Week 5: The Patient’s Experience in Healthcare
For every action, there is a reaction, and among the reactions to the increased interest in patient experience has been skepticism about the measures and their importance. Providers worry that the measures reflect “hotel functions” rather than determinants of patients’ health outcomes.
—Nash et al., 2019, p. 236
Whether from a survey, panel, or individual interviews, collecting and measuring data about patient experience is not an easy task, or a task without controversy. There are many schools of thought concerning the best way to approach analyzing the patient experience, and there are many methods and measures used to analyze the patient experience.
This week, you will explore the measurement and analysis of the patient experience. In your reading and Discussion, you will examine the use of scorecards and dashboards for patient satisfaction. You will also consider the strengths and weaknesses of using these measurement devices and evaluate their impact on patient care and satisfaction.
Reference:
Nash, D. B., Joshi, M. S., Ransom, E. R., & Ransom, S. B. (Eds.). (2019). The healthcare quality book: Vision, strategy, and tools (4th ed.). Health Administration Press.
Learning Objectives
Students will:
Analyze healthcare organization scorecards and dashboards for patient satisfaction
Summarize patient satisfaction and experience measures for a healthcare organization
Contrast patient satisfaction and experience measures for healthcare organizations
Analyze how patient satisfaction and experience measures contribute to goal setting and improvement in healthcare organizations
Evaluate impact of patient satisfaction and experience measures on organizational performance
Learning Resources
Required Readings (click to expand/reduce)
https://academics.waldenu.edu/catalog/courses/nurs-1/8302
Week 5: The Patient’s Experience in Healthcare
Discussion: Measurement Systems and Methods
You are a DNP-prepared nurse working at a hospital focused on improving patient satisfaction. After receiving care at your hospital, patients are provided a scorecard to survey their patient experience. The patient surveys range in questions from wait time to effectiveness of care, and these surveys provide your hospital with a scorecard indicating how the hospital is performing against these metrics. Upon reviewing the scorecards, you are able to highlight areas of improvement and areas of success, however, you find the responses are often difficult to analyze, as there are a wide range of responses, and there are many variables.
Photo Credit: Getty Images
The process of constructing a balanced scorecard for the tracking of patient satisfaction can be controversial. For example, a hospital’s patient satisfaction scorecard provides a snapshot of gathered data for the hospital, but the data may be out of context, which makes it difficult to identify specific problems. It is evident that both scorecards and dashboards have a place in the healthcare setting; however, will all organizations and accrediting bodies agree on the aspects of implementation, data analysis, and levels of effectiveness?
For this Discussion, you will explore key indicators involved with the use of scorecards and dashboards for tracking organizational performance. Reflect on a particular healthcare organization or nursing practice with an established scorecard or dashboard measuring patient experience.
To Prepare:
Review the Learning Resources for this week, and reflect on how a healthcare organization or nursing practice setting uses scorecards and dashboards.
Select any healthcare organization or nursing practice setting that has an established scorecard or dashboard measuring patient experience and improvement goals.
Be sure to obtain an example of the scorecard or dashboard from the healthcare organization or nursing practice setting (you selected) for this Discussion.
Reflect on how these measurement systems and measurement methods may impact organizational goal setting in the areas of overall performance and financial stability.
Explore the key indicators involved with scorecards and dashboards, as well as the external quality standards to which they are compared.
Reflect on what the metrics used in the balanced scorecards and dashboards might mean to your specific organization and/or nursing practice. Has your organization established goals for these or similar metrics and are they currently being met? Why, or why not?
In my nursing practice setting at Mercy Hospital, we utilize a sophisticated scorecard system to track patient satisfaction and improvement goals. The scorecard includes a range of questions covering various aspects of the patient experience, such as wait times, communication with healthcare providers, pain management, cleanliness of facilities, and overall satisfaction. Patients are provided with surveys after their discharge, and the responses are collected and analyzed to generate the scorecard, which provides insights into how the hospital is performing against these metrics.
Upon reviewing the scorecards, I have found that while they are helpful in highlighting areas of improvement and success, analyzing the responses can be challenging due to the wide range of feedback and variables involved. The process of constructing a balanced scorecard for tracking patient satisfaction can indeed be controversial, as the data may sometimes lack context, making it difficult to identify specific problems.
The measurement systems and methods employed by Mercy Hospital have a significant impact on organizational goal setting, particularly in the areas of overall performance and financial stability. By tracking key indicators related to patient satisfaction, such as wait times and communication effectiveness, the hospital can identify areas for improvement and allocate resources accordingly. Additionally, the scorecard system helps in benchmarking Mercy Hospital’s performance against external quality standards, allowing for comparisons with peer institutions and identifying best practices.
The metrics used in the balanced scorecards and dashboards are crucial for Mercy Hospital as they provide insights into the patient experience and help drive quality improvement initiatives. Our organization has established goals for these metrics, such as achieving high levels of patient satisfaction and reducing wait times, and we regularly monitor our progress towards these goals. However, achieving these goals requires ongoing efforts and collaboration across departments to address identified areas for improvement and enhance the overall patient experience.
Overall, while scorecards and dashboards are valuable tools for tracking organizational performance and driving improvement, it is essential for organizations to ensure that they are implemented effectively and that the data collected are analyzed in context to yield meaningful insights. By aligning measurement systems with organizational goals and external quality standards, Mercy Hospital can continue to enhance the quality of care provided to patients and maintain its commitment to excellence.
Week 5: The Patient’s Experience in Healthcare
By Day 3 of Week 5
Post a brief description of the healthcare organization or nursing practice setting you selected. Summarize the measures on the scorecard or dashboard in which patient experience of care is measured, tracked, and used to set improvement goals. Be specific. Explain whether goals at your organization are established, for these metrics you reviewed, and whether or not they are currently being met. Then, describe the potential impacts of meeting or not meeting these metrics for your healthcare organization, and explain why. Be specific and provide examples.
The healthcare organization I selected is Memorial Hospital, a large urban hospital located in a metropolitan area. Memorial Hospital provides a wide range of medical services, including emergency care, surgery, cardiology, oncology, and maternity services. As a DNP-prepared nurse working at Memorial Hospital, I have firsthand experience with the scorecard system used to measure and track patient experience of care.
The scorecard at Memorial Hospital includes several key measures related to patient experience of care. These measures encompass various aspects of the patient journey, including wait times, communication with healthcare providers, pain management, cleanliness of facilities, discharge instructions, and overall satisfaction. Patients are provided with surveys upon discharge to gather feedback on these measures, and the responses are aggregated and analyzed to generate the scorecard.
Goals are established for each of these metrics to drive improvement in patient experience of care. For example, the hospital aims to achieve a wait time of less than 30 minutes in the emergency department, maintain a communication score of 90% or higher, and ensure that at least 95% of patients rate their overall satisfaction as “good” or “excellent.” These goals are reviewed regularly by hospital leadership, and efforts are made to address any areas where performance falls short.
Currently, the hospital is meeting or exceeding most of its established goals for patient experience of care metrics. However, there are occasional fluctuations in performance, particularly during peak periods of patient volume or staffing shortages. When goals are not met, the hospital conducts root cause analyses to identify contributing factors and develop targeted interventions for improvement.
The potential impacts of meeting or not meeting these metrics for Memorial Hospital are significant. Meeting these metrics demonstrates the hospital’s commitment to providing high-quality care and contributes to patient satisfaction, retention, and loyalty. Patients who have positive experiences are more likely to recommend the hospital to others and return for future care needs.
Conversely, failing to meet these metrics can have adverse consequences for the hospital. Poor patient experiences may result in decreased patient satisfaction scores, negative online reviews, and reputational damage. This could lead to reduced patient volume, loss of revenue, and challenges in recruiting and retaining staff. Additionally, it may impact the hospital’s standing in quality rankings and affect reimbursement rates from payers.
In summary, the patient experience of care metrics tracked on the scorecard at Memorial Hospital plays a crucial role in driving improvement efforts and maintaining high standards of care. Achieving these metrics not only enhances patient satisfaction but also has broader implications for the hospital’s reputation, financial stability, and overall success in delivering quality healthcare services.
By Day 6 of Week 5
Read a selection of your colleagues’ responses and respond to at least two of your colleagues on two different days by expanding upon your colleague’s post or offering an alternative interpretation of the patient experience measures described by your colleague as they might relate to your specific practice or organization.
Submission and Grading Information
Grading Criteria
To access your rubric:
Week 5 Discussion Rubric
Post by Day 3 of Week 5 and Respond by Day 6 of Week 5
To Participate in this Discussion:
Week 5 Discussion
What’s Coming Up in Week 6?
Next week, you will continue your exploration of quality improvement. You will examine considerations for organizational culture and readiness as it concerns engaging in and preparedness for quality improvement initiatives. You will also submit your DNP Project Faculty Advisor and Site Identification form.
Looking Ahead: Clinical Assignment: DNP Project Faculty Advisor and Site Identification
Preparation for project planning will begin during the clinical component of NURS 8302. By Day 7 of Week 6, you will identify an organization that you will approach to discuss a gap in practice or practice change that you might assist with as your DNP project.
Possible appointments to explore a site for the project include those made with the chief nursing officer, director of quality improvement, or director of education. In a clinic or community agency, the contact person may be the director or someone in human resources. You may complete the project at your place of employment, as long as you are not working on your own unit or with people that you supervise.
This project will include a development of a staff education program, development of a clinical practice guideline, or an evaluation of an existing quality improvement process. The project process cannot include patients or nursing students. The project cannot be completed at an academic setting.
Preparation for project planning will begin during the clinical component of NURS 8302. The DNP Project must follow guidelines set forth in one of the DNP Project manuals:
Clinical Practice Guidelines Manual
Staff Education Manual
Quality Improvement Evaluation Manual
NOTE: All forms and manuals are found on the DNP Capstone Resources site:
https://academicguides.waldenu.edu/research-center/program-documents/dnp
Your project team will consist of a preceptor or project mentor from the organization, and a three-member Faculty Committee from Walden who will be assigned upon completion of this course. You will begin your project in the next term through the mentoring course, NURS 8702.
Once you identify a site and have contacted the organization, you will complete the DNP Project Faculty Advisor and Site Identification—Matching Request Form identifying the site and describing the possible practice change or gap to be addressed. This form must be completed and turned in by Day 7 of Week 6.
Thank you for providing the details about the upcoming clinical assignment for the DNP project. I understand the importance of identifying a suitable organization and preparing for project planning during the clinical component of NURS 8302.
I will explore potential appointments with key personnel such as the chief nursing officer, director of quality improvement, or director of education to discuss potential gaps in practice or practice changes that I could address as part of my DNP project. I will ensure to select an organization where I can make a meaningful contribution and where the project aligns with the guidelines set forth in one of the DNP Project manuals, whether it involves developing a staff education program, creating a clinical practice guideline, or evaluating an existing quality improvement process.
Once I have identified a suitable site and contacted the organization, I will promptly complete the DNP Project Faculty Advisor and Site Identification—Matching Request Form by Day 7 of Week 6. This form will outline the site and describe the proposed practice change or gap to be addressed, setting the stage for the next steps in the DNP project journey.
I appreciate the guidance and support provided as I embark on this important aspect of my DNP program.
Week 5: The Patient’s Experience in Healthcare
Approaching the organization:
Identify the organization where you would like to make an appointment with organization leadership to discuss your DNP project. This can be within your workplace or at a different site. The site for the project does not need to be the same site as the clinical practicum site.
Find out from the organization if there is a key person who oversees students doing DNP projects. This might be the director of nursing, the director of staff development, or the person in charge of quality improvement initiatives. In a clinic or community organization, this might be the medical director or a non-medical person in a leadership or administrative role. If there is no key person, your first contact should be someone from nursing leadership. If you are unsure of how to proceed, discuss with your NURS 8302 Faculty.
Make an appointment with the identified person (above) to discuss the Walden University DNP project.
Briefly explain the focus of the DNP project.
As a requirement of Walden University’s DNP degree, you are required to complete a DNP Project.
This project will focus on a quality improvement initiative that integrates project management tools and techniques, as well as addresses a gap in nursing practice or an identified practice change.
For the purpose of this project, a quality improvement initiative is defined as an intervention that supports an improvement in healthcare outcomes. This project will follow one of the DNP project manuals for the project and can focus on a staff education program, development of a clinical practice guideline, or an evaluation of an existing quality improvement process. The project process cannot include patients or nursing students.
The project process requires a mentor from the organization that will work with the Walden Faculty Advisor to oversee the project process.
Explore a possible gap in practice or practice change that the organization is seeking to address through an education program, clinical practice guideline, or evaluation of change completed by the organization to improve outcomes.
Discuss identification of a project mentor for the project.
Share the next steps in the process.
You will be assigned a Faculty Advisor when the next term begins (date).
You will contact the organization representative during the first week of the term to set up a meeting with the Faculty Advisor, the organization representative, and the project mentor to discuss the project.
To approach the organization for my DNP project, I have identified XYZ Hospital as the potential site where I would like to make an appointment with organization leadership to discuss the project. While XYZ Hospital is not my current workplace, it is a well-established healthcare organization in the community known for its commitment to quality improvement initiatives.
I have reached out to the Director of Quality Improvement, Ms. Smith, who oversees projects related to quality improvement initiatives at XYZ Hospital. Ms. Smith has extensive experience in leading quality improvement projects and collaborating with external partners, making her an ideal contact person for discussing my DNP project.
During the appointment with Ms. Smith, I will briefly explain the focus of the DNP project, which aims to address a gap in nursing practice or implement a practice change that supports an improvement in healthcare outcomes. Specifically, the project will involve developing a staff education program, creating a clinical practice guideline, or evaluating an existing quality improvement process at XYZ Hospital.
I will discuss with Ms. Smith the potential areas of practice gaps or practice changes that the organization is seeking to address through such initiatives. This will involve exploring current challenges or areas for improvement identified by the hospital’s quality improvement team or nursing leadership.
Furthermore, I will inquire about identifying a suitable project mentor from within XYZ Hospital who will work closely with me and the Walden Faculty Advisor to oversee the project process. The project mentor should have expertise in the chosen area of focus and be committed to supporting the successful implementation of the project.
Finally, I will share the next steps in the process, including setting up a meeting with the Faculty Advisor, Ms. Smith, and the project mentor during the first week of the upcoming term to discuss the project in more detail and establish a timeline for implementation.
By collaborating with XYZ Hospital and Ms. Smith, I am confident that we can identify a meaningful project that aligns with the organization’s goals and contributes to improving healthcare outcomes for patients.
Week 5: The Patient’s Experience in Healthcare
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