The association between an established Chief Experience Officer role and hospital patient experience scores

Breen, William; Choi, Seongwon; Hearld, Kristine R.; OʼConnor, Stephen J; Rafalski, Edward M.; Borkowski, Nancy

doi:10.35680/2372-0247.1508

Cited by 3 publications

(2 citation statements)

References 4 publications

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“…The target for the Leadership capacity is to reach the executive-level patient experience officer (CXO) within the organization. The CXO position demonstrates full accountability and support of the executive leadership to drive tangible improvement (Breen et al, 2021;Melder et al, 2020).…”

Section: Leadershipmentioning

confidence: 99%

Capacity-Building for Collecting Patient-Reported Outcomes and Experiences (PRO) Data Across Hospitals

Saeb

Korst²,

Fridman³

et al. 2023

Matern Child Health J

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Purpose Patient-reported outcomes and experiences (PRO) data are an integral component of health care quality measurement and PROs are now being collected by many healthcare systems. However, hospital organizational capacity-building for the collection and sharing of PROs is a complex process. We sought to identify the factors that facilitated capacity-building for PRO data collection in a nascent quality improvement learning collaborative of 16 hospitals that has the goal of improving the childbirth experience. Description We used standard qualitative case study methodologies based on a conceptual framework that hypothesizes that adequate organizational incentives and capacities allow successful achievement of project milestones in a collaborative setting. The 4 project milestones considered in this study were: (1) Agreements; (2) System Design; (3) System Development and Operations; and (4) Implementation. To evaluate the success of reaching each milestone, critical incidents were logged and tracked to determine the capacities and incentives needed to resolve them. Assessment The pace of the implementation of PRO data collection through the 4 milestones was uneven across hospitals and largely dependent on limited hospital capacities in the following 8 dimensions: (1) Incentives; (2) Leadership; (3) Policies; (4) Operating systems; (5) Information technology; (6) Legal aspects; (7) Cross-hospital collaboration; and (8) Patient engagement. From this case study, a trajectory for capacity-building in each dimension is discussed. Conclusion The implementation of PRO data collection in a quality improvement learning collaborative was dependent on multiple organizational capacities for the achievement of project milestones.

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Section: Leadershipmentioning

confidence: 99%

Capacity-Building for Collecting Patient-Reported Outcomes and Experiences (PRO) Data Across Hospitals

Saeb

Korst²,

Fridman³

et al. 2023

Matern Child Health J

View full text Add to dashboard Cite

show abstract

“…Patient Experience is also a number 1 differentiator to attract and retain patients (4). Additionally, hospitals with better customer-reported experience perform better financially (5), and the resulting reimbursement associated with value-based contracting (6).…”

Section: Introductionmentioning

confidence: 99%

Veteran Patient Experience Academy: Putting Veterans First

Poorani

Kane

2021

Journal of Patient Experience

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With a national priority to make the Veteran Health Administration (VA) a leading customer service organization and provide patient-centric services to veterans and their families, the Wilmington VA Medical Center (W VAMC) partnered with the University of Delaware’s Department of Hospitality and Sport Business Management at the Learner College of Business & Economics to develop the VA Patient Experience Academy. The program focused on employee training and provided tools to enhance the veterans’ experience, operationalized the VA Way (VA Core Values, Service Behaviors, Service Recovery), and Own the Moment. Phase 1 of the VA Patient Experience Academy launched with 25 managers in February 2019 and were followed by 5 cohorts including physicians, nurse practitioners, registered nurses, licensed practical nurses, medical staff assistants, and staff. The participants were selected from the W VAMC and 5 Community-Based Outpatient Clinics. The results were measured on 3 levels: Learning outcomes, application of training to practice, and the veterans’ satisfaction scores. Scores in all 3 areas showed significant improvements.

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Medical leadership: time for a renewal of the structure and composition of senior management

Zuchowski

Henzler

2023

British Journal of Healthcare Management

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The association between an established Chief Experience Officer role and hospital patient experience scores

Cited by 3 publications

References 4 publications

Capacity-Building for Collecting Patient-Reported Outcomes and Experiences (PRO) Data Across Hospitals

Capacity-Building for Collecting Patient-Reported Outcomes and Experiences (PRO) Data Across Hospitals

Veteran Patient Experience Academy: Putting Veterans First

Medical leadership: time for a renewal of the structure and composition of senior management

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