Tue. Dec 1st, 2020

As a child, Michelle Taylor Smith spent a lot of time in hospitals. “I remember that I used to wave my parents away with tears … because of the rules, there was a closed visit.” The experience inspired Taylor Smith, now vice president of patient care services, chief nursing officer and chief experience officer at Greenville Health System. “You really can’t get better when, emotionally, you’re out of alignment,” she said, stressing that we have the building blocks to improve the patient’s experience – all we need to do is find out How to use them. She was attracted to her work because “as a child and as life developed, she was looking for me, which was important to me.”

During “Improving the Patient Experience,” US News Hospital of Tomorrow Forum, Experts discussed how they provide the best clinical care and emotional support to vulnerable patients – an effort that includes hospital and health care officers, physicians, nurses and anyone else who interacts with patients and their families is.

Highlights of the discussion:

  • Thomas M., chief operating officer of the University of Colorado Hospital. “We have become a place where sick people keep getting better,” said Grono. As he reflected on how proud he was of his institution, he described the transformation of the hospital into a learning institution. “How do we reflect the patient’s experience, and where are we sharing those experiences?” He said it meant talking about important experiences and then championing them so that staff members knew what was working well and how they “could do better than yesterday.” “There’s a whole infrastructure that goes around, but it starts with the premise that you have to be a learning organization to improve. It comes down to asking smart questions, our The way the experience is, why did this patient have the same exact procedure, a markedly different experience than this other patient which was a wonderful experience? “
  • Taylor Smith said that when we have work to improve the patient’s experience, we have to have “some kind of stability”. The Greenville Health System emphasizes accountability, equality and standardization. “If I call every patient by their name, or ask what I can do for them – whatever it is, stakeholders need to know that they can expect the same type of care,” she said. He said this also included making sure that patients do not have to wait for three months to schedule an appointment or to get a biopsy result. The staff at his institution are committed to “reducing the patient’s suffering” and ensuring that they have the best experience possible, whatever that may mean, as it varies from person to person.
  • Lisa allenThe Chief Patient Experience Officer at Johns Hopkins Medicine was “variable” by looking at things from a “horizontal position” to avoid cancer – and improving the patient’s experience. She talked about the importance of understanding patient needs – and engaging front-life staff in problem-solving so that they might fail or succeed in investing and work to improve those factors. Allen later emphasized the importance of incorporating the patient’s voice. “There are a lot of biases towards educated people who respond to the survey,” she says, which leads to a missing voice. “We are designing programs based on which we listen,” which is why it is important not to rely only on surveys and to use many different options to capture a wider array of patient voices. Allen described specific initiatives such as the Health Buddy Program, which connects patients with a professional who, for example, assists in the critical weeks after discharge, and to help patients through various care transitions Reaches coaches.

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