Patient Experience: Putting the Patient Front and Center - Ipsos
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Patient Experience:
Putting the Patient
Front and Center
July 12, 2018
© 2018 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be
disclosed or reproduced without the prior written consent of Ipsos.
© 2018 Ipsos 0
PATIENT EXPERIENCE: PUTTING THE PATIENT FRONT AND CENTER
Purpose and Agenda
Purpose
Provide overview of expanded SHEP analytics and
To explore the factors that need to be taken into consideration when measuring and
consultative
comparing services
patient experience scores,toand
support patient
to describe experience
promising practices for
improvement
continuous improvement of patient experience.efforts
Agenda
3 Introduction
8 Measuring the Patient Experience
24 Continuous Improvement
29 Questions & Conclusion
© 2018 Ipsos 1
Putting the Patient Front and Center INTRODUCTION © 2018 Ipsos 2
INTRODUCTION
Meet the speakers
Katie is a licensed clinical psychologist and co-lead of
the Behavioral Science Community of Practice in
KATIE ZIEMER, PHD Ipsos’ Government and Health Services (GHS). She
Associate Research previously practiced at the DC VA Medical Center. She
Scientist, Ipsos currently serves as a subject matter expert on
attitude and behavior change research.
Alan has over 25 years of experience in research and
ALAN ROSHWALB, statistical design of surveys. He holds a Ph.D. from
PHD the University of Michigan’s School of Business
Senior Vice President, Administration in Statistics and Management Science.
Ipsos He serves as a survey research expert on numerous
client projects, including DHA, CDC, FDA, and NIH.
Katie is the Executive Lead for Ipsos’ GHS practice. She
oversees a senior team of data scientists, Ph.D. social
KATIE JOYCE, MPA
scientists and statisticians, technologists, and project
Senior Vice President,
managers. She is an expert in designing and executing
Ipsos
quality improvement projects.
© 2018 Ipsos 3
INTRODUCTION
Who is Ipsos?
16,000+ Full-time
Ipsos employees
1.6 Billion dollars in
annual revenues
Top 2 on GRIT list of
50 most innovative
market research
5,000+ Clients around
the world
firms in 2015 and
2016
70+ Million interviews
conducted each year
© 2018 Ipsos 4
INTRODUCTION
What services does Ipsos provide?
Ipsos’ three core capabilities provide clients with valuable data,
insight, and recommendations
MEASUREMENT
SERVICES
GUIDING CLIENT
DECISIONS WITH
TOP-NOTCH DATA
AND ANALYTICS
DATA ANALYTICS ADVISORY
SERVICES SERVICES
© 2018 Ipsos 5
INTRODUCTION
What does Ipsos do in the government and
health services space?
Copy and Advertising Improving Health
Message Campaign Health Services Patient Experience
Testing Evaluation Outcomes
Delivery
Comms & Qualitative
Quality and Program and
Branding research into
Research Behavior decision-
Process Impact
Improvement Evaluation
Change making
Experimental Knowledge,
Public Policy Public
Attitudes, Employee
research
Beliefs, and
& Public Program Engagement
design Opinion
Behavior Admin
Customer
Ipsos has over 30 years of experience working Experience Change
with physicians, hospitals, payers, brokers, and and Management
Satisfaction
other health provider organizations.
© 2018 Ipsos 6
INTRODUCTION
Save the date for our PX Symposium
Transforming healthcare through patient experience:
Going beyond the score to better care and better health
Date: November 8, 2018
Time: 9am – 1pm
Location: The George Washington
University, Elliott School of International
Affairs, Washington, DC
Link: https://www.ipsos.com/en-
us/events/transforming-healthcare-
through-patient-experience
© 2018 Ipsos 7
Putting the Patient Front and Center MEASURING THE PATIENT EXPERIENCE © 2018 Ipsos 8
MEASURING THE PATIENT EXPERIENCE
Why does patient experience matter?
For hospitals/health systems:
• Providing quality care
• Attracting/retaining patients
• Reputation
• Profitability/CMS reimbursement
For providers:
• Providing quality care
• Attracting/retaining patients
• Compensation
• Contract extensions/termination
• Acceptance into health plan networks
For patients:
• Satisfaction with provider/hospital
• Better adherence and engagement
• Better health outcomes
© 2018 Ipsos 9MEASURING THE PATIENT EXPERIENCE
How is patient experience measured?
Surveys Observation/
Online Reviews Interviews/ Journey
(e.g., CAHPS, Audio
(e.g., Yelp) Focus groups Mapping
HCAHPS) recording
© 2018 Ipsos 10MEASURING THE PATIENT EXPERIENCE
Comparing and benchmarking our providers’
performances
5.0 200
4.5
Number of Reviews
4.0 150
3.5
Stars
3.0 100
2.5
2.0 50
1.5
1.0 0
© 2018 Ipsos 11
Yelp ReviewsMEASURING THE PATIENT EXPERIENCE
“I looked up my doctor,
and she scored an 89.”
“Really? My doctor only
scored an 85. I should
see yours instead!”
© 2018 Ipsos 12MEASURING THE PATIENT EXPERIENCE
Creating benchmarks for stakeholders’ interests
Desired Traits
Empathy
Patients
Communication
Medicine
Management management
Efficiency
Clinical
Helping
Measure and report tailored to stakeholders,
including benchmarks and useful comparisons.
© 2018 Ipsos 13MEASURING THE PATIENT EXPERIENCE
How do we make sure score comparisons are fair
and accurate?
TRANSPARENCY STATISTICAL EFFICACY FAIRNESS
Construction of scores A benchmark must have a Contextual variables that
must be explainable and sound statistical basis that can unfairly influence a
understandable by the is reliable, consistent, and measure ought to be
users of the information. allows for statistical controlled (e.g., patient
testing. mix).
© 2018 Ipsos 14MEASURING THE PATIENT EXPERIENCE Why does context matter? • Physician 1 and Physician 2 received the same scores from their Internal Medicine and Urgent Care patients • Internal medicine patients give higher scores (90%) than Urgent Care patients (80%) • Because Physician 1 sees many more Internal Medicine patients (90%) than Physician 2 (50%), Physician 1’s overall score is higher © 2018 Ipsos 15
MEASURING THE PATIENT EXPERIENCE
Constructing a benchmark
Patient Mix
Raw Score Fair Scorecard
Adjustment
Reports Reports
Reports
Uses Context Uses Contexts
No Context
Categorical
Simple Computations Regression-
Calculations Based Complex ➢Transparency
Adjusts Calculations
No Adjustment Benchmarks / ➢Statistical Efficacy
to Scores Adjusts Scores
Not Scores
➢Fairness
Govt and Govt CMS Style-
Commercial Commercial Reports
Doctor Ratings Organizational Organizational
Reports Reports
© 2018 Ipsos 16MEASURING THE PATIENT EXPERIENCE What motivated our approach? Our approach to benchmarking was motivated by describing this histogram. The gold oval represents the lowest scoring providers, and they are almost exclusively ER and Urgent Care providers. The green oval represents mostly specialty care providers. © 2018 Ipsos 17
MEASURING THE PATIENT EXPERIENCE
What is the best way to compare scores?
Ipsos has created a fair benchmark scorecard for each provider that
reflects his or her composition of patients
Identify the groupings Calculate the percentage
where the scores are of patients a provider sees
different in each grouping
4
3
1 2
Create weighted scores
based on the average
scores and percentage of
Calculate the
patients for each grouping
average scores for
each grouping
© 2018 Ipsos 18MEASURING THE PATIENT EXPERIENCE Case study • Patient experience scores from 102,431 patients for 600 providers in a managed healthcare system • Scores vary widely by specialty • Provider 1 is above the Fair Scorecard Benchmark and below the unadjusted mean • Provider 5 is below the Fair Scorecard Benchmark and above the unadjusted mean © 2018 Ipsos 19
MEASURING THE PATIENT EXPERIENCE Case study • Patient experience scores from 102,431 patients for 600 providers in a managed healthcare system • Scores vary widely by specialty • Provider 1 is above the Fair Scorecard Benchmark and below the unadjusted mean • Provider 5 is below the Fair Scorecard Benchmark and above the unadjusted mean © 2018 Ipsos 20
MEASURING THE PATIENT EXPERIENCE Case study • Patient experience scores from 102,431 patients for 600 providers in a managed healthcare system • Scores vary widely by specialty • Provider 1 is above the Fair Scorecard Benchmark and below the unadjusted mean • Provider 5 is below the Fair Scorecard Benchmark and above the unadjusted mean © 2018 Ipsos 21
MEASURING THE PATIENT EXPERIENCE Case study • Patient experience scores from 102,431 patients for 600 providers in a managed healthcare system • Scores vary widely by specialty • Provider 1 is above the Fair Scorecard Benchmark and below the unadjusted mean • Provider 5 is below the Fair Scorecard Benchmark and above the unadjusted mean © 2018 Ipsos 22
MEASURING THE PATIENT EXPERIENCE
Using the Fair Scorecard Benchmark
The Fair Scorecard Benchmark:
• Is transparent
• Has statistical efficacy
• Is fair
The next steps would be to:
• Introduce and absorb into an organization
• Educate stakeholders
• Incorporate into Continuous Improvement
© 2018 Ipsos 23Putting the Patient Front and Center CONTINUOUS IMPROVEMENT © 2018 Ipsos 24
CONTINUOUS IMPROVEMENT
How do we improve the patient experience?
The Plan-Do-Study-Act cycle provides a framework for continuous measurement
and improvement.
Analyses to determine drivers of
patient experience at a facility
PLAN
Communicate results of Hands-on consultation and
follow-up with key
stakeholders, use to inform
ACT DO training through site visits
and telecommunication to
future engagements address identified drivers
STUDY
Follow-up surveys and data analysis to
determine success of intervention
© 2018 Ipsos 25CONTINUOUS IMPROVEMENT
How do we apply this model to healthcare?
Improving ACCESS
Improving Improving
OUTCOMES QUALITY
Mitigating SOCIAL ANTECEDENTS
© 2018 Ipsos 26CONTINUOUS IMPROVEMENT
Translating data into interventions that
influence health outcomes via behavior change
1
Assess: Understand the key drivers impacting experience and
1 2
outcomes from our analyses + conduct site visits to low-performing
3
healthcare facilities to confirm hypotheses.
2 Intervene. Implement job aids, workforce training programs, 1:1
coaching, business process improvement/Lean Six Sigma, or
other tools - based on the literature.
3
Measure. Measure impact of interventions through additional PX
surveys and assessment of change in overall facility quality rating.
© 2018 Ipsos 27CONTINUOUS IMPROVEMENT
What are some promising practices?
• Establish a common understanding of the value of patient experience
and how it will be measured
PLAN
• Include stakeholders and patients in the planning process
• Determine the best way to incentivize change
• Clearly communicate the value of the change
• Tailor the intervention/action to the fit the context
DO • Balance between autonomy and standardization
• Ensure adequate implementation support
• Analyze both qualitative and quantitative information
STUDY • Account for contextual factors in the analyses
• Communicate results in a way that people can understand
ACT • Scale to the proper level of implementation
• Continue measuring and make iterative changes as necessary
© 2018 Ipsos 28Putting the Patient Front and Center QUESTIONS & CONCLUSION © 2018 Ipsos 29
QUESTIONS & CONCLUSION
Check out our Understanding Society publication
Patient Experience: Putting the Patient Front and Center
Link: https://www.ipsos.com/en-us/knowledge/society/understanding-
society-us-edition-patient-experience
© 2018 Ipsos 30ABOUT IPSOS GAME CHANGERS
Ipsos ranks third in the global research industry. At Ipsos we are passionately curious about people, markets,
With a strong presence in 87 countries, Ipsos brands and society. We deliver information and analysis
employs more than 16,000 people and has the that makes our complex world easier and faster to navigate
ability to conduct research programs in more and inspires our clients to make smarter decisions.
than 100 countries. Founded in France in 1975,
We believe that our work is important. Security, simplicity,
Ipsos is controlled and managed by research
speed and substance applies to everything we do.
professionals. They have built a solid Group
around a multi-specialist positioning – Media Through specialization, we offer our clients a unique depth
and advertising research; Marketing research; of knowledge and expertise. Learning from different
Client and employee relationship management; experiences gives us perspective and inspires us to boldly
Opinion & social research; Mobile, Online, call things into question, to be creative.
Offline data collection and delivery.
By nurturing a culture of collaboration and curiosity, we
Ipsos is listed on Eurolist – NYSE – Euronext. attract the highest caliber of people who have the ability
The company is part of the SBF 120 and the and desire to influence and shape the future.
Mid-60 index and is eligible for the Deferred
“GAME CHANGERS” – our tagline – summarizes our ambition.
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