Patient Experience Journal (PXJ, The Beryl Institute)
Not a member yet
638 research outputs found
Sort by
Before it is over: A family’s experience with end-of-life care during COVID-related restrictive visitation policies
Get PDFIt is not uncommon in the American medical community that a personal narrative sparks a conversation about a controversial topic. In 1988 the Journal of American Medical Association published a narrative by a medical doctor which provoked a debate on euthanasia within the readership of the journal and the greater public. The testimony that I am presenting aims to invite a public dialogue on the harmful effects of restrictive visitation policies brought on by the COVID -19 pandemic. The story of my family’s experience during the end-of-life care for my mother, a COVID patient, illustrates how urgent is the need to rethink the restrictive visitation policies so as to protect patients from unnecessary suffering. In order to battle pandemic-related stress and fatigue medical staff and families must work together to improve patient care.
Experience Framework
This article is associated with the Patient, Family & Community Engagement lens of The Beryl Institute Experience Framework (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this lens
Patient and family engagement: Bridging together interprofessional practice and patient- and family-centred care
Get PDFPatient and family engagement as part of the health care team is increasingly recommended to meet the objective of providing safer and more coordinated care, as well as enhancing patient satisfaction. This project explores both health care professionals’ and patients and families’ experiences with patient- and family-centred care (PFCC) and interprofessional practice (IPP). Data were collected through individual interviews with 29 health care professionals and 17 patients and families on medicine and pediatrics at a tertiary care teaching hospital. Inductive coding and thematic analysis outcomes are presented using qualitative description. We used communicative action theory to interpret the gap that emerges in our findings between the ideals and practice of IPP and PFCC. Our findings reveal that strategic action takes place far more often than communicative action. The domination of communication by health care professionals, among other systemic factors in health care, contributes to the marginalized status of patients and families in the health care team instead of being at the centre, and them being informed instead of being truly engaged. The lived experiences of patients and families are overshadowed by the needs of the health care system. Patient and family engagement has the potential to support the implementation of PFCC and IPP in health care delivery. Communicative action theory could be used as a theoretical framework for further research and evaluation of patient and family engagement.
Experience Framework
This article is associated with the Patient, Family & Community Engagement lens of The Beryl Institute Experience Framework (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this lens
The use of patient experience data for quality improvement in hospitals: A scoping review
Get PDFIn this paper we identified what was reported in the literature on qualitative and quantitative approaches used to capture and improve patient experiences in a hospital setting. For inclusion, articles were required to describe an embedded strategy for capturing patient experiences that was used to inform quality improvement in a hospital setting. Articles also had to be published in English between January 2004 and December 2020. Six databases (MEDLINE, EMBASE, PsycINFO, CINAHL, Health and Psychosocial Instruments and Cochrane Library) and grey literature (relevant hospital and government websites) were searched. All articles were screened by two reviewers and any disagreements were resolved through consensus. Data were extracted from the included articles using a study-specific form in Microsoft Excel and synthesized using descriptive qualitative and quantitative approaches. Thirty articles were included in this scoping review. Patient experience data were captured through a variety of methods including surveys, focus groups, patient complaints and informal feedback, with the majority using formal, paper-based surveys. A wide range of quality improvement initiatives were implemented as a result of hospitals’ patient experience data, but there was limited contextual information regarding the hospital settings and population characteristics. Initiatives implemented by a dedicated and multidisciplinary quality improvement team (nurses, administrators, physicians, etc.) generally demonstrated positive outcomes. We conclude that more work is needed to better understand how best to capture and use patient experience data for quality improvement, the contexts in which initiatives are successful and how to integrate patients and families in the ongoing implementation and evaluation processes.
Experience Framework
This article is associated with the Policy & Measurement lens of The Beryl Institute Experience Framework. (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this lens
Dyad rounding on inpatients admitted from Emergency Department: Rehumanizing the patient & clinician experience in a post pandemic world
Get PDFEmergency departments (ED) across the country were stretched to the breaking point as a result of the COVID-19 pandemic. The chaos, fear, and uncertainty impacted the emotional, physical, and spiritual well-being of not only the patients and families but also nurses, providers, and the myriad of other clinical and non-clinical staff providing care in the ED. Compounding these challenges was the dehumanizing effects of providing care in personal protective equipment (PPE). The burnout ED teams experienced left them feeling defeated and unsure of how to reconnect with patients and families. The purpose of this narrative is to share the story of two clinical leaders, Christine M. Walden, Ph.D., R.N., NE-BC and Leigh A. Patterson, M.D., MAEd., who partnered to rehumanize the patient experience in the ED after the height of the COVID-19 pandemic and to share their learning and ultimate success in improving the patient experience. Equally as important was how feedback gathered through their conversations with patients personally reconnected them back to their passion and their practice, reassuring them that they could lead the way forward by listening to the voices of their patients.
Experience Framework
This article is associated with the Staff & Provider Engagement lens of The Beryl Institute Experience Framework (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this lens
Beyond service education: Impacting the human experience with sustained training utilizing the Experience Model of Communication
Get PDFPatients scheduling or checking in for medical appointments often share with frontline employees’ details of their stories, including their worries, prior negative experiences, and hopes. These interactions require employees to not only complete their task, but also to be mindfully present, picking up on important social cues and showing appropriate emotional congruence and empathic understanding. Based on a review of recorded patient calls, a gap was identified in the communication skills of desk and scheduling staff at this large academic medical center, and a sustained training program was created to fill this gap. The training is centered on an evolving set of theoretical principles and skills that have come to be known as the Experience Model of Communication (XMOC). We wanted to understand if training in XMOC, a set of skills essential for healthcare providers, would also be beneficial for frontline staff. The training was evaluated with pre/post surveys, listening sessions, an annual evaluation, and quarterly tracking of patient experience scores, and findings suggest that the training content has had a positive impact. We continue to build and evaluate the training program to identify and refine the elements that make up XMOC and the most effective ways to transfer that learning to the staff who benefit.
Experience Framework
This article is associated with the Staff & Provider Engagement lens of The Beryl Institute Experience Framework (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this lens
Determinants of ambulatory patients’ satisfaction with encounter at core service stations in a tertiary hospital of a developing country
Get PDFPatients may have different and complex convictions of what their idea of satisfaction is, which may not be addressed regarding what they perceive as satisfaction. Therefore, using the patients’ demographic and clinical characteristics could tailor the individual needs of these patients, hence, providing feedback and recommendations on improvement in services provided. This study examined the determinants of patients’ satisfaction with general outpatient department (GOPD) services of a tertiary hospital in Rivers State, Nigeria. A descriptive cross-sectional study was carried out among new and repeat patients attending the GOPD of the University of Port-Harcourt Teaching Hospital, Rivers State, Nigeria. A structured questionnaire was used to obtain information from 332 patients recruited into the study using a multi-stage sampling method. Patients were more satisfied with consultations and nursing services than they were with services received at the medical records department. Patients’ socio-demographic and clinical characteristics that influence that satisfaction included age, marital status, visit status, insurance status, and level of schooling. This study provides insights on factors that determine the satisfaction of ambulatory patients with the record, nursing, and consultation services. Modifiable factors will form the basis for a future intervention to improve patient experiences in this facility.
Experience Framework
This article is associated with the Patient, Family & Community Engagement lens of The Beryl Institute Experience Framework (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this lens
Going from an academic medical center to a community hospital: Patient experiences with transfers
Get PDFAcademic medical centers (AMCs) often operate at or near full capacity, which leads to delays in care while smaller community hospitals may have excess capacity. To address this issue and to match patient needs to care acuity, patients may be transferred from an AMC emergency department for direct admission to a community hospital. We aimed to explore the experiences and perspectives of patients who were transferred. We randomly selected patients transferred between February 2019 and February 2020. We conducted structured thirty-minute interviews containing fixed response and open-ended questions focusing on the transfer rationale and experience, care quality, and patient financial outcomes. We used descriptive statistics to summarize questions with fixed responses and thematic analysis for open-ended questions. We interviewed a total of 40 patients. While most (88%) understood the rationale for transfer, many (60%) did not feel they had agency in the decision despite the voluntary nature of the program. Patients generally had a positive experience with the transfer (65%) and valued the expedited admission. However, some highlighted issues with transfer-related billing and the mismatch between the expectations of presenting to an academic hospital and the reality of being admitted to a community one. We conclude that patients are amenable to transfers for an expedited admission and understand the rationale for such transfers. However, participants should receive a clear explanation of benefits to them, guidance that the program is voluntary, and protection from financial risk
Experience Framework
This article is associated with the Patient, Family & Community Engagement lens of The Beryl Institute Experience Framework (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this lens
When healthcare leadership and philanthropy lead to an improved patient experience: The Paul Lepsoe Music Initiative
Get PDFThrough an unprecedented collaboration between an academic acute tertiary care hospital (The Ottawa Hospital (TOH) and a community-based professional orchestra (Ottawa Symphony Orchestra (OSO), the Paul Lepsoe Music Initiative represented an innovative partnership focused on improving patient care via (a) the integration of live music in waiting areas of the hospital’s Cancer Center and (b) the creation of individualized music therapy interventions on the inpatient Palliative Care Unit. Patient, family, and volunteer/staff feedback further refined the intervention throughout the duration of the Initiative; a qualitative process that provided insight into the overall patient experience and opportunities for patients and families to inform practice. Hundreds of people at TOH were reached and better understood through this initiative. Results revealed that more than 85% enjoyed the music and believed music should be part of the care experience, suggesting that live music performance can be an effective, low-cost intervention to positively affect the hospital experience across multiple stakeholder groups. A powerful result of this partnership is that it contributed to the humanization of an often stressful and sterile environment through music; most especially, music that is light, optimistic, uplifting, simple and soothing, while also being consistent in texture, dynamics, and tempo.
Experience Framework
This article is associated with the Culture & Leadership lens of The Beryl Institute Experience Framework (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this len
From liability to asset: A large health system’s approach to transforming hospital food
Get PDFHistorically, hospitals are infamous for poor food quality. Valuing food as a tenant of health and well-being, Northwell Health, New York’s largest healthcare system, is transforming its hospital food program to become an asset and market competition differentiator. By focusing on structure, workforce, procurement and process, Northwell has improved patient experience performance “Quality of Food” by 61 percentile rank points within three years with minimal impact on budgetary cost.
Experience Framework
This article is associated with the Environment & Hospitality lens of The Beryl Institute Experience Framework (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this lens
The impact of follow-up calls after a pediatric emergency department visit
Get PDFPediatric emergency department (ED) visits can be a stressful time for patients and their caregivers. This high stress environment can lead to questions and needed clarifications post-discharge. We implemented a post-discharge callback system to resolve these concerns for a focused subset of patients who historically have provided the most negative comment feedback on ED patient experience surveys. We hypothesized that comment types would shift to more positive than negative and the themes of the comments received would change. We developed a discharge callback process that focused on patients who were triaged as ESI level 4 during their emergency department visit. Over a 6-week period, patients were called the day after discharge and asked if they had questions regarding their recent ED visit in addition to questions regarding current health, post-discharge instructions, prescriptions, or follow-up instructions if applicable. A maximum of 3 discharge calls were made if needed in order to contact the patient or family. Any questions regarding health care needs were followed up by a licensed healthcare provider within 24 hours with a maximum of 3 attempts. At the end of the project timeframe we analyzed comments received from our patient experience surveys to identify if there was a shift in comment types and their themes. In addition, we analyzed ED return rates within 72 hours of discharge. During the 6-week period, 2710 calls were made to contact 1618 patients’ caregivers. Follow up was requested by 149 families with a healthcare provider. There was no significant change in the number of comment types received. Thematic analysis of the patient experience survey comments received during this time period, revealed a reduction in questions regarding the recent ED visit and post discharge needs. There was no significant change in 72-hour ED return rates. The institution of an ED discharge callback system can effectively reduce patients’ and families’ questions regarding post-discharge care by providing an opportunity to clarify care after they have left the emergency department.
Experience Framework
This article is associated with the Patient, Family & Community Engagement lens of The Beryl Institute Experience Framework (https://www.theberylinstitute.org/ExperienceFramework). Access other PXJ articles related to this lens. Access other resources related to this lens