1. Patient Experience A Journey to Excellence

2. Leadership Questions What will look different on your calendar related to patient experience? How do you connect your staff to the joy of service? What can you do to better hear the voice of the patient (customer) on a regular basis? What am I missing related to my customer?

3. Leadership Weekend Weekend Overview Sunday Work Session Break Time Instructions/Design Activity

4. Leadership Weekend Overview Connect with the Importance of Patient Experience Meal Time Instructions Need Assistance? –Lorenzo Brown –Marlissa Ledesma –Cristin Repasky Program Orientation

5. Leadership Weekend Sunday Session Team Photo Shoot – 7:30 a.m. - 9:00 a.m. –12:10 p.m. - 12:20 p.m. Business Unit Seating Commitment Cards

6. Name: _____________________________________ Title: ______________________________________ Years of Service : ___________________________ LEADERSHIP WEEKEND 2008 Patient Experience Commitment My Leadership Commitments to Patient Experience in 2009 1.______________________________________________ 2.______________________________________________ 3.______________________________________________ 4.______________________________________________ Signature____________________________

7. Leadership Weekend Break Instructions Take Your Belongings Badge Number Seating Table Captains Activity Hosts –Jay Perez –Marla Silliman –Sheryl Dodds

8. Design Activity

9. FH Experience Drivers “One Continuous Experience" Team Based (Physicians, Employees, Leaders) Experience Starts with the “Voice of the Patient” –Experience is created in “Real Time” Fundamentals First Highly Intentional Treated Like Family

10. Experience Model – One Continuous Experience Act 1: ArrivalAct 2: TreatmentAct 3: Departure EnvironmentInteraction Core Processes

11. Patient Experience Environment –Front Entrances –Lobby/Waiting Rooms –Clinical Spaces –Sights/Sounds/Smells –Appearance Interaction –Communication (Physician/Staff/Patient) –Caregiver Relationships –Trust/Belonging/Hope Core Process –Clinical Process –Operational Process EnvironmentInteraction Core Processes

12. FH Experience Model Act 1: ArrivalAct 2: TreatmentAct 3: Departure EnvironmentInteraction Core Processes EnvironmentInteraction Core Processes EnvironmentInteraction Core Processes

13. FH Experience Model Act 1: ArrivalAct 2: TreatmentAct 3: Departure EnvironmentInteraction Core Processes EnvironmentInteraction Core Processes EnvironmentInteraction Core Processes VOP/VOT/Communication Service Standards Rewards and Recognition Service Recovery

14. FH Experience Drivers “One Continuous Experience” Experience starts with the “Voice of the Patient” –Experience is created in “Real Time” Team Based (Physicians, Employees, Leaders)

15. Team Quote “You can design and create, and build the most wonderful place in the world, but it takes people to make the dream a reality.” Walt Disney

16. FH Experience Drivers “One Continuous Experience” Experience starts with the “Voice of the Patient” –Experience is created in “Real Time” Team Based (Physicians, Employees, Leaders) Fundamentals First Highly Intentional Treated Like Family

17. Activity Instructions

18. Design Activity - Goals Identify what matters to patients – through Act I, II & III. Specifically Identify the “Must Haves” and the “Delighters” that contribute to the Patient Experience. Learn the fundamentals of team engagement.

19. Acts I, II, III Definitions –Act I: Arrival: Pre-Arrival, parking onsite to arrival at clinical area –Act II: Treatment – Pre-Discharge –Act III: Discharge/Departure

20. 5 Step Process 1.Instructions – 2 Minutes 2.Idea Generation – 7 Minutes 3.Review of Ideas – 8 Minutes 4.Ranking of Ideas - 2 minutes Action Plan – 7 Minutes 5.Transition

21. Patient Experience 2009

22. System Experience Team Since we met in July… Understanding Performance – Gallup to HCAHPS Patient Experience Drivers & Model Deployment Model 2009 Goals & Strategy

23. What we said in July… Next Steps Formalize Learning –Completion of Research –Patient Experience Pilots Planning Process –Development of the Methodology –Focus Week Planning –2009 Roadmap Experience Focus for Leadership Weekend

24. Gallup Patient Satisfaction Historical Trend Outpatient (Test & Treatment and Surgery) –OP overall satisfaction top box ratings have consistently been in the top quartile and frequently in the top decile over the past 5 years. Emergency Department –Overall satisfaction top box rating has ranged between 42% to 49% over the past 5 years. –Ratings have steadily improved since 2006 with PTD scores for 2008 at the highest level ever achieved. Inpatient (Adult and Pediatric) –Overall satisfaction top box rating has ranged between 54% to 57% over the past 5 years. –Ratings have been in decline since 2005.

25. Gallup Patient Satisfaction Historical Trend Outpatient (Test & Treatment and Surgery) –OP overall satisfaction top box ratings have consistently been in the top quartile and frequently in the top decile over the past 5 years. Emergency Department –Overall satisfaction top box rating has ranged between 42% to 50% over the past 5 years. –Ratings have steadily improved since 2006 with PTD scores for 2008 at the highest level ever achieved. Inpatient (Adult and Pediatric) –Overall satisfaction top box rating has ranged between 54% to 57% over the past 5 years. –Ratings have been in decline since 2005.

26. Overall Satisfaction Emergency Department

27. Gallup Patient Satisfaction Historical Trend Outpatient (Test & Treatment and Surgery) –OP overall satisfaction top box ratings have consistently been in the top quartile and frequently in the top decile over the past 5 years. Emergency Department –Overall satisfaction top box rating has ranged between 42% to 49% over the past 5 years. –Ratings have steadily improved since 2006 with PTD scores for 2008 at the highest level ever achieved. Inpatient (Adult and Pediatric) –Overall satisfaction top box rating has ranged between 54% to 57% over the past 5 years. –Ratings have been in decline since 2005.

28. Overall Satisfaction Inpatient

29. Patient Experience Goals 2009 - HCAHPS 2009 2010 2011 and beyond Basic Performance (50 th National Ave.) Good Performance (+75 th Percentile) Pacesetter Performance (+90 th Percentile)

30. Tri-County HCAHPS Results 20th10-20th 20-30th60th Percentile 74%73% 75%80% Always Discharge Information 50-60th30-40th 40-50th60th Percentile 55%49% 51%56% Always Quietness of Hospital Environment 50-60th10-20th 30th60-70th Percentile 67%57% 62%70% Always Cleanliness of Hospital Environment 30-40th10th 30th70th Percentile 53%48% 52%59% Always Communication about Medicines 20-30th10-20th 30th60th Percentile 62%60% 63%68% Always Pain Management OHFH State Average National Average

31. Tri-County HCAHPS Results 60-70 th 20-30 th 30-40 th 50-60 th Percentile 71%58% 62%67% Definitely Willingness to Recommend 60-70th20-30th 30th60th Percentile 65%56% 57%64% Definitely Overall Hospital Rating ("9" or "10") 40th10-20th 20-30th60-70th Percentile 56%50% 53%63% Always Responsiveness of Hospital Staff 20th<10th 20-30th60th Percentile 73%66% 74%80% Always Communication with Doctors 40th10-20th 20-30th60-70th Percentile 69%62% 66%74% Always Communication with Nurses OH FH State Average National Average

32. HCAHPS: Willingness to Recommend 30 th 50 th 80th - PPM Goal GOALS61%67%75% Orlando (41%)0-6-14 Altamonte (16 %)-8-14-22 Winter Park (14 %)0-6-14 East Orlando (14 %)-17-23-31 Celebration (9%)+60-8 Kissimmee (4%) Apopka (3%) FH System -3-9-17 Projected Inpatient HCAHPS Targets

33. FH Experience Drivers Drivers to Action

34. FH Experience Drivers “One Continuous Experience” Experience starts with the “Voice of the Patient” Team Based (Physicians, Employees, Leaders) Fundamentals First Highly Intentional Treated Like Family

35. FH Experience Drivers “One Continuous Experience” What is your contribution to the Patient Experience? Do you understand what is required from your team? EnvironmentInteraction Core Processes

36. FH Experience Drivers Voice of the Patient How do you hear the voice of the patient?

37. FH Experience Drivers Team Based Is your team engaged? Do they have a passion to serve?

38. FH Experience Drivers Fundamentals First Safety Clinical Performance Communication Responsiveness Execution of Core Process

39. FH Experience Drivers Highly Intentional Did you intend to produce your current level of performance? Do you study what actually occurs in your service delivery?

40. FH Experience Drivers Treated Like Family Have those you have served been treated like family?

41. Patient Experience Model Act 1: ArrivalAct 2: TreatmentAct 3: Departure EnvironmentInteraction Core Processes EnvironmentInteraction Core Processes EnvironmentInteraction Core Processes VOP/VOT/Communication Service Standards Rewards and Recognition Service Recovery

42. Business Unit ExecutionSystemRequirements Patient Centric Model (Act 1, Act 2, Act 3) Business Unit Ownership Employee Driven Common Metric Set System Coordination FH Wide Solution 18-24 MonthsHCAPHSNationalAverage 2009 Goal: Meet or Exceed HCAHPS National Average 2009 Goal: Meet or Exceed HCAHPS National Average HR Structure/Strategy Process Improvement Research/Development Program Structure Business Unit Execution/Strategy System Resource Utilization Deployment

43. Disney Children’s Hospital

44. Cerner Project Mgmt Expertise and Execution ED The few and focus Ginsburg Design Philosophy Disney & Partners Experience Children’ s Hospital s Best Practices SIA 1,2,3 Internal Expertise

45. 2009 Road Map Oct 9–12, 2008 Leadership Retreat Oct 6 - Nov 14, 2008 Finalize Campus and System Resources 20082009

46. Operating - Strategy/Deployment Banks/Silliman & Dodds/Perez Operating - Strategy/Deployment Banks/Silliman & Dodds/Perez Governance Cummings/Paradis Governance Cummings/Paradis Pt. Experience System Team Pt. Experience System Team Design Support/ Resource Team Design Support/ Resource Team Training Support Training Support Subject Matter Expert Support Subject Matter Expert Support Process Improvement Support Process Improvement Support VOP/VOT/ Communication Role Service Standards Role Service Recovery Role Rewards & Recognition Role Campus Lead VOP/VOT/ Communication Role Service Standards Role Service Recovery Role Rewards & Recognition Role VOP/VOT Communications System/Campus Service Standards System / Campus Service Recovery System / Campus Rewards & Recognition System Learning's

47. 2009 Road Map Oct 9–12, 2008 Leadership Retreat Oct 6 - Nov 14, 2008 Commit System and Campus Resources Oct 13 – Jan 23, 2009 (System & Campus) Current State / Future State Opportunity Mapping/Build Teams Jan 26 – Mar 6, 2009 Design & Develop Service Standards/Campus Programs Mar 9 – Apr 3, 2009 Acquire & Train Instructor / FSE Resources Apr 6 – Sep 30, 2009 Campus-wide Training and Program Implementation 20082009

49. END

50. Overall Satisfaction Top Box and Percentile Trend OP Test & Treatment

51. Overall Satisfaction Top Box and Percentile Trend Outpatient Surgery

52. System Experience Team Des Cummings - Executive Sponsor Andy Crowder Connie Hamilton David Banks Eileen Hodgson Gar Williams Lorenzo Brown Jason Wells Jay Perez Marla Silliman Michelle Skubick Sheryl Dodds Sy Saliba

53. What we said in July… Starts with Mission Bring Purpose and Function together Individual Encounters Precise Service Standards An Integrated Approach –Safety/Quality –Team Engagement –Service –Performance Improvement

54. Patient Experience Goals Campus Ownership:  Administrator Accountability  Campus Excellence Teams  Employee Driven System Resource Assistance:  Process Improvement  Human Resources World Class Excellence:  Innovation  Consistency of Experience  Mission Achievement 2009 2010 2011 and beyond Basic Performance (50 th National Ave.) Good Performance (+75 th Percentile) Pacesetter Performance (+90 th Percentile)