A 275+bed Not-for-Profit Catholic Health Care Provider

Chicago, IL, September 05, 2008 --(PR.com)-- HCT used their unique Transformation Intervention™ process to address the goals of the hospital. Initially HCT performed a thorough assessment by evaluating the HCAHPS data, performing direct staff observations, and interviewing staff, patients, and physicians. HCT compiled all the data and presented administration with an action plan to raise their HCAHPS scores. Among the recommendations, HCT proposed forming a service team of managers and staff members across all inpatient units in order to develop and implement specific initiatives to address the HCAHPS service domains. To ensure symmetry with the Senior Leadership group, a steering committee composed of hospital senior leadership was formed to offer continuous guidance to the team. The service team developed targeted initiatives such as; senior leader rounding, nursing leader rounding, nursing hourly rounding, scripting, standardization of hourly rounding documentation, and improved patient education materials. HCT was intimately involved with the development and the implementation of every initiative and its consultants worked side by side with hospital staff in order to ensure success. Recognizing the importance of facility-wide training and communication, 20+ hours of classroom offerings were conducted reaching hundreds of employees.

In a very short period, the hospital has been very successful in raising their HCAHPS scores by using the Transformation Intervention™ process. Post implementation they have enjoyed a 4 point increase in willingness to recommend, a 9 point increase in communication with nurses, a 7 point increase in communication with doctors, a 1 point increase in explanation of new medications, a 17 point increase in responsiveness with staff, a 6 point increase in discharge information, a 13 point increase in pain management and a 7 point increase in quietness at night. On average, each domain increased by 7.64%.

Service has a direct connection to quality as evidenced by a 33% decrease in falls/month post implementation of hourly rounding. This decrease in falls amounts to a savings of $38,800/month based on a decrease of 2 falls/month at a cost of $19,400/fall*. The decrease in falls is not the only return on investment that the hospital will realize. While it is too early to measure the financial impact, research has shown that hourly rounding results in reduction in the rate of pressure ulcers by 50%. The additional cost per discharge for a pressure ulcer is $15,958**. Additionally, the hospital should experience an increase in growth as beds become available from a decrease in length of stay resulting from fewer never events. Growth will also occur through the positive word of mouth that will occur within the community.

HCT has worked very closely with the hospital in training the leaders in the skills they need for sustainability. This includes bi-weekly steering committee meeting, on-going education and orientation to new staff on customer service skills. HCT will maintain a close relationship through a post engagement contract in order to ensure the hospital’s momentum so that they can continue to see success on the HCAHPS survey and provide their patients with quality care.

* National Prevention Center for Injury Prevention and Control, Division of Unintentional Injury Prevention; May 2007
** AHRQ, 2005, “Payments for Adverse Events”

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