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  • Hospital Impact - Hospitals put patients first with Chief Experience Officers
    million in revenue Say 50 percent is Medicare That is 90 million By 2017 you will have to hold back two percent of your Medicare revenue for a bonus pool So you are starting almost two million in the hole And what would you have to charge to net two And what happens when other payers follow suit Do you really want to leave patient experience to chance So here are three roles the CXO assumes to enhance patient experience Chief Promise Keeper Hospitals market something people do not want We can t issue a buy one stent get another free Groupon So what happens Over time the consumer is saturated with marketing messages And people are leaving hospitals bullhorn in hand sending messages Over time expectations are set So when the person becomes a patient and enters your hospital the experience better match the expectation If not you re net promoter score will be worthless As Chief Promise Keeper the CXO must assure experiences are consistent across the organization even the marketing experience Marketing especially with social media is about telling stories And surfacing great patient stories is a haphazard event in most organizations But when you have a position devoted to experience management you start setting a culture of storytelling Chief Healing Officer First go read this HI blog post I wrote putting forth the notion that healthcare workers are like firefighters Bottom line Firefighters have the community of the firehouse to grieve and celebrate and then go home clean Healthcare workers take it all home and that has consequences which lead to quality issues As Chief Healing Officer the CXO will ratchet up the notion of your Employee Assistance Program institute policies like Code Lavender and assure that pastoral care is not on the chopping block as it was for a local hospital in my area which saw it as a budgetary move to eliminate Chief Context Setter If you buy the above still experiences have not moved a great deal Part of it is that we layer experience management on to someone s role not permeate it into the culture We spend more time charting than caring Employees do not grasp their ultimate roll as healers We then try to map experiences and script people when we simply need to show them the way and let them figure it out As the Chief Context Setter the CXO is an organizational leader who infuses patient experience into the culture That manifests in the on boarding processes orientation and elsewhere Certainly I am just scratching the surface here In a few weeks I will link you to the video of the presentation where you can feel the energy around the topic Anthony Cirillo FACHE ABC is president of Fast Forward Consulting which specializes in experience management and strategic marketing for healthcare facilities He is also the expert guide in Assisted Living for About com Anthony can assist you in making the case for the chief experience officer and

    Original URL path: http://www.hospitalimpact.org/index.php/2011/06/01/hospitals_put_patients_first_with_chief (2016-02-10)
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  • Hospital Impact - Improving patient experience: Lessons from an envelope company
    and retrieval skills with an ability to talk think listen and type at the same time rivaling that of court reporters simultaneous interpreters and journalists on deadline Wow So we will graduate jaded students who can walk and chew gum at the same time making the five precious minutes we have with them efficient empathy be damned I am not sure how much empathy anyone can command in the brief interludes that define the doctor patient visit I do think it can develop over time especially in the practice setting We can start with Sheile Brune s Life History Project a program that records and creates the personal story of patients that can then be referenced during care episodes Here s some unlikely inspiration Well known speaker and author Harvey MacKay actually was first a CEO of a company with one of the most boring products imaginable envelopes But he made a fortune in the envelope business that parlayed the rest How By knowing his customers He armed his sales force with something called the MacKay 66 66 questions that his sales force was tasked to find out about customers over time That is key You obviously can t go to a current customer and barrage them with 66 questions Some of Harvey s questions were answered just through observation Well what did that approach do It caused a real relationship to develop between the sales person and the prospect It led to genuine friendships to the point that the sales person was less sales person and more trusted advisor Here s a sampling Obviously the questions providers would ask observe or note would differ and a lot would be prohibited but you ll get the idea Is client prospect politically active Party How important is politics to him her Are they active in the community How What is their religion Do they actively practice What sensitive issues should not be discussed with the person Does customer drink Smoke Interesting right What if in that EHR we captured more life story It doesn t have to be the MacKay 66 But over time as the physician and patient interact more frequently the physician could become more naturally empathetic and interested My physician experience which I wrote about last month benefits from my physician remembering my interests and my work I am in pretty good health so while my doctor visits are thorough we also spend a fair amount of time talking about the healthcare system because it is a mutual interest I suggest empathy can be subtly infused by having it sneak up on practitioners disguised in information collected over time about a person and emphasis on person not patient It is what I counsel marketers to do when targeting audiences Not so different when you consider that the experience of care is the marketing Anthony Cirillo FACHE ABC is president of Fast Forward Consulting which specializes in experience management and strategic marketing for healthcare facilities He also is the

    Original URL path: http://www.hospitalimpact.org/index.php/2013/07/24/title_110 (2016-02-10)
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  • Hospital Impact - Doctor-patient relationship: A meaningful marriage
    of stay and higher total hospitalization costs The second study in the same publication examined a national survey sample of adults who had discussions with their physicians in the preceding two years about common medical tests medications and procedures The conclusion The discussions often did not reflect a high level of shared decision making You can read my related blog post on the implications of these two studies Suffice it to say shared decision making is a much talked about but little achieved phenomenon and when it does occur it costs the healthcare system more money It is hard to build meaningful relationships that way Here s a dose of reality that perhaps can bring home the importance of meaningful relationships between provider and patient At a Memorial Day party we were talking to a friend about healthcare and he related some experiences with his primary care physicians plural He recounted a trip to his physician in which mid way to the appointment the office called and said it would have to reschedule because of some conflict the physician had Our friend being understandable turned his car around and went back to his business The next day he showed up at the physician s office and waited and waited and waited in an exam room He finally came out and asked where the physician was The staff told him he was on the way In fact he wasn t even in the building Our friend got dressed went to the reception desk and told the receptionist to verbatim tell his physician He s fired A few hours later the physician called our friend and tried to laugh the incident away He was told again You re fired Our friend explained to the physician that picking a physician is not so different that hiring an auto mechanic a lawyer and an accountant You are willing to pay for value and you expect it to be delivered When it is not you shop around Well shop he did Our friend called a physician he had heard about whose word of mouth on the street was good He made an appointment and told the receptionist he would pay the visit fee but to make it crystal clear he was coming to the office to interview the physician before he hired him I thought this was a fantastic story and one you will probably find repeated over and over again I fired a physician a few years ago then hired a new one In fact I liked him so much that when he relocated his practice 30 minutes farther away I followed him there This is the new world providers should take stock of particularly as uncharacteristic players like Wal Mart enter the primary care arena Anthony Cirillo FACHE ABC is president of Fast Forward Consulting which specializes in experience management and strategic marketing for healthcare facilities He also is the expert guide in Assisted Living for About com Leave a comment Please enable

    Original URL path: http://www.hospitalimpact.org/index.php/2013/06/05/title_104 (2016-02-10)
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  • Hospital Impact
    defines the parameters of our thinking and sets our expectations That is why it is so hard to break out of context and why only a handful of visionaries can break through the boundaries and imagine and build things never before envisioned Read more Leave a comment Is hospital marketing on life support April 24th 2013 by Anthony Cirillo I was attending the World Health Care Congress outside of Washington D C earlier this month when the trade journals reported and my local Charlotte news exploded with the CaroMont Health Cheat Death debacle Hospital officials hoped the unveiling of a new tagline with a provocative phrase would resonate with residents spurring them to eat better and exercise more and thereby embracing wellness and living longer lives Let s see you re trying to promote health and life Seems the previous tagline fit just fine In Love with Life Well the community went crazy and CaroMonth s new tagline is going away It looks like hospital marketers are spending hundreds of thousands of dollars on marketing that doesn t always work They are trying too hard spending too much and frankly they are confused Read more Leave a comment Happiness The path to better hospital performance April 3rd 2013 by Anthony Cirillo BMJ Quality and Safety released a paper in March that suggests a direct correlation between staff satisfaction and quality care It seemed to indicate better performing hospitals make for happier workers So I was wondering if the opposite is true Do happy workers make for better performing hospitals Let s look to Harvard professor Shawn Achor author of Happiness Advantage who is turning into the happiness guru He maintains happiness remains elusive in a goal obsessed society Just as you achieve one thing that you think will make you happy you only set the bar higher Sound familiar Yet a consensus is emerging that happy brains improve business education and health outcomes Read more Leave a comment Rethink healthcare marketing to foster patient engagement March 4th 2013 by Anthony Cirillo This illustration from the company Root does a good job in summing up today s healthcare environment Notice the people in the raft those are patients struggling to hang on in the turbulent tides of healthcare I once went rafting in Alaska and the preamble to the trip was filled with all of the what if scenarios that could happen like if you capsize My mother in law was terrified and didn t want to be there You see with bundled payments value based purchasing readmission penalties and more outside forces are saying move care outside the hospital we don t want patients there The same forces in long term care are moving services to the home with aging in place And like my mother in law in the raft people are terrified to become patients Read more Leave a comment Previous Page Next Page Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact

    Original URL path: http://www.hospitalimpact.org/index.php?blog=1&s=anthony%20cirillo&page=1&disp=posts&paged=6 (2016-02-10)
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  • Hospital Impact - Make empowered front-line staff a healthcare reality
    reached critically high levels you have peers suffering from depression and not seeking treatment you have others considering leaving the healthcare workforce and others are at their breaking point You now learn the system is implementing layoffs to create financial stability You reach out to your peers and find support within this cohort you soul search and tap into your lifelong passion for healing and rededicate yourself to ensure patients are safe and you continue to do all you can to improve the health of your patients even at the expense of your own health And then you read that the same healthcare organization that has not positioned you to ensure the optimal health of your patients your team your peers or yourself is continuing to compensate its executives and other revenue generators with substantial financial payouts An imaginary world Actually no This is the reality many front line healthcare workers live every day and this is the system impacting our staff patients families and communities Is it any wonder hospital errors occur in one third of all hospital admissions and adverse events in hospitals are actually 10 times greater than previously shared with the public In quality improvement speak every system is perfectly designed to get the results it gets and we healthcare leaders have designed systems that are doing great harm to our front line staff patients families and communities At a minimum healthcare systems have a relationship crisis typically the focus is on public relations which is significant as well but in this case it s a front line staff relations crisis As healthcare leaders we must be transparent with our front line staff we must engage these individuals we must listen and learn from them we must support them and we must honor them To do so we must reestablish our true north so care is our paramount focus and the care we provide is for all who participate in the healthcare system The good news Once we refocus and reset our true north toward care our imaginary world will transform from a nightmare to a dream A dream in which front line staff are embraced supported and honored and they in turn are well positioned to honor their calling to heal and ensure patients are well cared for and safe And by the way doing so also will improve the hospital bottom line It s time to rededicate ourselves and make this our new reality Thomas H Dahlborg M S M is chief financial officer and vice president of strategy for the National Initiative for Children s Healthcare Quality NICHQ where he focuses on improving child health and well being Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals

    Original URL path: http://www.hospitalimpact.org/index.php/2013/07/31/create_a_new_healthcare_reality_that_sup (2016-02-10)
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  • Hospital Impact - Hospital leaders: Show your gratitude to front-line staff
    in She checked my blood pressure asked questions and collected responses She then complained that this may take some time because the EMR does not allow for an easy way to insert responses I told her I understood and not to worry as I was not going anywhere Interestingly she stopped took a breath looked me in the eyes for the first time and said Thank you you are very kind and apologized for the delay We continued our sharing and once all information was gathered and loaded she put her hand on my elbow and escorted me to the pre op holding area She was very kind once I was settled she made sure I was warm had all I needed and then a second time thanked me I waited in the holding area for quite some time and eventually the waiting room employee came in to set up my IV He made little eye contact and appeared quite distressed I eventually made eye contact with him and simply said You seem really busy Is this the norm Are you okay And much like my nurse he slowed down took a breath and shared that today was another very busy day and he was having trouble catching up He shared and we discussed his challenges and I empathized He then set up me my IV perfectly and I thanked him and let him know how much I appreciated his help He looked up made eye contact again and then quietly asked me if there was anything else he could do for me At this point my nurse came back and also asked if I needed anything and then put her hand on my foot smiled lovingly and gave words of encouragement I have written a number of blog posts specific to the importance of trusting honoring caring empathizing listening leading and serving front line staff And through this patient experience I have further seen the effect of not doing so What I witnessed was the nurse and the individual who helped me with my IV were both caring front line workers who were on autopilot and disconnected from themselves their passion for healing and their patients I also found these healers needed to hear thank you Thank you from a patient in this case but even more so to hear thank you and feel gratitude from their leadership both in words and in actions They need healthcare leaders to lead and to serve To listen to the challenges they are facing and collaboratively develop solutions to address them For leaders to care and say thank you and together truly fix the broken healthcare system Thomas H Dahlborg M S M is vice president for strategy and project director for the National Initiative for Children s Healthcare Quality NICHQ where he focuses on improving child health and well being Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web

    Original URL path: http://www.hospitalimpact.org/index.php/2013/02/13/title_87 (2016-02-10)
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  • Hospital Impact - Medical home's role in children's health still evolving
    adults ages 18 to 25 And as noted above a recent Ohio State University study has found that youth involved in bullying were more likely than students not involved in bullying to use substances with bully victims reporting the greatest levels of substance use So is bullying the only driver of adolescent substance abuse Absolutely not But a link has been identified and thus as healthcare leaders we now have an opportunity to impact both I ll point to a Patient Centered Primary Care Collaborative PCPCC webinar Promoting Innovation In Adolescent Health Care Through the Patient Centered Medical Home that confirmed many of my firmly held beliefs as well as opened my eyes to new ideas Some key takeaways Most important to teens when thinking about what they need want from their physician is relationship respect and trust along with continuity of seeing the same physician Also high on their priority list is time they want time to share and for the physician take the time to truly listen Specific to mental health MH and substance abuse SA issues they want those practitioners onsite not just a referral someone their trusted physician can walk them down the hallway and introduce them to This is powerful information that also is diametrically opposed to how the vast majority of the healthcare system is created There is a clear need for PCMHs to not only evolve on their current trajectory but also to expand beyond the walls of the health home into the communities where our children live work learn and play We need to be engaging coaches teams and teachers and educating them on the positive and negative effects they are having on our children to create a patient centered neighborhood connected to these individuals and other community resources and especially to the child and their family in the way THEY need We have children who are being bullied by peers and adults alike we have children who are turning to illicit substances for many reasons including being bullied AND we have children asking for what they need in healthcare and barring a few exceptional areas the healthcare system is not listening These are our children and as healthcare leaders we must listen evolve innovate and adapt Many of the solutions are being told to us by our children The question is whether we are courageous enough to listen Thomas H Dahlborg M S M is vice president for strategy and project director for the National Initiative for Children s Healthcare Quality NICHQ where he focuses on improving child health and well being Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals must train millennial nurse leaders in

    Original URL path: http://www.hospitalimpact.org/index.php/2013/01/15/medical_home_s_role_in_children_s_health (2016-02-10)
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  • Hospital Impact - Make compassion a priority in patient-centered care
    was placed on the technical aspects of care provision and less and less on compassionate care And when I step back and take a more global view of challenges within the healthcare system I find the further we move away from a focus on compassion the further we move away from our ultimate goal and responsibility of ensuring those we are blessed and entrusted to serve are well taken care of and kept safe Some examples We hear more and more about the shortage of primary care physicians and yet we don t create a model of primary care that allows physicians the opportunity to truly connect with their patients develop relationship and trust hear whole stories share empathy and show compassion while also having the opportunity to truly connect with their own passion for healing We hear more and more about physician burnout and nurses suffering from depression and yet we continue to incentivize with money continue to focus on productivity and continue to under staff healthcare organizations placing our patients and our staff at risk We continue to move further and further away from our patients and compassionate care provision while noting technology will replace human connection and wonder why we no longer have joy in healing but rather burnout and depression We talk more and more about improving health outcomes and doing so efficiently and yet we dismiss the empirical data that supports the view that compassion in healing improves health outcomes Physicians pledge to honor the Hippocratic Oath which includes the statement warmth sympathy and understanding may outweigh the surgeon s knife or the chemist s drug Yet we do not create systems that allow for a focus on warmth and sympathy along with an appropriate balance of surgical pharmaceutical and other medical behavioral interventions The patient centered medical home and its continued evolution is certainly a step in the right direction but we must refocus its principles to ensure compassionate care is elevated in the hierarchy of priorities Medicine is not a job It is not even a career At its heart medicine is a calling And as healthcare leaders regardless of the model e g PCMH ACO etc it is our job to best position healthcare professionals to honor their calling and care for their patients compassionately if we are to optimally serve all those entrusted to us Thomas H Dahlborg M S M is Vice President for Strategy and Project Director for the National Initiative for Children s Healthcare Quality NICHQ where he focuses on improving child health and well being Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals must train millennial nurse leaders in empathy frontline engagement

    Original URL path: http://www.hospitalimpact.org/index.php/2012/11/07/title_73 (2016-02-10)
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