HCAHPSIt’s So Much More Thank Just Another

Patient Satisfaction Survey!

Presented by Laura Burnett MSN, RNNursing Supervisor, Patient and Family Centered Care

H-CAHPSHospital-Consumer

Assessment of Healthcare Providers and Systems

H-CAHPSHospital-Consumer Assessment of Healthcare

Providers and Systems

• Part of Value-Based Purchasing

• Provides comparison data

• Publicly reported• Accountability and

transparency• Quality, safety and

outcomes

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

Value Based Purchasing FY 2013

12 Core Measures

(* 70% Weight)

8 HCAHPS Composites(* 30% Weight)

1% Base operating DRG

payments

Performance attainment and improvement

willdetermine total

hospital reimbursement

Implementation FY 2013 (October 2012) Source: Value Based Purchasing Program final rule 4.29.11

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

Source: Value Based Purchasing Program final rule 4.29.11

Value Based Purchasing FY 2014Core Measures

(20% Weight)

HCAHPS Composites(30% Weight)

1.25% Base operating

DRG payments

Performance attainment and improvement

willdetermine total

hospital reimbursement

Efficiency(20% Weight)

Outcomes(30% Weight)

Source: OPPS proposed rule 7.1.11

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 InnovationSource: 2010 Pulse Report – Press, Ganey Associates

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

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

Understanding the Patient1. Infection2. Incompetence3. Death4. Cost5. Medical Mix-up6. Needles7. Rude doctors and nurses

8. Germs9. Diagnosis/prognosis10. Communication Issues11. Loneliness

Original research, the Patient Empathy Project by Colleen Sweeney

The Human Connection to Patient Care

The Human Connection to Patient Care

Hitting the Target,

BUTMissing

the MARK!

Make it your own!

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

A Key Survey for Non-Clinical Units: The Internal Support Services Scorecard

Ensures All Departments have the Support they Need

Proactive Focus on Internal CustomersFosters Teamwork, Encourages

Relationship Building

Internal Support Services Scorecard

Internal Support Services ScorecardEngineering/Security

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

Patient SafetyCall Don’t Fall Project

Good Clean Fun

Room a Day Project

Spring Cleaning Event

• Acknowledgements

• Questions