Company News, Resources, and Industry Best Practices
For over 15 years, hourly rounding, when embraced by all levels of staff within an acute care facility, has been recognized as an industry best practice to reduce patient falls, decrease call light frequency, and improve patient experience perceptions, particularly around nurse responsiveness. These outcomes are achieved when rounds are conducted consistently, e.g. every 1-2 hours, and purposefully, i.e. with intention, connection and standard activities from within the patient room.
Many of today's healthcare providers were small children when the U.S. government first dipped their toe into the healthcare patient satisfaction survey. In 2002 and 2003, the Centers for Medicare and Medicaid (CMS) and the Agency for Healthcare Research and Quality (AHRQ) worked collaboratively to create the first HCAHPS survey for inpatients. This was followed by the approval of the 27-question survey by the National Quality Forum (NQF) in 2005 and implementation by CMS in 2006. The first data submissions were in 20081. Additional programs evolved for use in other care settings.
This past month, NRC Health published an article highlighting how Bryan Health leveraged rounding data from the Nobl Rounding Platform and real-time patient feedback from NRC Health to provide personalized care to patients. The article shared the innovative ways the health system is harnessing the power of patient feedback to understand and predict patient experience and satisfaction scores.
As an active member of the American Organization of Nursing Leadership (AONL) and the American Nurses Association (ANA), I have direct access to the latest ‘nursing news’ from across the nation. The July 2022 issue1 of the American Nurse Journal featured an article by Jodi Waddoups, related to active nursing professional engagement. She encouraged nurses to find their voice and to trust their instincts. The article provided strategies for all levels of nursing to improve nurse engagement.
“All my leaders are in staffing right now”, a Nobl partner shared with me on a recent call. “We’re struggling to find the time to engage and connect.” Sentiments similar to these can be heard more and more across healthcare organizations, with leaders stretched thinner than ever before. But with this pressure comes burnout, both for leaders and staff, and disengagement.
As more and more healthcare facilities adopt the principles of lean methodology to inform quality care improvement, it is important for all stakeholders to understand and use these tools within the realm of patient experience, not just quality and safety and how to improve patient care. True empowerment begins when frontline governance leaders are also included, especially if they are expected to be part of nurse leader rounding.