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A. Engaging the community in providing improvement feedback

B. Integrating a patient/family representative into the improvement team

C. Ensuring a broad range of voices across the organization are involved

D. Monitoring social media for feedback and improvement opportunities

A. How improvement projects are identified

B. Identifying and recognizing individual performance

C. Increasing volume of business

D. How people relate to one another

A. Develop and communicate clear goals supporting the organization ' s mission and values, combined with consistent measurement and aligned behaviors.

B. Develop patient advisory councils to ensure that the patient and family voices are part of the organization ' s culture.

C. Develop an organizational performance dashboard with all goals and associated metrics updated on a regular basis.

D. Develop communication boards with updated performance metrics on all units throughout the organization.

A. Development of performance reports by individual teams posted on communication boards

B. Development of a list of websites for employees to use in order to access organization and department- level data when needed

C. Development of an organization-wide dashboard down to the department level shared broadly and regularly with leaders, providers, and staff

D. Development and implementation of a comprehensive dashboard for leadership with all care experience performance metrics that are being tracked

A. Delegating all patient experience work solely to the patient relations department

B. Waiting to address recurring concerns during the annual strategic planning cycle only

C. Reviewing patient experience scores privately at the executive level only

D. Setting clear expectations, conducting regular leadership rounding, and acting on feedback with visible accountability

A. Cross functional accountability experienced in the organization

B. Competency and knowledge of management and the front-line staff

C. Degree to which adequate preparation and planning occurred at the onset

D. Senior executive ' s commitment and level of personal involvement

A. Project manager

B. Unit medical director

C. Patient family advisor

D. Chief financial officer

A. To avoid splitting the staff and creating an ambiguous atmosphere for the patient and the staff

B. To support the spouse, who needs more support than the patient at this time

C. To discuss palliative care, which is the most important aspect of the situation

D. To ensure that all stakeholders review the plan of care in a collaborative manner

A. Read the patient's grievance.

B. Go to the Gemba.

C. Interview the patient advocate.

D. Conduct a Kaizen event.

A. Review patient satisfaction comments in order to solicit ideas for the formation of the PFAC.

B. Present the idea to unit-based staff for their input, taking into consideration feedback that they have obtained from their own professional experiences.

C. Read available literature and consult with other organizations who have successfully implemented patient and family advisory committees.

D. Engage currently admitted patients and families to obtain ideas on next steps for the formation of the PFAC.