How a Big-Time Hospital Creates a Small-Town Patient Experience
Setia stepped into her role as CXO at the four-hospital system, which has a total of 1,069 beds, nearly one year ago. She has found improving the patient experience at a large organization simultaneously challenging, satisfying, and exciting. She focuses on providing the staff tools to empower them to improve the patient experience, through skills development, hands-on coaching, and even rounding with physicians or staff.
"The challenges in this role are tied to both the size and scope of the medical center," she says. "Implementing strategies can be complicated in a large institution such as ours. Critical to our success in this area is having leadership support behind all patient-centered initiatives we implement." If an organization's top leaders don't recognize it as a priority, improving the patient experience becomes much more difficult, she says.
Once leadership support has been secured and demonstrated, it's important to develop an overall strategy to create a world-class patient experience and to create an infrastructure to support the operational aspects of the role, Setia says. This infrastructure includes HCAHPS scoring but goes well beyond.
- Readmissions: No Quick Fix to Costly Hospital Challenge
- Ebola: Health Officials Try to Quell Front Line Fears
- House Calls Key to Pioneer ACO Success
- How Telehealth Pays Off for Providers, Patients
- Defensive Medicine Still Prevalent Despite Tort Reform
- Reducing Readmissions Starts with Better Collaboration
- 'Overtreatment' Debate Circles Back to Lung Cancer Screening
- How Top-Ranked MA Plans Earn Their Stars
- Partners HealthCare M&A Deal Under Scrutiny
- How Educated Nurses Save Money