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Abstract

Like many healthcare organizations, Baylor Scott & White Health (BSWH) is awash with data. Often, this data is used in siloed departments to monitor safety and quality, make local business decisions, and motivate staff to improve processes to achieve sustained excellence and market share. As margins get thinner and competition from various disrupters increases, organizations have tried to improve the patient experience to remain viable as part of a calculated strategy. Nevertheless, these entities have struggled to focus limited resources for sustained improvement in patient experience. This article details how a large Texas-based healthcare system "operationalized" The Beryl Institute's Experience Framework via a multidisciplinary data approach. "Key gaps" that negatively impact the patient experience were identified using 99 data elements from common, readily available sources. Demonstrating the interconnected nature of the data has proven to be essential in engaging leaders to view the patient experience as an essential component to providing quality care. This crucial support from senior leaders drives efforts to safety, quality, and experience. A plan for how this approach can be implemented in any organization is shared, along with a discussion on sustainability, the use of these tools in an organization's improvement journey, and how it can help create higher-performing care teams. Limitations and future opportunities for enhancements to the approach are also provided.

Experience Framework

This article is associated with the Policy & Measurement lens of The Beryl Institute Experience Framework. (https://www.theberylinstitute.org/ExperienceFramework).

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