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Hospital Impact has been ranked one of the top 50 healthcare blogs by Wikio.
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As I look back at all that was written and shared during this past year on patient experience, not only in my previous blog posts, but in the words shared by so many--patient experience leaders, caregivers, hospital administrators, physicians, patients and family members--I was moved to find compelling, powerful and even emotional themes.
As readers, you were drawn to the stories shared about the experiences people had and it brought home an important point. As much as we in healthcare strive to provide the best patient and family experience, enact effective strategies and tactics, and implement the required policies, we must remember we are patients and family members ourselves.
In the talks I share and in visits to healthcare organizations, I witness what I believe rests at the core of the healthcare experience--we are human beings taking care of human beings.
by Andrea J. Simon
Over the past two years I served as interim senior vice president for Marketing, Branding and Culture Change at Hurley Medical Center, a 443-bed public, nonprofit, teaching medical center in Flint, Mich.
One of the major challenges was how to reimagine the medical center's content marketing and overall Internet strategy.
As in so many institutions, the website had been built around 2005 and served very much as "brochure-ware" with limited updates, few changes and certainly no strategy for brand development or community building.
by Barbara Lightizer
Newton-Wellesley Hospital (NWH) has an established reputation as a high-performing facility, this year ranking among the top 15 Boston metro area hospitals, according to U.S. News & World Report. Yet a few years ago, the community medical center in Newton, Mass., uncovered an area of potential compliance risk.
The organization's aging, home-grown electronic approach to informed consent was becoming difficult to administer from a risk management standpoint. Informed consent is the critical communication process where patients agree to procedures after a thorough discussion with their providers of the risks, benefits and alternatives to those contemplated treatments.
In 1986, Congress passed the Healthcare Quality Improvement Act designed to provide federal immunity and protection for healthcare organizations and entities that provide good-faith peer review to physicians and dentists.
The quid pro quo was the creation of the National Practitioner Data Bank [NPDB] to "restrict the ability of incompetent physicians to move from State to State without disclosure or discovery of the physician's previous damaging or incompetent performance."
The NPDB has not been optimally effective. It received a high of 830 reports in 1991 and a low of 532 in 2006, or approximately 10 percent of the number as estimated by the Public Health Service (5,000) and the American Medical Association (10,000), according to Public Citizen's Health Research Group Report (2009).
by Raymond Hino
In the Lewis Carroll book "Alice in Wonderland," there is a marvelous business lesson on planning for success. Remember when Alice meets the Cheshire Cat early in the story?
She says, "Would you tell me, please, which way I ought to go from here?" The cat wisely says, "That depends a good deal on where you want to go?"
Alice didn't care where she was going. So the cat answers, "Then it doesn't matter which way you go."
That leads me to the question that I want to ask you today. Do you know what direction you want your hospital, system or organization to go in the next few years? And, if you do then do you have a plan to get there?
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