The Health Consumers' Council of WA's Patient Experience Week Series of Events. Beryl Institute's CEO Jason Wolf addressed the launch of the event series virtually via Zoom. He shares his vision of patient experience as a worldwide movement. Alternatively you can view the video of Jason speaking to the slides on http://www.hconc.org.au/wp-content/uploads/2016/02/Wolf_PXWeek_WA.mp4

1. The Patient Experience Story:
A Global Movement
in the Making
Jason A. Wolf, PhD, CPXP
President, The Beryl Institute
@jasonawolf | @berylinstitute
April 28, 2016

2. www.theberylinstitute.org 2

3. Reaching Beyond the Moon
www.theberylinstitute.org 3
“We choose to go to the Moon”
John F. Kennedy
…AND to bring, those we send, back safely!

4. The PX Movement:
Where we stand
www.theberylinstitute.org 4

5. www.theberylinstitute.org 5
The power of a movement lies in the fact that it can
indeed change the habits of people. This change is not
the result of force, but of dedication, of moral persuasion.
- Stephen Biko

6. 6
OUR FOUNDATION
www.theberylinstitute.org

7. The global community of practice dedicated to
improving the patient experience through collaboration
and shared knowledge.
An international, multidisciplinary, and multi-method journal
focused on the research and proven practices around
understanding and improving patient experience.
An independent, non-profit organization committed to the
improvement of patient experience through evidence-based
research, continuing education and professional certification.
Establishing the Field
Community of Practice
Over 45,000 strong in
more than 55 countries
Body of Knowledge
15 domains identified and
developed by community
Academic Research
Scholarly publication exploring efforts to
improve the patient experience
Professional Certification
Formal designation highlighting
commitment to the profession
www.theberylinstitute.org 7

8. Patient Experience Defined
www.theberylinstitute.org 8
The Beryl Institute

9. Framing Experience
www.theberylinstitute.org 9
Experience is something
we have done or lived
through and it is our
lasting story…
It is defined in all that is
perceived, understood
and remembered…

10. www.theberylinstitute.org 10

11. 11
OUR FUNDAMENTALS
www.theberylinstitute.org

12. 5 Strategic Keys to PX Success
www.theberylinstitute.org 12
Definition
Leadership
Culture
Engagement
Movement

13. 13
An integrated view…
Safety
CostOutcomes
Quality
Service
…and priorities for action
Amenities
Processes
Interactions
People
Patients
Family
Community
Personal Interactions
(People)
www.theberylinstitute.org
Operational Processes
(Process)
Superior Amenities
(Place)

14. Clinical Outcomes
Financial Outcomes
Consumer Loyalty
Community Reputation
EXPERIENCE
www.theberylinstitute.org 14

15. 15
OUR OPPORTUNITY
The Global State Of Patient Experience
www.theberylinstitute.org

16. 83% 82% 84%
78%
US Hospitals Practices Non-US Hospitals LTC
47% 45%
53%
38%
58%
52%
60%
69%
A Focus on Purpose
www.theberylinstitute.org 16
Formal Definition Formal Structure Formal Mandate
Q: Does your organization have a formal definition of “Patient and/or Resident Experience”? (n=686)

17. 63%
56%
79%
53%
0%
20%
40%
60%
80%
US Hospitals Practices Non-US Hospitals LTC
A Commitment to Leadership
www.theberylinstitute.org 17
Q: : Does your organization currently have a specified senior-level leader role with primary responsibility and direct accountability for addressing
Patient/Resident Experience, i.e., chief experience officer or equivalent? (n=524) (n=252)

18. 42%
26%
32%
38%
45%
17%
20%
39%
41%
22%
40%
38%
0% 10% 20% 30% 40% 50%
Under 50%
50%-99%
100%
US Hospitals
Non-US Hospitals
LTC
Practices
A Diluted Focus
www.theberylinstitute.org 18
Q: What percent of [your / that person’s] time is allocated to support Patient/Resident Experience efforts? (n=395) (n=190)

19. A Growth in Patient & Family Voice
www.theberylinstitute.org 19
Non-US Hospitals LTC Practices
Patient sat / PX
surveying (beyond govt
req.)
83%
Patient sat / PX
surveying (beyond govt
req.)
85%
Patient sat / PX
surveying (beyond govt
req.)
80%
Patient/family advisory
committee
64%
Patient/family advisory
committee
43%
Govt-mandated
surveys (HCAHPS, etc.)
69%
Bedside surveys /
feedback during
rounding
55%
Calls to patients after
discharge
43%
Patient/family
advisory committee
39%
Patient/family focus
groups or interviews
53% Tracking referrals 42%
Monitoring social
media
35%
Q: Aside from tracking the success of individual improvement activities and/or actions, which metrics are your organization using to measure overall
improvement in the Patient/Resident Experience? Please select all that apply. (n=213)

20. A Commitment to Voice
and Staff Development
www.theberylinstitute.org 20
Non-US Hospitals LTC Practices
Patient & family
engagement via
advisory councils, etc.
56%
Staff training and
development
67%
Patient portals / access
to records
46%
Staff training and
development
54%
Measurement to
support performance
improvement
53%
Staff training and
development
39%
Measurement to
support performance
improvement
49% Facility upgrades 46%
Broader culture change
efforts
39%
Q: Of the following efforts, identify the top 3 items in which you expect your organization to invest, either as a new effort or with additional resources, over
the next three (3) years to advance Patient/Resident Experience improvements. Please select the top 3. (n=497)

21. 2013
A Shift in Priorities
www.theberylinstitute.org 21
Q: What are the top three (3) areas of focus or action for your organization’s current Patient/Resident Experience effort? (n=330)

22. 2013
A Shift in Priorities
www.theberylinstitute.org 22
Q: What are the top three (3) areas of focus or action for your organization’s current Patient/Resident Experience effort? (n=330)
2015

23. Experience = Outcomes
www.theberylinstitute.org 23
Non-US Hospitals LTC Practices
Quality/clinical
outcomes
82%
Level of customer
service
68%
Quality/clinical
outcomes
69%
Safety outcomes 76%
Quality/clinical
outcomes
64%
Level of customer
service
64%
Level of customer
service
57% Community reputation 58% Consumer loyalty 53%
Q: : Please RANK the following in order based on how you believe they are impacted by a positive Patient/Resident Experience from most to least impacted
where 1 is the most impacted and 7 is the least impacted. Click and drag to rank. (n=231)

24. 24
THE PATIENT EXPERIENCE STORY:
OUR ROAD AHEAD
www.theberylinstitute.org 24

25. www.theberylinstitute.org 25
“…less about trying to make patients “happy” (e.g.,
improving the food or the decor of the room) and…more
about increasing the quality of their interactions.”
Boulding et al., Am J Manag Care. 2011;17(1):41-48)

26. A Remarkable Climb
Date Range
“Patient Experience”
Search Appearances*
Per Month
1980 - 1989 2010 17
1990 - 1999 5880 49
2000 - 2009 16000 133
2010 - today 21600 343
www.theberylinstitute.org 26
*Google Scholar search for term “Patient Experience”

27. www.theberylinstitute.org 27
www.pxjournal.org

28. www.theberylinstitute.org 28
N of ONE

29. A Foundation of Shared Values
www.theberylinstitute.org 29

30. Reflecting on Era 3
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Era 3 for Medicine and Health Care, Berwick DM. JAMA. 2016;
315(13):1329-1330. Published online April 5, 2016
Reduce Mandatory
Measurement
Give Up Professional
Prerogative
Protect Civility
Stop Complex
Individual Incentives
Use Improvement
Science
Hear the Voices of
People Served
Shift Strategy from
Revenue to Quality
Ensure Complete
Transparency
Reject Greed
The Moral Era The EXPERIENCE Era

31. 31
WE MUST DEFINE OUR TARGET
www.theberylinstitute.org
- The Beryl Institute

32. 32
WE MUST SHARPEN OUR FOCUS
www.theberylinstitute.org

33. 33
WE MUST THINK & ACT
SYSTEMICALLY
www.theberylinstitute.org

34. WE MUST COMMIT TO
KEY PRINCIPLES
We believe organizations and systems committed to providing the best
in experience WILL:
• Identify and support accountable leadership with
committed time and focused intent to shape and
guide experience strategy
• Establish and reinforce a strong, vibrant and positive
organizational culture and all it comprises
www.theberylinstitute.org 34

35. WE MUST COMMIT TO
KEY PRINCIPLES
We believe organizations and systems committed to providing the best
in experience WILL:
• Develop a formal definition for what experience is to
their organization
• Implement a defined process for continuous patient
and family input and engagement
www.theberylinstitute.org 35

36. WE MUST COMMIT TO
KEY PRINCIPLES
We believe organizations and systems committed to providing the best
in experience WILL:
• Engage all voices in driving comprehensive, systemic
and lasting solutions
• Look beyond clinical experience of care to all
interactions and touch points
www.theberylinstitute.org 36

37. WE MUST COMMIT TO
KEY PRINCIPLES
We believe organizations and systems committed to providing the best
in experience WILL:
• Focus on alignment across all segments of the
continuum and the spaces in between
• Encompass both a focus on healing and a
commitment to well-being
www.theberylinstitute.org 37

38. This is the EXPERIENCE Era
www.theberylinstitute.org 38
Measure & Incent What Matters
Focus on Value from the Perspective of the Consumer
Ensure Transparency for Accessibility & Understanding
Remember in Experience All Voices Matter
Reignite our Commitment to Purpose
Recognize Experience Encompasses All We Do
Share Wildly and Steal Willingly
Acknowledge Experience is a GLOBAL Movement

39. The Big Tent of PX…
www.theberylinstitute.org 39

40. www.theberylinstitute.org 40
…isn’t big enough!

41. Value & Benefit of PX:
A Community Inquiry
What do we see as the value and benefit of a focus on patient
experience?
www.theberylinstitute.org 41
https://www.surveymonkey.com/r/ValueBenefitsP
X

42. www.theberylinstitute.org 42

43. www.theberylinstitute.org 43
I have seen there is no more powerful way to
initiate significant change than to convene a
conversation…It is always like this. Real change
begins with the simple act of people talking about
what they care about.
- Margaret Wheatley

44. The Patient Experience Story:
A Global Movement
in the Making
Jason A. Wolf, PhD, CPXP
President, The Beryl Institute
@jasonawolf | @berylinstitute
April 28, 2016