hcahps it s so much more thank just another patient satisfaction survey
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HCAHPS It’s So Much More Thank Just Another Patient Satisfaction Survey!. Presented by Laura Burnett MSN, RN Nursing Supervisor, Patient and Family Centered Care . H-CAHPS. Hospital-Consumer Assessment of Healthcare Providers and Systems.

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hcahps it s so much more thank just another patient satisfaction survey

HCAHPSIt’s So Much More Thank Just Another Patient Satisfaction Survey!

Presented by Laura Burnett MSN, RN

Nursing Supervisor, Patient and Family Centered Care

h cahps
H-CAHPS

Hospital-Consumer Assessment of Healthcare Providers and Systems

h cahps hospital consumer assessment of healthcare providers and systems
H-CAHPSHospital-Consumer Assessment of Healthcare Providers and Systems
  • Part of Value-Based Purchasing
  • Provides comparison data
  • Publicly reported
  • Accountability and transparency
  • Quality, safety and outcomes
high patient perception of care equals lower preventable readmissions
High Patient Perception of Care equals Lower Preventable Readmissions

Moving inpatient perception of care correlates to a decrease in readmissions.

2.6%

Acute MI

3.1%

Heart Failure

2.3%

Pneum-onia

Source: The American Journal of Managed Care; Relationship Between Patient Satisfaction With Inpatient Care and Hospital Readmission Within 30 Days; 2011; Vol. 17(1)

value based purchasing fy 2013
Value Based Purchasing FY 2013

12 Core Measures

(* 70% Weight)

Performance attainment and improvement will

determine total hospital reimbursement

1% Base operating DRG payments

8 HCAHPS Composites

(* 30% Weight)

Implementation FY 2013 (October 2012)

Source: Value Based Purchasing Program final rule 4.29.11

what s the possible risk
What’s the possible risk?

Hospital Profile:

  • 376-bed hospital
  • 32 bed ED
  • Inpatient Revenue: $630 million
  • Payor mix: 45% Medicare

Impact:

  • 1% impact – base operating DRG payments = $2,835,000
  • 30%* attributed to HCAHPS performance = $850,500 potential risk
  • 70%* attributed to Core Measure performance = $1,984,500 potential risk

Source: Value Based Purchasing Program final rule 4.29.11

value based purchasing fy 2014
Value Based Purchasing FY 2014

Core Measures(20% Weight)

Performance attainment and improvement will

determine total hospital reimbursement

HCAHPS Composites(30% Weight)

1.25% Base operating DRG payments

Efficiency(20% Weight)

Outcomes(30% Weight)

Source: OPPS proposed rule 7.1.11

reality being good isn t good enough
Reality – Being Good Isn’t Good Enough

“If the other guy’s getting better, then you’d better be getting better faster than that other guy’s getting better . . . or you’re getting worse.”

Tom Peters –

Circle of Innovation

Source: 2010 Pulse Report – Press, Ganey Associates

high performing organizations
High Performing Organizations
  • Leadership
  • Partnerships w/ Patients and Families
  • Engaged Workforce
  • Performance Improvement Focus
what does the survey ask
What Does the Survey Ask?
  • Nurse Communication
  • Doctor Communication
  • Responsiveness
  • Pain Management
  • Communication about Medications
  • Environment (Cleanliness / Quiet)
  • Discharge Information
  • Care Transitions
  • Overall Rating of Care
understanding the patient
Understanding the Patient
  • Infection
  • Incompetence
  • Death
  • Cost
  • Medical Mix-up
  • Needles
  • Rude doctors and nurses

8. Germs

9. Diagnosis/prognosis

10. Communication Issues

11. Loneliness

Original research, the Patient Empathy Project by Colleen Sweeney

the human connection to patient care
The Human Connection to Patient Care

The Human Connection to Patient Care

your contribution
Your Contribution
  • Know and understand your customer
  • Participate in the process
  • Think HOW are WE going to make this happen
  • Round on Internal Customers
  • Educate others
  • Track and measure outcomes
  • Ongoing continuous improvement
internal support services scorecard
A Key Survey for Non-Clinical Units: The Internal Support Services Scorecard

Ensures All Departments have the Support they Need

Proactive Focus on Internal Customers

Fosters Teamwork, Encourages Relationship Building

Internal Support Services Scorecard
slide20

The Weekly Service Huddle

  • Focus is SERVICE
  • All Departments
  • Weekly Meetings
  • Short (5-15 minutes)
  • Stand-up
  • On Each Shift
  • Facilitated by the Director, Manager, Supervisor or Team Leader
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