to infuse employee engagement into patient experience strategies and execution. This coll\ൡboration began with enhancing our organization's behavioral expectations enlisting the voice of our .
