2020_leading_Innovators_Header3


Press Ganey is honored to recognize this year’s Leading Innovators in health care.

The Leading Innovators Program recognizes health care organizations for the rapid adoption and implementation of innovative approaches that address the many challenges facing our industry this year. This program highlights organizations that have leveraged Press Ganey solutions to redesign or implement a new process, practice, program or initiative to address issues including COVID-19 response; caring for caregivers; identifying gaps in diversity, equity, and inclusion; and telemedicine implementation and care redesign. Congratulations to these health care leaders for their innovation and continuous commitment transforming the delivery of care for their patients, families, and caregivers.


UPMC St. Margaret600x350

AdventHealth

COVID Response

Rapid Stand-Up of Virtual Connection Visits for Loved Ones
 

READ STORY >

Our Press Ganey survey and NarrativeDX comments feedback has continually demonstrated the importance of keeping patients and families connected, and this became intensely evident when visitation policies changed overnight in our hospitals due to COVID-19. We needed to quickly address a demand for virtual connections for families across 41 hospitals in a way that could be activated easily at the bedside. Our experience team partnered with IT colleagues and devised a process to deploy 1,000 Chromebooks across the system.

This has had a major impact on our patients and families. One of the many examples is that of the parents of a 20-year-old woman who hadn’t seen their daughter since she entered the ED with a fever, which esclated to being put on a ventilator in the ICU. During one of our first virtual visits, we watched as the parents witnessed their daughter give a weak thumbs-up just after the ventilator was removed as she healed. As we’ve watched the impact of virtual visits for our patients, we are reminded that even in a non-COVID world, family members often live at a distance. When visitation policies return to normal in the future, we plan to ensure that this capability remains an offering from the AdventHealth team.

BH_Grand Ent_600x350_96dpi

Allegheny Health Network

COVID Response

AHN’s Three Initiatives for Patient-Centered Care in a Pandemic  

READ STORY >

Allegheny Health Network (AHN) encountered challenges that required immediate attention in the rapidly changing environment of COVID-19.

Our first major challenge was that a stricter visitor policy left families wondering how they could feel connected to their loved ones. Nursing, Patient Access, and PX teams across the network partnered to find a solution through iPads, which were donated by departments systemwide. As the environment changes, this option will remain. Technology enables people to connect with one another regardless of their physical location.

The ongoing stress felt by front-line care teams was another concern for leadership. We installed self-care rooms: quiet, low-light rooms offering resources like snacks, drinks, comfortable furniture including massage chairs provided by generous donors, and soothing activities like coloring and puzzles. These rooms will remain available post-pandemic.

Finally, the increased demand for telemedicine visits led to a rapid turnaround in resources and technology as virtual appointments more than tripled. The PX team developed and shared tips for providing the best telemedicine experience for patients.

Baptist Health South Florida

Baptist Health Care

Safety & High Reliability

How COVID Inspired a Virtual Solution to Tiered Safety Huddles

READ STORY >

In March 2020, with assistance from HPI Press Ganey, Baptist Health Care (BHC) launched a three-tier safety huddle program. It began with our transition, due to COVID-19, from on-site to virtual safety huddles conducted with employees via Zoom. These Tier I virtual safety huddles were surprisingly more succinct, on point, productive, and better attended than previous on-site huddles and allowed us to share documents in real time to guide, summarize, and track meeting progress. The natural succession was to move our proposed Tier II safety huddles (comprising managers and directors) into the “Zoom room.”

We combined our two hospitals’ Tier II safety huddles into one Zoom meeting. An online sign-in record eliminated roll call. The agendas included the following.

• Days since last serious safety event.
• Look back.
• Look forward.
• Spreadsheet tracking safety concerns:
      • Leaders report progress with assigned
        safety concerns.
      • Any necessary elevation to a Tier III
        (officers) safety huddle is recorded.
• As system safety concerns are resolved, leaders close the loop with their employees at Tier I safety huddles.

Our virtual Tier II safety huddles have had excellent attendance. A recent survey of BHC leaders indicated very positive responses to the systemwide Zoom approach and loop-closure process, with comments that the new style of safety huddles should continue beyond COVID.



UPMC St. Margaret600x350

Baptist Health South Florida

COVID Response

Baptist Health Compassionate Communication in the COVID-19 Crisis  

READ STORY >

In early April, Baptist Health convened a taskforce to ease the burdens on patients and families posed by the COVID-19 no-visitation policy. We know that caring for the patient means caring for the family, and it was imperative to keep them connected. By necessity, our care teams became extensions of the patient’s family. In keeping with the Press Ganey patient–family connection solution to reduce patient suffering, we resolved to leverage technology to bridge the communication gap. Rather than striving for a percentile rank, our mission became connecting patients and families and supporting our care teams. We deployed 350 iPads to our hospitals, and to date 10,000 Zoom calls and 25,000 phone calls have been facilitated. Nevertheless, the impact of this initiative is not measured in numbers, but in gratitude. As one patient’s daughter stated, “It feels like someone has been stepping on my heart for more than a month. When I finally could see my mom through Zoom, I could breathe again. We cherish every Zoom call and every opportunity to make sure she knows she is not alone.” Through these efforts, we reduced patient suffering and were reminded why we chose our professions.

UPMC St. Margaret600x350

Bristol Health

Telemedicine/Care Redesign

Increasing ED Visits and Patient Satisfaction Through Telehealth
 

READ STORY >

When the COVID-19 pandemic began, people avoided visiting hospital emergency centers due to fears of contracting the virus. As a result, emergency centers throughout the nation saw a decrease in patient volume. Bristol Health’s Emergency Center also saw a decrease in overall patient satisfaction. In March 2020, our Emergency Center’s overall score on the Press Ganey survey was 83.6 and our all-database mean was 86.8. These low scores were concerning to staff, as they indicated that people were not seeking the treatment they needed and therefore were putting their health and safety at risk. To ensure that our community members received the care they needed, in April 2020 our Emergency Center became the first in the state of Connecticut to offer telemedicine services.

The results have been highly positive. Our Press Ganey overall scores for May through August 2020 were 87.7, 86.5, 84.0, and 90.8, respectively, representing an increase of 5.4%. Because the program has been so successful, the Emergency Center will continue to conduct telemedicine visits indefinitely. This has greatly impacted the Bristol community by giving patients timely access to emergency services and the care they need, while boosting the patient experience for these services.

UPMC St. Margaret600x350

Bristol Health

COVID Response

Supporting Patients and Staff with Comfort Carts and Daily Inspiration  

READ STORY >

The COVID-19 pandemic put a strain on health care workers throughout the nation and ultimately impacted patient experience scores. To deliver and sustain a positive care experience for patients and staff, Bristol Health’s COVID-19 Command Center worked with our Patient Experience and Quality departments to round to all hospital areas with a comfort cart filled with snacks, goodies, self-care treats, and positivity. Additionally, the hospital began sharing inspirational messages through the intercom each morning for all staff and patients to hear, and began offering daily prayer services for staff and patients of any denomination to attend. “Code Rocky,” a musical cheer and send-off to celebrate our discharged COVID patients, was also begun.

These initiatives have had a positive impact on patients and staff. In March and April 2020, “Staff addressed emotional needs” inpatient scores were 83.1 (all-database mean of 86.5) and 84.5 (all-database mean of 86.5), respectively. From May through August 2020, the inpatient scores for “Staff addressed emotional needs” were 85.1, 88.7, 87.5, and 95.8, respectively, an increase of 6.7%. Staff and patient morale increased significantly after infusing inspiration and positivity into the hospital environment!



UPMC St. Margaret600x350

Garnet Health Medical Center & Garnet Health Medical Center Catskills

Diversity, Equity & Inclusion

Creating an Inclusive Care Environment for the LGBTQ+ Population  

READ STORY >

A history of stigma and discrimination has contributed to a number of health care disparities experienced by lesbian, gay, bisexual, transgender, and queer patients. Increasing awareness and training of hospital staff in providing an affirming environment for LGBTQ+ patients and visitors is essential in removing these barriers faced by this population in accessing health services and improving health outcomes of LGBTQ+ communities.

The vision of our LGBTQ+ Resource Team is to be a safe, inclusive health care provider where the LGBTQ+ community can receive exceptional patient care provided in a safe, comfortable, and inclusive environment.

Our accomplishments in 2019 and 2020 include facilitating SPIRIT DAY awareness and Pride Month celebrations. Our team also led enhancements in Garnet’s electronic health records system to reflect the collection of gender identity and preferred pronouns on all patients.

UPMC St. Margaret600x350

Geisinger

Telemedicine/Care Redesign

Moving Health Care to the Patient’s Home
 

READ STORY >

The challenges of taking care of patients during the COVID-19 pandemic spurred the health care industry to quickly create ways to deliver patient care while patients remained safely at home. Geisinger accelerated existing telehealth initiatives to provide both video visits to patients in their homes and telephone visits to patients who lacked the technology needed for a video visit. By the end of March 2020, more than 45% of Geisinger’s outpatient visits were conducted via telehealth. The visits were evenly divided between video and telephone-only calls. Press Ganey quickly developed a survey that measured the patient experience with the video visit and created a separate adapted survey to measure the telephone visits. The two specific surveys allow us to analyze the differences between the two types of visits and compare these results to our history of in-clinic visits. Geisinger plans to keep each type of telehealth visit as a distinct part of our strategy moving forward, even when the pandemic ends. Being able to measure the patient experience with each unique type of visit is critical for us to continue delivering high-quality care to our patients.

UPMC St. Margaret600x350

Geisinger

Patient Experience

Geisinger’s Commitment to Connect
 

READ STORY >

Geisinger shares Press Ganey’s focus to identify patient and caregiver needs for safe, positive experiences. Human connection during COVID-19 posed challenges as visitation was limited to protect and promote the safety of our patients, staff, and communities. To allow connection, provide emotional support, and demonstrate our commitment to caring, three initiatives were created and maintained.

• Interactive Patient System iPads: iPads configured with 100+ apps were distributed to inpatient units for patients, families, and caregivers to stay connected, engaged, informed, and entertained. This promoted faster recovery and better decision-making, and increased satisfaction.

• Postcards: It is important for patients to feel cared for and comforted. Being in the hospital is scary and stressful when loved ones are unable to visit. A postcard Web link was developed for families to send a personal message of love and encouragement, or photos that patients can hold in their hands and cherish. Patients have received more than 600 messages.

• Keepsake Program: Knowing family members are unable to be at the bedside of their loved one as they approach the end of their life, Geisinger offers condolences and wishes for strength and peace by sending a memorial gift to families who have experienced a COVID-related loss.



UPMC St. Margaret600x350

Greater Baltimore Medical Center (GBMC) 

Telemedicine/Care Redesign

It’s in the Bag! How a Tablet and a Bag Improved Care Transitions
 

READ STORY >

Challenges in patient care transitions have been amplified since the start of the COVID-19 pandemic. Greater Baltimore Medical Center (GBMC) leveraged its culture of innovation, technology (Press Ganey iRound), and process redesign to synchronize transitions of care in the ED setting. We analyzed the root causes of our transition challenges, and several key themes arose.

• Patient belongings were often stored in multiple bags, sometimes in various locations.
• ED nurses did not have a standard process for securing medications during transport.
• We needed to link the sending process (ED RN) and receiving process (transport) prior to patient movement.

Our teams worked to improve communications and designed a large branded bag, secure medication pouch, and baggage tag that addressed these issues, and we began training our teams to effectively perform care transitions to the new standard every time. This resulted in a reduction in missing medications, an improvement in interdepartmental communication, and a statistically significant decrease in minutes of postponement for patients departing from the ED to inpatient departments (from 11,520 minutes in January to 765 minutes in June).

UPMC St. Margaret600x350

Greater Baltimore Medical Center (GBMC)

Clinical

Leveraging iRound to Train and Sustain Improvement and Innovation  

READ STORY >

Greater Baltimore Medical Center (GBMC) is a community hospital located in Towson, Maryland. GBMC has innovated and transformed the way we train, maintain, and sustain improvement work by leveraging the Press Ganey iRound platform. Through many cycles of PDSA, iRound is now used to track the training and performance of employees using process confirmation. Process confirmation is used when observing an employee to ensure they are performing the work to standard. If an employee completes the round following the standard, they are advanced on a skills matrix. The skills matrix is used to identify staff members who were trained on the standard. This is an easy way to identify training gaps and maintain a threshold of trained employees. If staff are unable to follow the standard, barriers are captured in iRound. Local leaders review data in iRound that are used for problem-solving, and ensure those barriers are removed and staff have everything they need to provide high-quality care to patients. As standard work is developed in other areas, iRound will expand to areas outside the hospital inpatient setting.

UPMC St. Margaret600x350

Inova Fairfax Medical Campus

Telemedicine/Care Redesign

Incorporating Patients in a Relationship-Focused Telemedicine Class  

READ STORY >

Recognizing that effective physician communication drives positive outcomes, medical training increasingly includes communication-focused curricula. The impact of COVID-19 inspired both the rapid adoption of telemedicine and a sweeping move to online learning. In response, we developed and piloted a course for medical students focused on fostering the patient–provider relationship on a virtual platform. To more fully understand and incorporate the patient experience, we trained former patients to act as simulated patients (SPs). To incorporate insights from staff, physicians, and leadership, we trained Patient Experience staff as partner SPs and a multidisciplinary group as faculty. Students practiced a variety of communication tasks, from explaining complications and bad news to managing bias and racism. Faculty enthusiasm and engagement were exceptional. With our experience demonstrating that it is feasible, affordable, and effective to incorporate patients, families, and team members in the implementation of a relationship-focused online curriculum, we are expanding access to the training beyond the medical school and residency program to include a wider range of providers.



UPMC St. Margaret600x350

Inova Fairfax Medical Center

Diversity, Equity & Inclusion

Inside Out: A Novel Approach to Disseminating Vital Information
 

READ STORY >

COVID-19 has not only affected the ways we provide care, but also severely hampered our ability to remain connected to our patients, their families, and our communities. This disconnection has been further exacerbated when it comes to minority communities.

Press Ganey solutions enabled our organization to complete an in-depth analysis of survey data collected during the pandemic. Identifying trends in responses and demographic information validated the need to more actively engage and communicate with minority populations. Although education efforts were happening, we quickly realized a tailored approach would prove most effective. When looking at our own team members, we saw an opportunity with our ancillary workforce, predominantly composed of minorities. Physician-taught Zoom and in-person socially distanced educational sessions were implemented to disseminate information quickly and on as broad a scale as possible. Our team members then became our “trusted messengers” to further disseminate this critical information to their communities. As the pandemic evolves, we will continue to use the standard work we have developed to teach and connect from the “inside out.”

UPMC St. Margaret600x350

Inspira LIFE

Telemedicine/Care Redesign

Inspira LIFE’s COVID-19 Response
 

READ STORY >

Inspira LIFE is our Program of All-Inclusive Care for the Elderly (PACE). In March 2020, PACE Center operations were suspended due to COVID-19 restrictions and Inspira LIFE transferred its operations from a center-based program to a home-based program. All staff, ranging from therapists to nurse practitioners, provided care in patients’ homes, and Inspira LIFE began to implement telemonitoring, telehealth, and tele-assessments through Microsoft Teams, all while managing patients’ chronic care conditions.

To maintain patient safety and continue to deliver the “wow” experience, Inspira LIFE utilized daily safety briefings to report and evaluate any potential risk events. Events that could not be resolved by front-line staff or managers were escalated to the executive leadership team (ELT) for review and resolution on the daily leader huddle. The ELT was sensitive to the drastic changes in operations and acted as a force to remove barriers and allocate resources to specific departments when needed.

Despite a drastic change in operations, Inspira LIFE was able to successfully provide quality care without any serious safety events during the pandemic by leveraging the tools provided by Press Ganey.

UPMC St. Margaret600x350

King Faisal Specialist Hospital & Research Center – Jeddah

Safety & High Reliability

Optimizing a Tiered-Huddle Process During the COVID-19 Pandemic  

READ STORY >

Since we began implementing tiered huddles in July 2019, we have significantly improved communication and efficiency across all hospital departments. The huddle was first developed for a team of 50 leaders across the system to share situational awareness and identify barriers to safe care. It later evolved into a tiered process in which each department first meets to identify issues or challenges that need to be escalated to the executive level. The final stage of evolution added an additional tier that includes the physician leadership from Medical and Clinical Affairs. This structure was in place when COVID-19 began to impact the world and allowed us to quickly adapt to the pandemic to ensure the safety of patients and employees. The huddle structure shifted to a virtual format and has remained as a very effective method for sharing awareness and quickly resolving issues. King Faisal has a visual management system to actively track actions that have been identified through huddles. Since implementing the huddle structure in July 2019, we have identified and resolved more than 1,700 issues.



UPMC St. Margaret600x350

King Faisal Specialist Hospital and Research Center – Riyadh

COVID Response

Adapting a Robust Process Improvement Method During the Pandemic  

READ STORY >

Prior to COVID-19, King Faisal Specialist Hospital (KFSH) had developed a robust improvement process (RPI) using a custom methodology called I.A.C.T., which relied on face-to-face interaction with RPI coaches and their teams. With the onset of the pandemic, KFSH began experimenting with virtual meeting software to ensure engagement and RPI follow-through.

Our hospitals in Jeddah and Riyadh began using several innovative techniques to maintain participation and retention. For example, we used our virtual meeting software’s recording capabilities so that participants can view the sessions at their convenience and not miss sessions due to technical issues. We also used peer coaching for RPI participants to view and coach one another’s projects at the beginning of each RPI session.

This approach has not only maintained retention of our program, but resulted in a twofold increase in training access. In addition, we have initiated 121 projects in Jeddah and 85 projects in Riyadh during the pandemic.

UPMC St. Margaret600x350

Marshfield Clinic Health System

Workforce/Engagement

MVP Recognition Through the Voice of the Patient
 

READ STORY >

Marshfield Clinic Health System recognized an opportunity to further the voice of our patients within the organization. Additionally, patients routinely identify caregivers by name who are important in their care. One of the values at MCHS is patient-centeredness. Thus, caregivers received a recognition card from leaders for demonstrating Marshfield Values in Practice (MVPs).

The Press Ganey Online portal allows us to identify comments in which a caregiver is identified by name. Typically, approximately 800 comments each month meet this initial criterion. From there, approximately 50 caregivers are identified each month to receive an MVP card from a health system leader. The patient comment is printed on the card and the leader writes a handwritten note to the individual being recognized. The simplicity of the process has allowed it to continue for nearly a year, including during the COVID-19 pandemic.

Recognition is a key driver of workforce engagement. The MVP card has proven to be a meaningful way to elevate the voices of patients, promote patient-centeredness, and impact employee engagement.

UPMC St. Margaret600x350

Marshfield Clinic Health System

COVID Response

Patient Telephonic Rounding During a Pandemic
 

READ STORY >

Marshfield Clinic Health System has more than 50 locations in 34 communities in northern, central, and western Wisconsin. This year MCHS took extraordinary measures to keep patients and caregivers safe during the COVID-19 pandemic, including restricting visitors in our facilities. With visitor restrictions in place, some patients were in our hospitals without their loved ones at the bedside. For some patients, this increased their anxiety, fear, and loneliness. The patient experience (PX) team implemented a plan to call hospitalized patients. The calls focused on ensuring that the patient was able to stay connected with their loved ones using technology, checking that the patient understood their plan of care, and addressing questions about safety measures in place due to COVID-19. Leaders and caregivers were engaged after the telephonic round to address any ongoing patient needs.

The PX team monitored survey comments to understand common patient questions and concerns so that they were addressed during these calls. Telephonic rounding has been important during the pandemic and will continue as a meaningful way to engage with patients and better understand their care experience.

 



UPMC St. Margaret600x350

Medical City Healthcare

COVID Response

Beyond the Mask: Connecting with Patients During the Pandemic  

READ STORY >

Our patients are often fearful and anxious in today’s uncertain times. Gestures to help ease concerns—a smile, a gentle touch—are constrained by PPE. Press Ganey patient experience comments revealed they couldn’t identify their caregivers, leaving them feeling detached and isolated. A European social media post of a nurse in PPE wearing an oversized, smiling photo on his gown inspired us to get our smiles out there and reconnect with our patients.

The program was piloted in general care and designated COVID-19 units at four hospitals but soon expanded to our network of 16 hospitals. We tailored the program for our pediatric patients with a poem and an “Oh, the masks you’ll see!” poster, and offered colleagues tips for how to optimize communication. This is joyful and fulfilling work. Colleagues have embraced the program as it demonstrates health care excellence and is at the heart of what we do.

One nurse’s smiling photo, showing her outdoors wearing a rider’s hat, caught the attention of one patient. As the nurse leaned in, the patient asked, “Are you a cowgirl?” The nurse chuckled, the patient smiled. A treasured connection.

UPMC St. Margaret600x350

Montefiore Nyack Hospital

COVID Response

Connecting Families Through Community Support During COVID

READ STORY >

The COVID pandemic brought unimaginable challenges and obstacles for patients’ family members restricted from visiting their loved ones in the hospital. Analyzing our patient experience data and utilizing our staff members’ and community’s incredible ingenuity and resourcefulness, we were one of the first hospitals to execute a solution. We connected patients with their families virtually via Zoom and FaceTime, a service we had never offered before and one we continue to use today.

As a safety net hospital that had the highest COVID rate per capita, we utilized our social media platforms and the local press to solicit tablet donations from the community, with a goal of 30 tablets. To our amazement, we received 592! We worked with our IT and PR teams to configure and deploy each tablet while also broadcasting the newly available service and online virtual visit request form. Team members across the organization helped virtually connect our patients with their families, some of whom lived in other countries. The community’s support kept our morale up, which supported patient care, resulting in measurable patient experience data improvement despite the overwhelming challenges we faced.

UPMC St. Margaret600x350

Montefiore Nyack Hospital

COVID Response

Here Comes the Sun
 

READ STORY >

Montefiore Nyack Hospital is located in Rockland County, New York, which had the highest COVID-19 rate per capita and experienced a tremendous death toll. Despite this, we remained committed to celebrating our successes rather than our challenges and prioritized transparency, communication, and safety. Based on research conducted by Press Ganey, we knew this would help improve employee engagement and, in turn, have a direct positive impact on our patients’ care experience. This was evident in our recent employee engagement and patient experience data, of which we have seen measurable improvements in most metrics.

We decided to celebrate patients transferred out of the ICU and weaned off ventilators by playing the Beatles’ “Here Comes the Sun” on our speaker system. We also celebrated our 300th, 400th, and 500th COVID discharge with a unique celebration that incorporated community and staff members. A renowned NYC artist designed custom artwork used on staff T-shirts, signage, and marketing materials to enhance our celebration. This positivity was infectious, assisting those having trouble during this time while also encouraging enhanced teamwork and spreading hope throughout the organization.



UPMC St. Margaret600x350

Mount Sinai Health System

Diversity, Equity & Inclusion

Changing the Conversation: How to Start the Journey Toward Equity

READ STORY >

The COVID-19 pandemic and current events related to racial injustice were the impetus for the Mount Sinai Health System (MSHS) to intentionally connect equity to the delivery of quality care and eliminate disparities in outcomes. MSHS leadership has made a commitment to think and act differently by refocusing the mission of its Quality Leadership Council (QLC). The QLC recently undertook the following: created an Equity Subcommittee; recognized the need to advance Black and underrepresented minorities in quality leadership roles; engaged biostatisticians to provide education on the interpretation of race data to avoid perpetuating false biological beliefs; and engaged in ongoing discussions on structural racism and the role of leaders to disrupt those practices and policies. By leveraging the strengths and rigor used in other quality improvements, MSHS strives to confront racism and health disparities. The QLC serves as a model for the health care community to instill equity into the fabric of our values and the way we care for our patients and staff. MSHS is proud to align our efforts with Press Ganey’s Equity Partnership to further our commitment to advancing equity in health care.

UPMC St. Margaret600x350

North Mississippi Medical Center

COVID Response

Meet My Loved One: Connecting Patients, Families, and Caregivers

READ STORY >

Dr. Lucas McElwain, palliative care, discovered “Meet My Loved One” on the University of Alabama’s website. He collaborated with UAB’s palliative care department and the North Mississippi Medical Center (NMMC) palliative care and patient experience staff, as well as our Press Ganey Patient Experience Advisor. The team used Press Ganey solutions, including Transforming the Experience, to adapt the tool to our COVID-19 unit. A form is placed on each door so that staff members can get to know each patient. This had an immediate positive effect on patient care. “For weeks, we have taken care of ventilated patients, but now we’re taking care of a grandmother who loves taking her grandchildren to Chuck E. Cheese. We treat all patients with respect and dignity, but this helps us see the patient as a whole person,” one nurse wrote. A family member wrote, “After [my dad spent] 14 days in the hospital sick, the staff finally had a way to connect to my dad and a way to help him heal at a different level. It helped the nurse to feel that she was empowered to love him well.” So far, we have produced 477 cards and printed 1,117 family photos. This will roll this out to other areas, including the CCU, Hospice, and Palliative Care.

UPMC St. Margaret600x350

Northwell Health

COVID Response

The Best in Humanity: Capturing Our “North Star” During COVID  

READ STORY >

As the largest health system in New York, Northwell cared for more COVID patients than any U.S. health care organization during the peak months of March, April, and May 2020. Faced with unprecedented volume, acuity, and mortality, we swiftly pivoted in every sense: tripled bed capacity, procured PPE, implemented large-scale lab testing and research protocols, adopted virtual visitation, and launched team member resiliency and recovery programs. Partnering with Press Ganey, we prioritized capturing the patient voice throughout the crisis, starting surveys for our community-based COVID testing sites. Press Ganey guided new CAHPS reporting, prepared us to launch inpatient eSurveys, and finalized logistics to begin comment analysis/natural language processing. We also developed machine learning models, leveraging historical patient feedback, for predicting experience outcomes. This allows a more proactive approach to experience delivery. These tools/capabilities will continue to be developed and expanded post-COVID as those we care for remain our North Star, inspiring and guiding us to constantly evolve and improve. Michael Dowling, our president and CEO, said on 60 Minutes, “You don’t quit or retreat. You don’t put up the white flag. You are going to win.”



UPMC St. Margaret600x350

Northwell Health Imaging Service Line

COVID Response

Patient Council Supplements Survey Data During COVID Response  

READ STORY >

The first confirmed patient tested positive for COVID in New York City on March 1, 2020. Two weeks later, with case numbers rising, our health system advised delay of all nonurgent imaging tests. In mid-May, our outpatient imaging centers reopened, after putting new safety and infection control measures in place. Our Press Ganey data indicated that patients were satisfied with our new processes, but patient volume was still low. To supplement our survey data and provide additional guidance, we engaged our patient and family advisory council.

Our advisory council has 15 members: four department leaders and 11 patients. The council has convened three times during our COVID recovery period, in June, July, and September. At each meeting, we present proposed infection control and patient experience initiatives. The council provides immediate, directed and interactive guidance.

Our partnership with the council has enabled us to test ideas and then quickly adopt new processes. The positive feedback we have received on subsequent surveys has confirmed the success of this approach. We will continue to use the guidance of both the council and the surveys as we navigate future phases of our recovery.

UPMC St. Margaret600x350

NYC Health + Hospitals/Bellevue

COVID Response

Creating Capacity During the COVID-19 Surge
 

READ STORY >

During the COVID surge, Bellevue used data monitoring and shared patient satisfaction results broadly, taking real-time action to provide the safest care possible in the situation. We expanded our number of inpatient beds by 200 (including 110 ICU beds), increased our number of ICU teams from one to eight (each led by a critical care attending), increased our medical floor teams from eight to 25 (each led by a hospitalist attending), and supplemented our nursing staff with agency recruits. We also started a new ECMO program in March. These interventions kept us accountable to our mission to care for patients and families with compassion and reduce suffering. We put our patients’ needs at the center of planning, delivery, and assessment and continuously maintained adequate supplies of PPE, ventilators, and hospital equipment. This allowed Bellevue to provide for patients who came in through the ED and for 600 patients who were transferred from besieged hospitals in the outer boroughs of NYC. We treated 1,700 inpatients with COVID-related disease, with a mortality rate of 19.5%, well below the city average of 27.8%. This model can be used in the future as we continue to embrace guidance from the Strategic Blueprint for Transformational Change.

UPMC St. Margaret600x350

Ralph H. Johnson VA Medical Center

Patient Experience

Improving the Patient Experience Through Relationship-Centered Communication (RCC) Skills  

READ STORY >

Senior leaders at the Ralph H. Johnson VA Medical Center identified performance on the CAHPS Overall Doctor Rating 0–10 and Quality of Physician Communication measures as key focus areas for improvement. Realizing that provider communication skills have a significant impact on both patient experience and clinical outcomes, we created a training program focused on relationship-centered communication.

We have conducted six sessions and trained 61 providers, and plan to continue training once it is safe to physically gather. Providers who received the training scored higher in Overall Rating of Provider as well as most of the questions in the Physician Communication Quality section of patient surveys. Of significant note are the questions “During this visit, did you talk to this provider about any health questions or concerns?” and “During this visit, did this provider seem to know important information about your medical history?” which were the two questions that scored lowest in the baseline data. Together, Press Ganey and the Ralph H. Johnson VA Health Care System will continue to monitor improvements.



UPMC St. Margaret600x350

SIU Medicine

COVID Response

SIU Creates COVID-19 Hotline to Increase Access During Pandemic  

READ STORY >

As the COVID-19 pandemic spread, we became increasingly aware of the need for improved access to our organization. Incoming calls increased as patients needed to communicate their fears, ask questions, receive medical care, and refill their prescriptions. We decided that our community needed a source of calm in the midst of chaos. Therefore, the COVID-19 hotline was formed.

We designated a unique phone number and worked with our marketing team to share the information to our community. On average, this line received 400+ calls per day asking about COVID symptoms, testing, and quarantine guidance. In addition, we received calls from individuals requiring social workers to address social inequities, job loss, and abuse. Our Family and Community Medicine division deployed a team of social workers to help meet the heightened needs of our community, which ultimately evolved into our Pandemic HealthCare Worker Team. After implementation of the COVID Hotline, we closely monitored our PG Access metrics. Our hope was that we would be able to maintain at least our current level of satisfaction in areas such as ease of contacting. We wanted to ensure that during this unprecedented time, our patients and those in the community would be able to access the resources that they need. Our organization was recognized by Gov. Pritzker as one of two exceptionally performing hotlines serving central and southern Illinois. Today the COVID-19 Hotline is running seven days a week to provide critical access to our patients and the community.

UPMC St. Margaret600x350

SSM Medicine

COVID Response

The COVID War: Using Military Planning for a Health Crisis
 

READ STORY >

The Military Decision Making Process (MDMP) has been used for decades in the military for planning operations and campaigns, both large and small, and brings an organized thought process to a complex issue. Planning for a pandemic is consistent with the aspects of military campaign planning in the following ways.

• Planning is the art and science of understanding a situation, envisioning a desired future, and laying out effective ways to bring that future about.
• Planning is based on imperfect knowledge and assumptions about the future.
• Planning cannot predict exactly what the effects of the operation will be, how things will behave, or how people will respond.
• The understanding and learning that occur during the planning process have great value.

Public health, elected officials, and health care are well-versed at addressing common public health problems, as well as disasters such as tornadoes and floods. However, they were challenged in planning for an overwhelming and widespread threat such as a pandemic. We detail here how the St. Louis Metropolitan area health care systems used the Military Decision Making Process (MDMP) as a foundational tool to plan against the viral threat.

UPMC St. Margaret600x350

St. Luke’s Medical Center – Global City, Philippines

Workforce/Engagement

Keeping a Healthy Work Environment During the COVID-19 Pandemic  

READ STORY >

At the start of the COVID-19 pandemic, St. Luke’s nursing leaders met with direct care nurses to prepare for the upcoming crisis. Nursing leaders, managers, and interprofessional team members worked together to implement new programs and policies to better support staff, including the following:

• Safety officers to check proper PPE protocols
• Balanced work schedule, eight-hour shift, leaves, and rest days provided
• Free meals and groceries, transportation services, accommodations, and laundry services
• Well-being programs, inspiring messages, gifts, and origami
• Care call and healing messages for confirmed COVID-19 and quarantined nurses
• Our Caring for Others with Positivity and Encouragement (COPE) Program designed to address the mental and emotional challenges of the pandemic

By ensuring the well-being of front-liners, St. Luke’s was able to protect the lives of not only the patients but also the nurses who are considered crucial members of the health care team and are regarded as heroes during this pandemic. As a result, St. Luke’s achieved a 100% staff nurse response rate in the 2020 Press Ganey NDNQI RN Survey and outperformed the benchmark in the latest RN Satisfaction Survey.



UPMC St. Margaret600x350

St. Luke’s Medical Center – Quezon City, Philippines

Workforce/Engagement

Caring for Others with Positivity and Encouragement (COPE)  

READ STORY >

St. Luke’s Medical Center (SLMC) – Quezon City, Philippines, recognizes the impact of emotional and mental distress encountered by health care workers during the COVID-19 pandemic. An initiative called Caring for Others with Positivity and Encouragement (COPE) was created in response to verbal concerns (fear of being infected, being discriminated against, or spreading the virus) raised by associates (medical and nonmedical) to make them feel they are not alone in this battle.

The COPE Team is composed of psychological first aid-trained volunteers and an in-house psychologist and psychiatrist who proactively reach out to associates who feel exhausted through available COPElines, kits (coloring sheets and journals), prayer hotlines for spiritual needs, and motivational audiovisual materials to boost morale.

As of September 2020, a monthly average of 863 associates have been assisted by the program. Per our recent NDNQI RN Survey, SLMC outperformed the non-Magnet® benchmark (4.21) for Job Enjoyment Scale, obtaining a rating of 4.73.

SLMC strongly believes that guarding the health, well-being, and safety of its employees is the strongest defense to defeat this pandemic.

UPMC St. Margaret600x350

St. Vincent’s Health Network, Sydney

COVID Response

Using Digital Patient Information to Keep Patients Safe  

READ STORY >

When the COVID-19 pandemic struck, many patients expressed a desire for more information about staying safe in the hospital. In response, St. Vincent’s Manager of Patient Experience, Corey Adams, proposed an alternative digital solution and collaborated with a communications company. They quickly created a digital patient information package, “Staying Safe during COVID-19,” which highlighted various ways the hospital was helping to keep patients, visitors, and staff safe during the pandemic. The package was created and co-designed with patient and consumer feedback, and contained improved visuals, helpful videos (like a guide to handwashing), and links to other reliable resources (such as the NSW Health website).

This digital communications project led to a range of benefits for patients, visitors, and staff, including the following.

• Patients routinely received key information upon admission.
• Information could be updated quickly and accessed at any time.
• The mode of communication used mobile phones.
• Multimedia resources (such as videos) could be added.
• There was reduced risk of infection transmission due to elimination of paper information.

St. Vincent’s has developed an agile approach to implement a new digital solution and deliver safe, high-quality, person-centered care for our patients and the community.

UPMC St. Margaret600x350

Texas Health Resources

COVID Response

Virtual Rounding Solution in ER and Inpatient Rooms  

READ STORY >

Since the beginning of the pandemic, Texas Health Resources (THR) has focused on ensuring the safety of our patients and care team members while maintaining the excellent care our patients deserve. A concern we had to address was rapid expenditure of PPE. To tackle this issue, THR leveraged technology to enable care team members to virtually interact with patients in isolation in the emergency department and our inpatient units. Using tablets on carts in each patient room, care team members can provide any patient care services that do not necessarily require hands-on interaction. From May to August 2020, THR has seen a volume of 33,200 preventable encounters (~270 encounters per day). With this initiative, we have also been able to leverage the same technology to enable virtual family rounding/end-of-life virtual visitation, virtual behavioral health intervention, and virtual admission for our admissions team in the ED.

For the future, we are looking into several other use cases for this technology while also improving the current technology that has been deployed to support these additional use cases.



UPMC St. Margaret600x350

The University of Texas MD Anderson Cancer Center

Patient Experience

Responding to the Call: Team Provides 24-7 Support  

READ STORY >

At the University of Texas MD Anderson Cancer Center, we are committed to providing cancer patients the support they need, when they need it. Last year we added clinical team members to askMDAnderson, our comprehensive call center, to monitor patients’ post-discharge responses to care surveys and answer their requests within a day. In less than one year, patients’ top-box ratings of the hospital improved 2% for patient satisfaction, and readmissions decreased by 5%. Patients are relieved to talk to someone after clinic hours. One parent said, “I was so glad that a nurse was there on a Sunday afternoon when I did my first tube feeding for my daughter at home.”

To help our immunocompromised patients navigate the pandemic, MD Anderson expanded hours of askMDAnderson to 24 hours a day, seven days a week, so that patients can get information, navigate systems, and manage symptoms over the phone. Research shows interventions like these elevate quality and continuity of care by reducing unnecessary ED visits. The proactive and responsive askMDAnderson team includes operators, health information specialists, registered nurses, and advanced practice providers to support patient and family needs.
 

UPMC St. Margaret600x350

The University of Texas MD Anderson Cancer Center

Telemedicine/Care Redesign

Using Virtual Care to Support Cancer Care  

READ STORY >

At the University of Texas MD Anderson Cancer Center, Press Ganey surveys help inform our iterative approach to implementing virtual care. The survey recognized patient access as an improvement opportunity, and in response, we provided out-of-state patients with COVID-19 concerns immediate access to virtual providers. Patients also can access our clinical and research specialists in virtual settings. We connected patients to case managers through an innovative app to monitor their vitals and symptoms prior to travel. The survey validated our strategy; our “ease of contacting” score increased by 12 points between May and August. Our virtual care strategy is backed by a seamless, integrated platform with guardrails, such as state regulatory guidance, so providers can focus on patient care. The baseline ER survey highlighted downward trends in pain control, so we began virtual consults with pain/supportive care specialists for patients with urgent needs. We are addressing wait times for these patients through virtual triage and remote monitoring. We will continue to rely on Press Ganey surveys for valuable insights as part of our ongoing commitment to our patients’ care experience.

UPMC St. Margaret600x350

UMass Memorial Medical Center

COVID Response

The Human Connection: Offering In-Person End-of-Life Support  

READ STORY >

During COVID-19, our patients, their families, and our caregivers shared the anguishing challenge of a strict visitation policy to limit spread of the virus. This became increasingly unbearable in the care of our sickest patients reaching the end of life without loved ones present. In response, we created a new “End of Life Support Navigator Program” to allow in-person goodbyes with family members for patients in isolation units nearing death from the coronavirus. The Navigator program is a sustainable, cross-domain improvement grounded in Press Ganey’s Transformational Solutions model of Enterprise Transformation. It centers on the patient and family experience by ensuring compassionate care at the end of life; safety by ensuring safe PPE use and protocols for all involved in the program; caregiver engagement by engaging caregivers in the new role of End of Life Support Navigator; and clinical excellence by utilizing in-house Palliative Care Scholars to design and implement training for the new Navigators, allowing them to care for patients, their family members, and themselves, during patients’ last moments together.



636288128417936406-1

University of Kansas Cancer Center

Safety & High Reliability

Leveraging a Lean Management System During a Pandemic to Sustain Patient Safety  

READ STORY >

A core value for all patients is safety. Early findings published in The Lancet in March 2020 indicate that “patients with cancer are more susceptible to [COVID-19] infection… and have a poorer prognosis [than non-cancer populations]” (p.335). These findings as well as other articles made it clear that patient safety during the pandemic was even more paramount for cancer patients. Like many organizations, we implemented strategies to protect patient and staff safety such as leveraging telemedicine, established screening protocols, applied physical distancing standards, and developed oncology-specific treatment algorithms that aligned with national guidelines. What set our approach apart was our ability to leverage our lean management system (LMS) to ensure that the tactics we implemented met our patients’ expectation to remain safe, adjust strategies quickly, and sustain our improvement efforts. We utilized the Press Ganey PX survey question “protect my safety” to trend and monitor our patients’ experience weekly during our leadership visibility wall. Since March 16, our weekly rank has been > 88th percentile, and our peer group has been at the 99th percentile for 14 out of 28 weeks.

Leading_Innovators_test_img_345_197

UPMC St. Margaret

COVID Response

Mindful Observance: Caring for Caregivers During COVID-19
 

READ STORY >

St. Margaret Foundation at UPMC St. Margaret recognized early the anxiety of our hospital employees due to COVID-19. Many had partners with a decline in income and children now home from school. We listened and piloted programs to ease fears, lighten the burden, keep them safe, and help financially. The community donated to make the following programs happen:

• $6,000 in emergency childcare assistance grants
• A $25 grocery store gift card for all employees
• $3,000 in food pantry items
• 30 weekly employee care packages of essentials (toilet paper, etc.)
• Paying utility and housing costs for employees in crisis
• 7 iPads so that nurses could help patients in isolation stay in contact with family members
• 745 free boxed lunches for employees’ school-age children now at home
• Free hotel rooms for any employee who, after exposure, does not want to return home and potentially expose their family
• A “Heroes Work Here” sign at the hospital entrance
• A rose and a vase on Mother’s Day for staff and patients
• 5 copies of Feeling Good: The New Mood Therapy by David Burns, MD, for the hospital library
• A mediation room for employees and patients

636288128417936406-1

UPMC St. Margaret

COVID Response

Educational Response to Hospital Needs During a Pandemic
 

READ STORY >

The COVID-19 pandemic created a world that instilled apprehension and caution regarding social situations. The hospital needed to prepare for the potential of a surge of COVID-19 patients.

At UPMC St. Margaret, our nursing education department quickly responded with a variety of emergent educational resources for both clinical and nonclinical staff. Called “In Time Education,” these educational offerings occurred in a variety of methods and included the following:

• Entrance screening
• Foley insertion
• Transport
• Clinical training for non-clinical staff
• Observation of COVID-19 patients

Additionally, a hotline was created to allow staff 24-7 access to educational resources. This resulted in more than 1,000 training sessions and 340 check-ins as well as educational support for observers from March through April 2020. The education department remained mobile and adapted to learners’ needs in response to the COVID-19 crisis.