Greene, Soin, ZList

New Approach Helps Hospitals Work Toward a Wildly Important Goal

In just 12 months, Soin Medical Center and Greene Memorial Hospital have made dramatic gains in their HCAHPS scores. The secret to their success? A total team effort to make improving patient experience the top priority.

A wildly important goal

The transformation began at the end of 2016, when Soin and Greene executive leadership learned about “The 4 Disciplines of Execution,” a framework developed by the FranklinCovey organization to help companies achieve their goals. One of the disciplines is to “focus on the wildly important (or ‘wildly important goals’).”

Rick Dodds, president of Soin and Greene, announced that the two hospitals’ wildly important goal (WIG) was for their year-to-date scores to reach the 75th percentile in four of the eight HCAHPS domains by the end of 2017. Dodds said that as part of his commitment to the cause, he would provide additional training and financial resources, and ask all employees to devote 20% of their time to reaching the goal.

The daily huddle

Since then, achieving the WIG has become every employee’s highest priority, says Kala Benton, patient experience manager at Soin and Greene. “Everyone knows what the WIG is and how their unit is doing on leading the quality indicators,” she explains. “Every day at 7 a.m. shift change, each unit huddles to talk about their performance the day before, focus on the goal for the day ahead, establish what each person will do to achieve that goal, brainstorm, and ask questions.”

The daily huddles have been a helpful addition on units. “The daily patient experience helps us break down our goal and wrap our minds around it,” says Carolina Fogle, clinical nurse manager of Med-Surg 5 at Soin. “My team wants to be the best, and we feel like now we have the tools to make that happen.”

Achieving results

As of December 2017, Soin had reached the top quartile in three domains, including communication with nurses, hospital environment, and care transition after discharge, and was closing in on the top quartile in the physician communication domain. Greene had reached the top quartile in communication with nurses, communication about medications, and discharge information, and was close in the care transition after discharge domain. Some of the hospitals’ year-to-date scores had reached the 80th and 90th percentiles.

Benton says that both hospitals will continue to focus on improving the patient experience in 2018. “We have made a lot of progress, but we aren’t finished yet!”

March 9, 2018