How Allina and Minnesota Perinatal Physicians Lowered Stress and Raised Satisfaction for High Risk Maternal Patients

Assuring patient satisfaction can be challenging, particularly when providing care to pregnant women with high-risk pregnancy conditions. As one of the foremost perinatal practices in the country, Minnesota Perinatal Physicians (MPP) acted swiftly to end a significant delay in scheduling ultrasound appointments, and reduced wait times for other visits.

With an aim to improve patient care and experience, the maternal fetal medicine (MFM) specialists at MPP, employees of Allina Health, leveraged Allina’s “Improving Clinical Value” Program—an initiative that has elevated the patient care experience for numerous other patient populations while simultaneously lowering the per capita cost of care for each one.

Results:

  • $210,000 in increased revenue because of improved access, projected to be $280,000 within 12 months.
  • 20.8 percent relative improvement in no-show rate.
  • 20 percent increase in available ultrasound appointments and an 18.2 percent increase in utilization.
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How One Hospital Embraced Patient Satisfaction Transparency

As consumers pay more for their healthcare they are demanding more transparency. In a telling example, it’s estimated that over 84 percent of patients use online provider reviews to help make care decisions. With increased transparency, hospitals need to develop strategies to address patient satisfaction while finding a way to participate for more fully in the patient satisfaction dialogue and social media communications, including the rating process.

One large hospital has done just that by increasing transparency in the patient review process. A key component is providing physician star ratings by patients on the hospital’s own website, with patient survey data sourced from Health Catalyst’s analytics platform. While this strategy took time and effort to win over physician acceptance, it has paid off considerably by taking patient satisfaction to new heights.

The overall patient satisfaction improvement initiative, of which the physician transparency effort was a key component, has proven to be resoundingly successful in supporting physicians and staff in the difficult work of providing outstanding and compassionate care – and has reaped impressive results including,

  • Improved patient satisfaction scores from 60 percent to over 90 percent
  • Successfully implemented a physician mitigation strategy with a 98 percent comment acceptance rate
  • Intensified focus on the patient experience through data and education
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Effective Practice Management Results in Quality Care for More Patients

Effective practice management can help provide quality patient care, increase revenues— and enhance patient and employee satisfaction. Ineffective practice management may cause patients to seek care elsewhere. As the healthcare industry transitions to value-based care, clinics must align provider scheduling as tightly as possible with patient demand while maintaining a high level of physician and patient satisfaction. Learn how practice managers, clinicians and operational executives are improving practice management, patient access and provider productivity, which has contributed to an estimated $20 million in savings.

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How to Integrate Patient Satisfaction Data to Deliver Quality Healthcare and Improve Operational Efficiency

Patient Satisfaction Explorer has enabled Texas Children’s Hospital to trend key performance indicators for patient satisfaction by service unit. Clinicians, executives, and operational leaders can easily drill down into the granular data to analyze patient satisfaction in more detail, including individual survey responses. Their current results include: improved operational efficiencies with integrated data and analytics – which is helping the healthcare system achieve its system-wide initiative to eliminate the use of vendor portals; increased system-side transparency across 3 campuses, 28 survey units and 145 locations with all levels of the organization having full transparency into how their performance is being measured; full empowerment to discover how to improve their patients’ experience, integrated patient satisfaction data into quality improvement initiatives; reduced custom reporting requests by 15%.

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Automating and Integrating Patient Satisfaction Data to Achieve IHI Triple Aim Goals

While measuring patient satisfaction has become increasingly important for organizations seeking to improve quality and maximize reimbursement, using patient satisfaction data effectively presents a variety of challenges. Organizations must collect the data, distribute it to multiple audiences and integrate it with data from other sources—efforts that often consume significant time and resources. Automating the patient satisfaction reporting process and creating an analytics foundation enables integration of patient satisfaction data into an organization’s overarching quality and cost improvement initiatives.

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