Mercy Medical Center

Mercy Medical Center - Roseburg
Debbie Boswell, CNO/COO
June 25, 2013
About Us:
Mercy Medical Center
• Established in 1909 by the Sisters of Mercy
• Located in Roseburg, Oregon
– 174 licensed beds (141 operational)
– ADC 71.8
– Sole community provider
• Catholic Health Initiatives (CHI), which ranks as the
nation’s second-largest Catholic health care system
• 188 physicians on staff
• Provide over $48 million in community benefits
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The Changing Environment
A patient centered movement has been active across the
US for many years– AHRQ, IFCC, IHI, IOM, & TJC the
Institute of Medicine’s 2001 report, Crossing the Quality
Chasm: A New Health System for the 21st Century, called
for health care systems that:
– Respect patients’ values, preferences, and expressed needs
– Coordinate and integrate care across boundaries of the
system
– Provide the information, communication, and education
that people need and want
– Guarantee physical comfort, emotional support, and the
involvement of family and friends
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How We Got Started
• Obtaining Community insight is priceless, they
see things we cannot see.
• Goals:
– Have direct feedback from patients and
families who have experienced care within the
past year
– Continue to enhance safety and quality
– Keep the patient/family at the center of care to
help improve Mercy’s patient and family
experiences
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Patient & Family Advisory
Council (PFAC)
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Formed in January 2011
Establish a forum for patients and families to bring their
experience, expertise, insights, and perspectives
Looked for members who are supportive of the hospital
but who also have questions for us
Supported by Mercy Leadership
Volunteer membership
Invitation to informational meetings sent to 12
community members
Requested 2 year commitment
An in-depth one on one tour and orientation before first
meeting
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First Steps
• First year focus:
– Education/information/knowledge of
healthcare environment
• Develop a working knowledge of hospital functions
and departments to facilitate PFAC input
• Better understanding of patient experience at Mercy
including the Patient Satisfaction Surveys (HCAHPS)
• Understand the regulatory nature of healthcare and
review of the many agencies involved in ensuring
quality
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Role of PFAC Members
We wanted them to:
1. Be Mercy Ambassadors in our Community
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Provide the information we wanted shared by a
dedicated and knowledgeable community member
2. Act as Secret Shoppers
3. Hold us accountable for Patient Satisfaction
4. Review and make recommendations as requested
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Waiting room areas
Dress code
Facility cleanliness
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Mercy Ambassadors
• The Council members have become Ambassadors for
Mercy in our community
– Members serve as a voice for the hospital; communicate
the positive experience of being involved in making
changes that directly impact patient experiences,
improving the community perception of MMC.
• Presentations to community groups
• Interviews to local media
• Presented at MMC staff Town Hall Session
• Informational table at annual
employee health fair
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PFAC Members Go Undercover!
One of the greatest benefits of having a PFAC
is receiving feedback, both good and not so good
from our customers:
General Impressions:
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Cleanliness
Signage/Wayfinding
Staff
Cafeteria (provided meal vouchers)
Always looking at staff
Friendliness/Helpfulness/Professionalism
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Patient Satisfaction
• Transparency of all HCAHPS scores
• Members challenged us to improve
• Reviewed and made recommendations for
all departmental improvement plans
• Provided community feedback
• Mystery shopper feedback
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PFAC Activities
• Reviewed and made recommendations on
proposed dress code policy changes
• Critiqued newly created hospital video with
recommendations prior to implementation
• Collaborated on design of Patient Guide
• Provided insights for improving quality,
safety and the patient experience
• Identified need for ICU waiting room
remodel
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Successes
• Goal: Improve “Overall Rating of Hospital” top box score by
10% and percentile ranking by 30% compared to FY11
• Actual: Top box score increased by 11% and percentile
ranking by 41%
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
Top Box
40.0%
Percentile
30.0%
20.0%
10.0%
0.0%
2nd Qtr
2013
1sr Qtr
2013
4th Qtr
2012
3rd Qtr
2012
2nd Qtr
2012
1st Qtr
2012
12
4th Qtr
2011
3rd Qtr
2011
2nd Qtr
2011
1st Qtr
2011
Barriers and Solutions
Barriers
Solutions
• Several members resigned in first year
• Identified additional community
members for Council
• One on one discussions after meeting,
more written information
• Discussion with member regarding role
of the Council – opted to resign
• Required significant education time
• Revise Council to focus on specific
service lines
• Increase review of experience in
application process
• Set term limits up front
• Continues to be a challenge with
multiple priorities
• Dedicated staff to the PFAC
• Council member post CVA had
difficulty with speech, feeling involved
• Member used the council as forum to
vent dissatisfaction with the facility
• Hospital experiences too varied
• Is the small number of members
representative of all of our patients
• Inexperience with serving on Advisory
Councils
• No defined term limits
• Department leader availability for
presentations
• Staff time
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Advice for Others & Lessons
Learned
• Clearly identify characteristics you are seeking in
council members
• Require recent (within 1 year) experience
• Interview potential members in advance
• Don’t underestimate the amount of education
required for the members
• Focus on specific service line or topic
• Increase clinical staff involvement
• Clinical co-chair
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Plans for Future/Expansion
• PFAC members feel involved and meaningful
contributors
• Senior leadership and corporate support
• Recognition of the importance of patient &
family focus
• Plan to revise to a service line focus
• Multiple PFAC councils may be needed
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Next Steps
• Implement “necessary endings”
• Consider service line specific Councils
• Identify members with specific expertise
– Customer Service
– Community Relations
– Presentation Skills
• Next generation of PFACs will include the
expansion into ambulatory and post-acute
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Contact Information
• Debbie Boswell, RN, COO/CNO
541-677-3362
[email protected]
• Kathleen Nickel, Director
Marketing/Communications
541-677-2423
[email protected]
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Questions
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