project

A New Patient Experience Initiative

Professor Nancy Humbert

HSA 6205 RXS

Florida International University

April 7, 2019

Index

1. Executive Summary………………………………………………. Page 3

· Mission, Vision, and Values

· Objectives

· Strategic Plan

2. Market Analysis……………………………………………………. Page 4

· Demographics

· SWOT Analysis

3. Site/ Location Analysis……………………………………………. Page 5

4. Operations Plan/ Business Assumptions……………………………Page 5

5. Financials…………………………………………………………… Page 7

· Capacity Costs

· Statements of Financial Position

· Statements of Functional Expenses

6. References ………………………………………………………….. Page 14

Executive Summary

Overview. Health facilities remain diligent in ensuring improved patient service satisfaction and experience in care are met. Patient experience in care is a necessity during the evaluation of hospital performance (Balasubramanian, et.al, 2015). A patient experience not only speaks to the range of services provided but the quality of care received. This is a testament to the adherence of regulatory compliance. Improvement of patient experience may seem like a target in motion that is influenced by many factors because it is. The healthcare industry is constantly evolving at a rapid pace. As a result, an organization’s standards, the way in which care is delivered, and the overall functionality of a healthcare organization are ever changing. Despite a widespread and reoccurring demand, there is no accepted universal definition defining what the patient experience should look like or how patient satisfaction should be determined.

For instance, the survey vendors use in evaluating patient satisfaction allows for loose use in language resulting in a variety of different patient interpretation. There also lacks conclusive research proving a connection between the patient’s satisfaction and the outcome. Many health organizations and systems view patient satisfaction survey responses to aid in the identification of performance and satisfaction gaps. The information identified in these surveys is further used to develop changes in care while ensuring there is no negative impact on the patient experience.

Mission. Tampa General Hospital is dedicated to providing West Central Florida residents with comprehensive and all-encompassing healthcare. Their wide range of health services includes primary care, wellness services, complex specialty care, and post-acute care. The services offered by Tampa General Hospital are patient-centered with exceptional delivery of care standards and paramount performance in medical outcomes, patient experience, and cost efficiency (Olden, 2015).

Vision. Tampa General Hospital’s vision is to be a leader of a clinically integrated network of providers serving West Central Florida (TGH, 2019). Tampa General Hospital also intends to maintain recognition as one of the leading medical institutions in Florida and one of the greatest health facilities in the nation. To achieve their vision, Tampa General Hospital works diligently with academic providers and focus’ effort in strengthening community networks to remain at the front of care coordination, delivery, and management of the region’s population health.

Values. Organizational values are the foundation of everything that a company does as it entails what the institution believes in. The core values of Tampa General Hospital are integrity, compassion, excellence, and accountability (TGH, 2019). In addition to Tampa General Hospital’s defined values, they also carry clearly defined standards and service behaviors. As an organization, they believe only in engaging with ethical practices that support their values, standards, and service behaviors as the only means to upholding its community’s health and wellness. Ensuring that all patients are treated with respect, maintaining accountability for their employee’s, patients, and resources, taking pride in upholding their facilities, protecting patient privacy, and maintaining high accountability are all crucial parts of carrying out their values and mission. The organization strives to generate the most promising outcomes. Through adhering to ethical standards, these practices promote togetherness, builds trust while eliminating fear and dishonesty as a way of promoting quality and exceptional servicing.

Their future strategic plan aims to enhance the region and community’s health stability by offering advanced and up-to-date healthcare services while maximizing the use of resources such as its teaching facility to produce more highly-skilled workers to fulfill strong roles within the sector. Most importantly, to ensure strict adherence to these standards, Tampa General Hospital will build and expand upon a new patient experience program. The new patient experience program is geared to ensure increased satisfaction amongst patients, caregivers, and the community.

Market Analysis

Demographics??????????? ***see slides****

Population : 385,430, Métropolitain Population: 2.8 Million, Greater Tampa Bay Population: 4.3 Million, Population Density: 2,970 people per square mile, Current Growth Rate: 2.5% per year, National Average: 1.5%, Income: Median household income $48,245 and 20.02% poverty rate, White: 62.9% (non-Hispanic: 46.3%), Black or African American: 26.2%,, Hispanic or Latino of any race: 23.1%, Asian: 3.4%, Native American or Native Alaskan: 0.4%, Native Hawaiian and Pacific Islander: 0.1%, Two or more races: 3.2%, Other race: 3.8%, Health: 32.2 % Under 65 years old without insurance

Site and Location Analysis

Despite having improved services, having operations streamlined and doing all marketing, a wrong decision on site will always setback the individual. The market and site location strategy combines the sales forecasting and site analysis and may take years to complete. It involves understanding the organization’s purpose and vision, (Feo & Kitson, 2016). Take some months to know your patients and urgency in the market. Talk to people such as the organization's lenders and clinicians and others who have a feeling for such to understand their expectations and any due change over time. Collect available data on site planning and dig deep to understand better about patients.

Understand the area demography, transportation, and geographical boundaries. This will help to identify the workers’ means of transport and ease of accommodation. Visit the potential location personally since the web searches will not give you everything. Don’t underestimate anything you find in the potential area. Ensure that you keep asking questions and working on discovery. Since the decision on the site location strategy in health organizations are very necessary and very costly, understanding the organization’s values and propositions are very important.

Operations Plan

The purpose of an operational plan is to align an organization and its personnel with its defined mission, vision, and objectives. It is a manual that describes how operations are carried out daily in the organization, when and who is to do it to achieve the organization’s goals (Gleeson, 2016). The purpose of developing a new patient experience program is to enhance patients and their loved one’s healthcare experiences. This is a multifaceted and complicated endeavor where constant planning, evaluating, restructuring, modifying, and progress is crucial.

Tampa General Hospital will continue to operate 24 hours a day with each of its existing units, coinciding services, and staffing. In 2019, Tampa General Hospital will expand by 9,000 square feet and begin construction of their new care coordination center in partnership with GE Healthcare. Powered by GE Healthcare’s Wall of Analytics, the care coordination center will continuously examine data and make recommendations to balance staff workload, increase patient progression, predict and prevent risks. Hiring and realignment of staffing will begin to support the new care coordination center and its purpose. Staffing will utilize the artificial intelligence gathered to improve any and every aspect of patient care and facility performance and to further center operations around the patient experience. To do so successfully, a new patient experience program will be implemented through the duration of 2019. Development and implementation will occur in six phases.

Phase One. A comprehensive review and internal audit of past and existing patient satisfaction will be performed throughout every department within Tampa General Hospital. This will be accomplished through patient satisfaction surveys, employee satisfaction surveys, and employee-patient engagement encounters. Further, community surveys will be distributed and collected to obtain data about the local community, the community perception and support of Tampa General Hospital, the positive and negative impact operations have on the surrounding community, and the community needs not being met. Patient satisfaction and community surveys completed within one year of this plan will be audited while new patient satisfaction surveys and employee-patient engagement encounters will occur for the next 60 days. A comprehensive report identifying common themes, trends, and gaps will be finalized between 60-90 days or as needed.

Phase Two. A thorough review of Tampa General Hospitals existing mission, vision, values, and objectives will be conducted through the collection of team member, patient, and caregiver perspectives. An evaluation will be completed comparing the existing mission, vision, values, and objectives to the data collected in phase one. A detailed report will be supplied between 90-120 days or as needed outlining Tampa General Hospitals alignment, patient and employee satisfaction gaps, outlined goals of the new patient experience program, and a well thought out strategic plan to engage patients, families, staff, and physician’s organization-wide.

Phase Three. Team engagement at all levels will begin at 150 days, or as needed, by sharing the results of phase one and two and with the common goal of designing the new patient experience model. Full team engagement will be achieved through brainstorming and development sessions as well as focus groups across all clinicians, administrative leadership, front desk and scheduling staff, physicians, specialists, and most importantly, patients. The foundation of the new patient experience program will be crafted by patient feedback, further deepened by employee recommendations, and streamlined through the guidance of leadership.

Phase Five. At 210 days, routine patient and employee survey repetition will be and occur every 30 days thereafter as part of the new patient experience programs strategic plan. And normal operations. Repeat surveys will occur to aid in the identification of positive and negative patient and employee satisfaction trends. Biweekly engagement with the Patient and Family Advisory Council will occur to gauge meeting attendance, participation, and any derived values arising from the institution of the Patient and Family Advisory Council. Weekly reporting of statistics relative to patient visits, referral patterns, and complaints will occur. Information derived from these statistics will be used to accurately gauge the overall success of the new patient experience program, its strengths, weaknesses, and the organization’s opportunities to improve. The new patient experience program and its members’ continual evaluation of data creates a continuous evolution of the patient experience and patient-centered care. It fosters teamwork, collaboration, and support of patients’ needs, demands, and the rapidly changing healthcare environment and industry. A successful patient experience program quickly identifies its success, its gaps, and consistently repairs and prevents any patient experience deficiencies as they arise.

Phase Six. A thorough compilation of the data, research, and information obtained by the patient experience program will be made available regularly to employee’s, stakeholders, and those with invested interest within 30 days or soon a reasonably possible following the completion of its most recent evaluation. This compilation will identify organizational and departmental results, detail positive and negative patient affirmations, and relay leadership rounding results in a way that informs those involved. This compilation will further identify what is being done well and where opportunities for improvement lie and will allow for employee and patient feedback as steps are taken to resolve any gaps or deficiencies that arise.

Staff. Essential staff to be assigned to the new patient experience program will consist of every employee employed or contracted by Tampa General Hospital. Further staffing requirements include a patient experience committee comprised of patients, care providers, and staff, a quality and patient safety committee, a patient advocate, a general director, and an executive director. Additional support staff will include administrative assistants, a receptionist, and necessary technicians, as needed. While Tampa General Hospital operates 24 hours per day, the proposed hours of operation for the new patient experience program and its employees are Monday through Friday 7:30 am to 4:30 pm, extended hours and weekends as dictated arising circumstances, by urgency, and by patient need.

Resources. The necessary equipment that is needed to operate the new patient experience program includes space in the new care coordination center, standard office necessities including telephones, photocopies, fax machines, operational computer systems and applicable software’s. Space dedicated to the new patient experience program staff should include individual workspaces, research and analytics space, interviewing space, design space, and conference areas.

The new patient experience program will operate on the same software as the rest of Tampa General Hospital and most importantly, the software employed by GE Healthcare in the new care coordination center. The new patient experience program office will maintain a front desk with adequate staff to welcome any arrivals and to field or initiate prompt handling of any needs or complications presented. The primary focus and most important objective are ensuring patient satisfaction, a positive patient experience, organization compliance, and strict adherence to the mission, vision, and values of Tampa General Hospital and for the benefit of the patients and the local community.

Financial Plan

The following are strategies in making a financial plan. Focus on quality and the improvements on cost will follow. Emphasize on standardized care and value provision for patients, and this will assist in driving price, (Batalden, 2016). Adjust the revenue management cycle for New Year clients. Invest in the estimation of products that may help identify a patient’s ability to pay so that the providers can develop a revenue cycle plan effectively. Invest in experts to benefit from your data. Invest in data experts who can work on the data to make it useful for the healthcare organization. Put a pharmacy in place to control drug cost increases. This will help grow profitability on drugs you prescribe and understand manufacturing cost.

References

Balasubramanian, B. A., Cohen, D. J., Davis, M. M., Gunn, R., Dickinson, L. M., Miller, W. L., ... & Stange, K. C. (2015). Learning evaluation: blending quality improvement and implementation research methods to study healthcare innovations. Implementation Science, 10(1), 31.

Batalden, M., Batalden, P., Margolis, P., Seid, M., Armstrong, G., Opipari-Arrigan, L., & Hartung, H. (2016). Coproduction of healthcare service. BMJ Qual Saf, 25(7), 509-517.

Feo, R., & Kitson, A. (2016). Promoting patient-centred fundamental care in acute healthcare systems. International Journal of Nursing Studies, 57, 1-11.

Fortenberry Jr, J. L., & McGoldrick, P. J. (2016). Internal marketing: A pathway for healthcare facilities to improve the patient experience. International Journal of Healthcare Management, 9(1), 28-33.

Gleeson, H., Calderon, A., Swami, V., Deighton, J., Wolpert, M., & Edbrooke-Childs, J. (2016). Systematic review of approaches to using patient experience data for quality improvement in healthcare settings. BMJ open, 6(8), e011907.

Olden , P. C. (2015). Management of Health Organizations (2 ed.). Chicago : Health Administration Press. ISBN-13: 978156736902

Renedo, A., Marston, C. A., Spyridonidis, D., & Barlow, J. (2015). Patient and Public Involvement in Healthcare Quality Improvement: How organizations can help patients and professionals to collaborate. Public Management Review, 17(1), 17-34.