Wednesday, May 31, 2023

Ways to improve the older patient experience

As the population of older adults is expanding, the number of hospital visits may also increase, and an influx of appointments can lead to a decrease in patient care if you’re not careful. Every patient, regardless of their age, deserves to experience high-quality treatment.

However, ensuring each step of their hospital journey is designed for ease, and convenience takes effort. Prioritizing the patient experience is worth the time and energy, as it can lead to higher patient satisfaction and, ultimately, higher patient retention — a win-win for you and your patients.


Steps to improve patient experience


As the population ages, hospitals are seeing more and older patients. And while these patients do not differ from their younger counterparts, there are some things you can do to improve their experience and make them feel more comfortable.

Improving the patient experience is not only for enhancing retention and care but also for bolstering population health and reducing the cost of medical care. Here are four steps you can take at your hospital to make that change:


1. Reduce wait times to see a specialist or doctor.


When patients have to wait for hours to see specialists, they may go elsewhere in search of better service or treatment options. This could cause the loss of valuable customers who would have stayed if they had received better service sooner.

Long wait times are a common patient complaint, ranking among the top five in a study conducted by the Office of the Ombudsman. Hospitals should strive to improve the patient experience by reducing wait times. Making more appointments and hiring more staff to support those appointments and fill gaps is an excellent way to reduce wait times.

If you cannot hire more healthcare workers, consider adopting new technology, such as Telehealth or a Healthcare Virtual Receptionist, to provide easier access to care and streamline appointments. Patients should be able to track their appointment time to know when they’re supposed to arrive. And if there are delays, ensure patients are kept updated on what’s happening so they know what’s expected of them.


2. The waiting area should be comfortable.


Making the waiting area comfortable demonstrates that a hospital cares about the comfort and well-being of its patients. If there’s one thing we know about older patients, they’re more likely to have mobility issues than younger ones. That means they’ll find it difficult to sit for long, especially if they’ve been waiting for hours already.

Providing comfortable seating, magazines, and books, as well as having a television or radio playing in the background, can give older patients a sense of calm and serenity to replace some of the anxiety that comes with appointment anticipation.


3. Show concern over their symptoms.


Another way to improve your patients’ experience is to show empathy toward their concerns. This can be done by showing concern over their symptoms and asking questions about their feelings (e.g., “How is your pain level right now?”). It can also be done by listening when they speak instead of interrupting or talking over them.

Doing these things will show your patient how much you care about them and what’s happening in their lives outside of medical appointments, making them feel more comfortable with you.

Teach your staff team how to listen carefully to patients and their families. Instruct them to write questions for the patient to ensure all issues are addressed. Showing concern could also provide timely patient feedback.


4. Improve communication with patients


Older patients may have difficulty communicating with you because of hearing loss, vision problems and other age-related issues. A caring approach can improve communication with older patients by letting them know you are listening and understanding what they are saying.

It is essential to lead with a person-centered attitude in encounters with patients and your employees, as a culture often trickles from the top down. Answer the phone promptly, introduce yourself to patients, and be helpful and willing to answer all their questions. If they seem restless, be reassuring. If they are worried, be comforting and confident. At the end of your interaction with the patient, be sure to ask if there is anything else you can do for them.

The patient experience is essential to all patients. But it’s even more critical for older patients. They are often more vulnerable and may not have the energy or ability to advocate for themselves. Older patients are looking for a healthcare system to take care of them. They want their needs met, and they want to feel heard. They need a healthcare provider who understands their struggles and can help them navigate the system in a way that makes sense.

Many healthcare professionals overlook the patient experience when it should be a priority. Taking that extra moment to acknowledge the older patients at your practice is essential. Treat them like you would treat a friend that is coming to visit. Welcome them warmly, shake their hands, help them with their luggage, and make them feel comfortable. Take these simple steps, and you’ll stand out from other providers in your demographic area — and your community will thank you for it.


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Tuesday, May 30, 2023

The leading topics healthcare leaders should be talking about

Healthcare is a constantly evolving field. New research, new trends, and new technologies emerge every year that have the potential to make a significant impact on the healthcare sector. As such, it's critical that the conversations healthcare leaders have about the current state of the industry evolve as well.

Healthcare leaders shouldn't only stay up-to-date on these advancements, but they should use them as a lens to look within their own facilities. This helps to hold them accountable and ensures they're using emerging ideas and resources to identify any issues or areas of improvement so they can continue offering the best care to their patients and creating working environments where employees can thrive.

So, what should healthcare leaders be talking about right now? Here are some of the most significant conversations I believe leaders should be having today.


Workforce retention


One of the most significant challenges facing healthcare leaders today is workforce retention. Because of this shortage of healthcare workers, which has only gotten worse since the pandemic, many hospitals and healthcare facilities are struggling to retain their staff. Higher turnover rates of employees can lead to a decrease in the quality of patient care, so it's essential that healthcare leaders focus on retaining their workforce.

One strategy healthcare leaders have leaned on is offering more training and professional development opportunities. Providing opportunities for staff to learn new skills and advance their careers can help keep them engaged and motivated. Additionally, offering competitive salaries and benefits can also help to retain staff. This includes offering flexible schedules, work-life balance options, and other incentives that can make working in healthcare more appealing.

Healthcare workers also demand more positive workplace cultures where support, collaboration, and empowerment are part of a facility's commitment to staff. This includes fostering open communication, providing recognition and appreciation for a job well done, and promoting a healthy work-life balance.


People-centered design


Systems and processes must be designed around the needs and experiences of that facility's patients. By focusing on the patient experience, healthcare leaders can create a more efficient and effective healthcare system that improves satisfaction and, more importantly, outcomes.

One way to do this is to involve patients in the design process. This can involve asking for patient feedback and incorporating patient preferences into treatment plans. Healthcare leaders can work to simplify the healthcare system by reducing wait times, streamlining processes, and providing clear and concise information to patients. But this also includes designing spaces that are both welcoming and comfortable as well, which is all the more important in senior care facilities where senior patients require specialized care and support.

The design of skilled nursing facilities can have a significant impact on the health and wellness of senior patients. For example, the layout of the facility should be designed to promote mobility and independence, with features such as handrails, non-slip floors, and wide hallways to accommodate wheelchairs and other mobility devices. The right design can also promote socialization and engagement among patients as well through common areas and outdoor spaces.


Healthcare technology


Healthcare technology is an area that is rapidly evolving, with new innovations emerging every year, from electronic health records and telemedicine to artificial intelligence and robotics.

One of the most significant benefits of healthcare technology is improved patient outcomes. For example, electronic health records can provide healthcare providers with access to a patient's complete medical history, allowing for more accurate diagnoses and treatment plans. Additionally, telemedicine can provide patients with access to healthcare services remotely, reducing the need for travel and increasing access to care while also improving the efficiency and effectiveness of care delivery.

Healthcare technology can also benefit workers too. It can streamline processes and automate routine tasks so employees have more time to focus on patient care and less on administrative tasks. Robotics is becoming an increasingly common way for staff to automate tasks such as medication dispensing and cleaning, which has proven incredibly valuable to employee well-being, but also patient care and outcomes as well.


Mental health


Mental health disorders affect millions of people worldwide and can have a significant impact on their overall health and well-being. Healthcare leaders need to focus on providing high-quality mental health care to their patients to improve their overall health outcomes. By integrating mental health services into primary care, screening for mental health issues during routine visits, and providing access to mental health services, healthcare providers can identify and treat mental health issues early on, reducing the need for more intensive treatment in the future.

Mental health is also important within skilled nursing facilities. Loneliness and social isolation are significant risk factors for depression and anxiety among seniors, which can have a negative impact on their overall health. Building time into patient schedules for social activities, such as game nights, music performances, or art classes, allow residents to interact with one another and build relationships. But healthcare workers in these facilities can also be negatively impacted by anxiety and burnout as well, which can lead to decreased job satisfaction, reduced productivity, and lower quality of care. This is another reason why healthcare leaders must prioritize the mental well-being of their staff. I gave some examples above of how to do this, but leaders should consider offering mental health services, such as counseling and support groups, to staff members, as well as providing education on stress management and self-care practices.

Healthcare leaders have a responsibility to stay up to date on emerging trends and educate themselves and their staff on these topics to continue providing high-quality care and improving the overall health of their communities.


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Friday, May 26, 2023

How primary care can survive

Despite the growing market interest and investment in primary care, the profession and practice of primary care is in crisis. As it stands now, the very structure of primary care harms physicians and threatens its own future. In research we recently published in The Journal of General Internal Medicine -- done in collaboration with our colleague Dr. Russell S. Phillips of Harvard Medical School -- we identified a growing crisis in our field that is not sustainable for the future. The structural realities of practicing as a primary care provider (PCP) in our current health system are disheartening. We worry deeply for our current colleagues in addition to the next generation of physicians considering primary care.

Primary care is inefficient, inconvenient, and often inaccessible, optimized neither for patient experience nor positive outcomes. Consider the impact on health professionals and the situation looks even more dire.

Outdated approaches to care, administration, payment, and technology are not merely burdensome. They actively contribute to physician burnout and dissuade students from entering the field. COVID exacerbated these issues with added financial pressure and nearly unimaginable stress. It’s no wonder physicians currently seek care for anxiety and depression in record numbers. They also have higher rates of suicide than the general population.

PCPs are expected to meet the demands of both synchronous and asynchronous care along with mountains of administrative work. They’re trapped in a fee-for-service (FFS) system driven by payment, scheduling, and workflow software designed for revenue management. Let that sink in. The daily routines of the physicians at the foundation of our health care system are driven not by outcomes or value, but by revenue management.

That means a PCP’s days are packed with visits from patients who often require neither a physician nor an in-person visit. Despite receiving unique training to handle complex conditions, PCPs have less time than ever to see patients who need them most. This frustrates physicians and patients alike and leads to patients seeking care in expensive and inconvenient settings like emergency rooms.

A proper fix for primary care requires more than tinkering. It calls for a clear, evidence-based restructuring centered on value, outcomes, and engagement. What would that look like? Consider a primary care team where:
  • Nurses triage patients via email, chat, and phone and intelligently route them to optimal care options
  • Nurse practitioners (NPs) and physician assistants (PAs) provide most care for common conditions and serve as continuous contacts for patients
  • Physicians guide NPs and PAs, manage patients with complex conditions, and focus on building trust and rapport
  • Behavioral health specialists work in concert with the team, delivering short-term therapy and guidance to long-term solutions as needed
  • Health coaches provide ongoing lifestyle support
  • Pharmacists assist with medications and safety reviews
  • Care guides coordinate care and navigate to specialists

Perhaps the biggest change in this restructuring is that the “doctor visit” is no longer the focal point for all care. Instead, care teams have clearly defined roles and supporting technology, like patient relationship management software, that allows them to efficiently provide care for how people actually live and work. They have, for instance, dedicated time for asynchronous care like creating care plans, consulting with remote specialists, and responding to patient chat messages, emails, and phone calls.

With planned asynchronous care and proper staffing, teams are empowered to respond quickly and frequently, establishing more opportunity for patient engagement and trust building. This has a secondary effect of reinforcing a simple and powerful idea: patients should reach out for care whenever, wherever they need it. The convenience of it all (a chat message returned within minutes versus a visit three weeks out) means fewer patients ignoring their needs or self-triaging only to end up in the ER.

Dedicated time for synchronous and asynchronous care, well-coordinated teams, and supportive technology enable clinicians to finish tasks and documentation during work hours. Plus, giving physicians agency, collaborative support, and clear avenues to quality improvement has been shown to reduce burnout and keep them working in fulfilling primary care positions for longer.

Outcomes-based care also holds tremendous potential for reducing health disparities. By tracking clinical outcomes, teams can respond to gaps in care both within populations and between populations. And care that takes advantage of expanding broadband availability removes access issues for people who live in rural areas, struggle to leave their homes, or have challenging work schedules.

The traditional in-person visit has built-in pressures on both physicians and patients. Shifting toward a more flexible, empowering care model grants clinicians the time to consult the literature and colleagues on complex cases. Likewise, patients can process difficult decisions in their homes and communities, reaching out to care teams over chat for continuous support.

This new model — a partnership across time, space, and clinical disciplines — allows physicians and patients to celebrate the challenges and wins together. In the process, it offers more human moments that spark joy in the practice of primary care.


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