Huntsville Hospital

Pat Jackson

Indeed, improving the patient experience is essential for any healthcare system to succeed in today's increasingly competitive environment. Patients who receive high-quality care that is also patient-centered are more likely to have better health outcomes, increased satisfaction, and a higher probability of returning for future healthcare needs. Patients expect more from their healthcare providers and have become more empowered in deciding their healthcare. They seek a personalized, compassionate, and convenient experience similar to those in other industries. While many healthcare organizations strive to improve the patient experience, only those who go above and beyond to tailor their services and provide personalized attention can create an unparalleled experience that sets them apart from their competitors.

Huntsville Hospital Health System (HH) has implemented a comprehensive strategy to elevate its HCAHPS performance. By collaborating closely with their survey vendor and leadership team, they continually strive to enhance their patient experience outcomes. With a strong emphasis on providing compassionate care, leveraging data insights, prioritizing staff engagement, optimizing patient advocacy and service recovery, HH has achieved and maintained an impressive third-quartile position in HCAHPS performance. This approach distinguishes them as a healthcare provider that prioritizes excellence and compassion, aiming to achieve a safe and positive patient experience for its patients.

HH recognized the importance of enhancing the patient experience and established the Patient Experience Department in 2005. Pat Jackson, Director of Patient Experience & Advocacy is responsible for several critical areas, including Patient Experience, Patient Advocacy, Service Excellence, Employee Engagement, and Chaplaincy. Pat recognizes the importance of acquiring employee support and input to guarantee the triumph of initiatives. She highlights the significance of enhancing the patient's experience, not just for financial gain or compensation, but for the patients and their families. The personnel at HH is dedicated to rendering safe and exceptional service consistently, directed by their belief in treating patients with the same care as their own family members. Providing compassionate care is integrated into every aspect of the staff's work, such as rounding, care boards, bedside shift reports, and other undertakings, as they endeavor to provide the utmost experience to their patients daily.

" While many healthcare organizations strive to improve the patient experience, only those who go above and beyond to tailor their services and provide personalized attention can create an unparalleled experience that sets them apart from their competitors " 

HH acknowledges the significance of utilizing data for formulating effective strategies and team member objectives. They benchmark against competitors at the local, state, and national levels. The Patient Experience Team holds frequent meetings with their survey vendor to assess system-level progress and develop a comprehensive plan for their suite of survey products. They specifically focus on HCAHPS, using data insights. Moreover, the team collaborates with clinical groups to establish specific objectives for hospitals, service lines, and units. To achieve this, they have identified five focus areas for the upcoming performance year: bedside shift reports, care boards, leadership rounds, nurse & tech rounds, and hand-washing. These priorities are determined based on unit[1]level performance and the most common complaints and grievances. The team has also developed a resource book with evidenced best practices for each service line to support leaders in enhancing performance. The handbook includes guidance on implementing a bedside shift report, communicating its significance to staff, and stressing the importance of consistent use. Moreover, the Patient Experience Team assists leaders in creating action plans and establishing S.M.A.R.T. goals (Specific, Measurable, Attainable, Realistic, and Timely), which can aid in achieving the executive team's leadership and employee incentive objectives.

The health system annually holds a Lean Six Sigma course offered by the Performance Improvement Department and The University of Alabama in Huntsville to streamline processes and eliminate waste. In 2015, Pat was chosen to participate and decided to improve the complaint and grievance process by reducing the time it took to close complaint files. The hospital was required to adhere to CMS's regulation of resolving matters within seven days, which was considered satisfactory. After investigating the department's workflow, Pat and her team discovered 15 points of entry for issues, inadequate leadership on the Grievance Review Committee, and a need to train all leaders on the grievance process. By the end of the program, they had reduced the entry points to 10, added committee members with the highest volume of issues, identified top complaints and grievances, implemented mandatory training for over 500 leaders, and decreased the time it took to close a file from 43 days in 2014 to only six days in 2023, surpassing the C.M.S.'s standard.

In conclusion, improving the patient experience is critical in the healthcare industry. By focusing on areas such as communication, care coordination, mitigating delays and providing a comfortable environment, healthcare organizations can improve the patient’s perception of their visit and the overall patient experience, leading to better clinical outcomes, reduced healthcare costs, increased patient loyalty, and a better reputation for the organization.