Patient Experience Symposium

Human-Centered Leadership: Cultivating an Optimal Workplace Culture

Join us in person for the incredible Conference on Monday, Sept. 20th, 2021 from 8:45 a.m. – 9:45 p.m. EST. in Boston, MA

You are also invited to join us from 10:00 – 11:00 a.m. EST for an interactive presentation titled:

Practical Skills for Enhancing Human Connection and Thriving at Work

To register for the event, click below:






































  The Institute for Healthcare Excellence (IHE), a subsidiary of Professional Research Consultants, Inc. (PRC), is proud to announce a new relationship with Connect Healthcare. Powered by the custom research capabilities of PRC and expertise of IHE, Connect Healthcare provides world-class consulting that hospitals and health systems can use to facilitate the application of survey data to improve patient acquisition and online reputation.
By Timothy Poulton, MD I enjoyed reading Chuck Lauer’s article, The Patient Experience Revolution Has Arrived, posted last week.  He reflects on the growing awareness that healthcare has changed.  Patient experience, if it was not already, has rapidly become the center of our world. Lauer notes that patients today are often saddled with increased costs in high-deductible plans.  In addition, there are many options from which to choose.  Patients approach these options with the same consumer savvy they would apply to other major expenditures and not only expect more – they demand it.  We are no longer in the days of patients’ hands firing off an unhappy letter or email of complaint.  Dissatisfaction can be expressed with their feet… and with their wallets.
By Dr. Sandra L. Argenio, MD In his article entitled “Rather than turn hospitals into expensive resorts, healthier patients require happier nurses,” Boston College medical student Jayson Marwaha looks at patient satisfaction and safety from two important angles. Although a luxurious or pleasing environment may add to a patient’s positive perspective of his/her hospital stay, patients want more from their healthcare providers. Patients want providers who communicate effectively and respectfully. For this to happen, the culture of the hospital must create an atmosphere of support and respect for all staff, especially nurses.

IHE executive director and CXO Maples' 'Communication in Healthcare' Curriculum outlines successful patient experience strategy

Patient satisfaction has become the hottest phrase, and topic, in healthcare. Used as a key determinant of the quality of care, it is an important component of the pay-for-performance formula that calculates Medicare reimbursement under the Value-Based Purchasing program administered be The Centers for Medicare and Medicaid Services (CMS). Of course, patient satisfaction is quantified in patient surveys administered by healthcare research experts such as PRC.
By Dr. Sandra L. Argenio, MD Many patients have experienced a loss of trust in their health care delivery system and providers. Patients often embark into care with an assumed trust of the health care system. It is our job to make this a reality. It is also our chance to maintain or lose their trust. Of the nearly one million Medicare beneficiaries hospitalized in October 2008, nearly 1 in 7 ( 13.5 per cent) experienced an adverse event. (Department of Health and Human Services. Adverse events in hospitals: national incidence among medicare beneficiaries Nov 2010)
Nashville, Tenn. —William J. Maples, MD, currently chief medical officer for Professional Research Consultants and executive director for The Institute for Healthcare Excellence in Ponte Vedra Beach, Florida, has been named the 2015 recipient of the Healthcare Administrator Award, presented by the Association for Professionals in Infection Control and Epidemiology (APIC). Prior to his current roles, Dr. Maples was the chief quality officer and senior vice president at Mission Health System in Asheville, North Carolina (December 2010–March 2015).
By Dr. Sandra L. Argenio, MD Imagine the important relationships in your life. They are deep, lasting, full of emotional support in tough times. As a family physician for over 30 years, the bonds that were formed with patients and families were lasting when these aspects were achieved. These bonds lasted years to decades. They were important to the patients. They were also important and sustaining to me as their physician. The doctor patient relationship is no different. But sometimes patients leave their doctors. A recent article noted that some patients will have as many as 18 doctors in their lifetime. Why does this happen? Are there skills we as physicians can develop to lessen the chance of a patient leaving our care? The answer is a definite yes.
By William Maples, MD, Executive Director for The Institute for Healthcare Excellence Every day more than one million adverse events occur throughout the American health system, however it is estimated that less than 1% of these events are disclosed to patients and families.  Why is this?  On review of the literature, a summary of what we understand about disclosure of adverse events is as follows:
  • Patients are most satisfied when a trusting relationship is developed with their physician and caregiver team.
  • Elements like parking, food quality, and billing are rarely relevant in terms of how a consumer perceives overall quality or likelihood to recommend.
  • Given connection between excellent patient experience and clinical outcomes and safety, incentives and rewards should be in alignment.
By William Maples, MD, Executive Director for The Institute for Healthcare Excellence and Candace A. Quinn, COO, Professional Research Consultants, Inc. As a result of an article that we saw recently in The Atlantic that attempted to describe the quest for creating an excellent patient experience as one that has nurses and caregivers pursuing some holy grail of happiness, good food, and smiles, we reflected on the importance and impact of patient experience on the overall care and eventual health of each and every patient, and, we have reaffirmed our conviction that our industry must first develop an understanding of what are the key drivers that determine excellence in patient experience and engagement.  So often this definition is assumed to equate to many of the characteristics outlined in the Atlantic article, including giving the patient what he/she is asking for, an exceptional "hotel" experience, and "the patient is always right".