1. 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

3. H-CAHPS Hospital-Consumer Assessment of Healthcare Providers and Systems

4. H-CAHPS Hospital-Consumer Assessment of Healthcare Providers and Systems Part of Value-Based Purchasing Provides comparison data Publicly reported Accountability and transparency Quality, safety and outcomes

5. High Patient Perception of Care equals Lower Preventable Readmissions Moving inpatient perception of care correlates to a decrease in readmissions. Source: The American Journal of Managed Care; Relationship Between Patient Satisfaction With Inpatient Care and Hospital Readmission Within 30 Days; 2011; Vol. 17(1) 2.3% Pneum- onia 3.1% Heart Failure 2.6% Acute MI

6. Value Based Purchasing FY 2013 12 Core Measures (* 70% Weight) 12 Core Measures (* 70% Weight) 8 HCAHPS Composites (* 30% Weight) 8 HCAHPS Composites (* 30% Weight) 1% Base operating DRG payments Performance attainment and improvement will determine total hospital reimbursement Implementation FY 2013 (October 2012) Source: Value Based Purchasing Program final rule 4.29.11

7. 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 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

8. Value Based Purchasing FY 2014 Core Measures (20% Weight) HCAHPS Composites (30% Weight) 1.25% Base operating DRG payments Performance attainment and improvement will determine total hospital reimbursement Efficiency (20% Weight) Outcomes (30% Weight) Source: OPPS proposed rule 7.1.11

9. 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

10. High Performing Organizations Leadership Partnerships w/ Patients and Families Engaged Workforce Performance Improvement Focus

11. 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

13. Understanding the Patient 1.Infection 2.Incompetence 3.Death 4.Cost 5.Medical Mix-up 6.Needles 7.Rude doctors and nurses 8. Germs 9. Diagnosis/prognosis 10. Communication Issues 11. Loneliness Original research, the Patient Empathy Project by Colleen Sweeney

14. The Human Connection to Patient Care

15. Hitting the Target, BUT Missing the MARK!

16. Make it your own!

17. 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

18. 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

19. Internal Support Services Scorecard Engineering/Security

20. 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

21. Patient Safety Call Don’t Fall Project

22. Good Clean Fun

23. Room a Day Project

24. Spring Cleaning Event

26. Acknowledgements Questions