Latest / Becker’s Healthcare Podcast / Tina Bennett, Chief Experience Officer at Yale New Haven Health

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Tina Bennett, Chief Experience Officer at Yale New Haven Health · Becker’s Healthcare Podcast

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  - Well, hello, everyone. I'm Rick Evans, the cochair
• 1:02
  - of the chief experience officer advisory board here
• 1:05
  - at Becker's Health Care. I've had the privilege
• 1:08
  - of serving in the chief experience officer role
• 1:10
  - at great hospitals like New York Presbyterian and
• 1:13
  - Massachusetts
• 1:14
  - General
• 1:15
  - Hospital in, in Boston.
• 1:17
  - Chief experience officers or CXOs
• 1:20
  - across the country play a pivotal role in
• 1:23
  - assuring that their organizations
• 1:25
  - understand the perceptions
• 1:27
  - and the real experiences of patients, families, and
• 1:30
  - customers in their health systems,
• 1:32
  - and they assure that their organizations have a
• 1:34
  - defined and robust strategy to continually improve that
• 1:38
  - experience
• 1:39
  - with the goal of maintaining patient loyalty and
• 1:42
  - remaining competitive
• 1:43
  - in the markets where we serve.
• 1:45
  - There is deep expertise
• 1:48
  - in the CXO community in American health care,
• 1:50
  - and there's a defined body of knowledge about
• 1:53
  - how to truly understand and improve
• 1:55
  - the patient and consumer experience.
• 1:58
  - And today, I'm very lucky to be joined
• 2:01
  - by one of those innovative and expert CXOs
• 2:04
  - for a conversation about their work.
• 2:06
  - With me today
• 2:07
  - is Tina Bennett, the chief experience officer at
• 2:10
  - Yale New Haven Health.
• 2:12
  - Tina, welcome. It's
• 2:14
  - wonderful to have you, with me this morning.
• 2:18
  - Thank you so much, Rick, for having me.
• 2:20
  - I'm so excited to be here and have
• 2:22
  - this discussion. It's such important work we do.
• 2:25
  - I couldn't agree more. Why don't we start
• 2:27
  - with, just telling us a little bit about
• 2:30
  - yourself and your role and your responsibility, your
• 2:32
  - scope at Yale New Haven Health?
• 2:36
  - Today, my role includes the entire enterprise. So,
• 2:39
  - you know, we're a very large,
• 2:41
  - academic,
• 2:44
  - health system that stretches across,
• 2:47
  - Connecticut primarily into Rhode Island and New York
• 2:50
  - for those of you that don't know.
• 2:53
  - So I am responsible for all sides of
• 2:55
  - the entire enterprise, including ambulatory.
• 2:58
  - So my role entails the strategic,
• 3:02
  - development
• 3:03
  - and,
• 3:04
  - improvement strategy
• 3:06
  - for patient experience
• 3:07
  - as well as I have five operational
• 3:10
  - departments
• 3:12
  - that I lead as well, like language services,
• 3:14
  - spiritual care, volunteer services, guest services, patient relations.
• 3:20
  - Wonderful. So you have to keep the trains
• 3:22
  - running on time in your departments,
• 3:24
  - and your scope is enormous.
• 3:27
  - That's that's a lot of territory to cover.
• 3:30
  - Let's dive into,
• 3:31
  - how you're doing your work at Yale New
• 3:33
  - Haven Health. So how are your patient experience
• 3:36
  - metrics tracking this year, and, you know, where
• 3:39
  - do you see success and challenges? And I'll
• 3:41
  - say right up front,
• 3:42
  - any strategy is gonna have bright spots, and
• 3:44
  - then there's always things to work on.
• 3:47
  - So if you could share with us a
• 3:48
  - little bit about how that's going for you.
• 3:52
  - I'd say,
• 3:53
  - it's a it's mixed, which I I think
• 3:55
  - many of our colleagues can relate to. We
• 3:58
  - measure recommend. Right? That's our loyalty, our trust
• 4:01
  - measure. We measure that across the enterprise. And
• 4:04
  - even that has been strategic for us because
• 4:06
  - we have such a large ambulatory setting. So
• 4:09
  - we survey across the board.
• 4:11
  - And we're,
• 4:13
  - seeing improvement compared to last year. So we're
• 4:17
  - at about our threshold compared to,
• 4:21
  - last year's performance showing improvement towards the target.
• 4:24
  - Many of our hospitals are at target. What
• 4:26
  - we find is we're so different, though. Right?
• 4:29
  - There's different barriers, different patient populations
• 4:32
  - across our health system, but we are making
• 4:34
  - gains.
• 4:35
  - What I will tell you,
• 4:37
  - is our biggest opportunity for improvement
• 4:40
  - is around the inpatient and the ED setting
• 4:43
  - because it's different. You have different challenges
• 4:46
  - with our patients, and we have roommates at
• 4:48
  - some of our hospitals and things like that.
• 4:50
  - So that continues to be our biggest area
• 4:53
  - of opportunity.
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  - But it's also been an area where we've
• 4:56
  - made some really important gains.
• 4:59
  - So, like, for example, one of our hospitals,
• 5:01
  - we've had a four point improvement in our
• 5:03
  - top box scores
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  - just from having a concierge
• 5:06
  - and having dedicated
• 5:09
  - collaborative efforts around all of our team members
• 5:12
  - at the table.
• 5:13
  - So that has really helped drive improvement there.
• 5:16
  - Something similar at our flagship hospital,
• 5:19
  - Yale New Haven, the 1,500 bed, the biggest
• 5:22
  - hospital. We've had almost two points improvement in
• 5:25
  - the ED itself,
• 5:27
  - just from just that dedicated
• 5:29
  - look at patient experience and prioritizing
• 5:32
  - it, prioritizing
• 5:33
  - rounding in the ED. So some of those
• 5:35
  - techniques we are seeing really helped us. We
• 5:38
  - are certainly not where we want to be,
• 5:40
  - but we're excited about the improvement there. Mhmm.
• 5:44
  - The same with HCAHPS too.
• 5:46
  - HCAHPS is an area of opportunity for us.
• 5:49
  - But we've improved in almost all of them
• 5:52
  - because we've carved out,
• 5:54
  - I'd say, four or five very important
• 5:57
  - improvement strategies, and we've been focusing on the
• 6:00
  - consistency
• 6:01
  - of them.
• 6:02
  - And so we've seen the improvement there.
• 6:05
  - And that's been the key. You know, there's
• 6:07
  - no new secret sauce. It's the consistency
• 6:10
  - in the behaviors and in those best practices.
• 6:13
  - Well, you've identified so many themes that, you
• 6:16
  - know, for those that might be listening that
• 6:17
  - aren't patient experience types,
• 6:20
  - one of the key things that all of
• 6:22
  - us CXOs know is how things go in
• 6:24
  - your ED. That's how things go in your
• 6:26
  - inpatient.
• 6:27
  - And you can't have a great inpatient rating
• 6:31
  - when you've got patients in your ED waiting
• 6:33
  - for beds for twelve, twenty four hours, etcetera.
• 6:36
  - I know, like, in my experience
• 6:38
  - using the STAR methodology,
• 6:40
  - patients that had to wait for a long
• 6:42
  - time with a bed might give their inpatient
• 6:44
  - experience one or two stars.
• 6:46
  - If they didn't have to do that, it's
• 6:47
  - three or four stars. So the work always
• 6:50
  - has to be between those ED and, inpatient.
• 6:53
  - You also pointed out two point increases, four
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  - point increases.
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  - Again, you and I know this, Tina, but
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  - a lot of people out there may not
• 7:00
  - realize that. Two points you said. That's not
• 7:02
  - much. When you look at the rate of
• 7:04
  - improvement for patient experience metrics around the country,
• 7:07
  - a two point increase in an area, a
• 7:10
  - four point increase in an area might put
• 7:12
  - you at the very, very top quartile for
• 7:14
  - rate of improvement.
• 7:16
  - So that those are pretty, great numbers, Tina.
• 7:19
  - Congratulations.
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  - I know there's a lot of work behind
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  - that. Thank you.
• 7:23
  - You know, we all look at dashboards. You
• 7:25
  - were mentioning scores.
• 7:27
  - What are some themes that maybe you're hearing
• 7:29
  - from your patients that that don't make it
• 7:31
  - onto a dashboard that we should be thinking
• 7:34
  - about and working on?
• 7:37
  - I love this question, and, I think our
• 7:40
  - patients are yearning for the human connection, and
• 7:43
  - that doesn't make it to a dashboard.
• 7:46
  - What we are hearing from our patients and
• 7:48
  - our comments,
• 7:50
  - is that they're looking for the connection. They
• 7:53
  - have made comments
• 7:55
  - lately more than ever about
• 7:58
  - sometimes us feeling robotic,
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  - in our interactions
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  - with them. We have seen comments or heard
• 8:05
  - from patients that I felt like I was
• 8:07
  - treated like a job rather than a person.
• 8:10
  - That is one that,
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  - you know, I'm sad to see as often
• 8:15
  - as I do.
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  - And, again, that is telling us that our
• 8:19
  - patients are really focused on how we make
• 8:22
  - them feel.
• 8:23
  - And that's where it's beyond the dashboard. The
• 8:26
  - dashboard is helping us to understand, right, where
• 8:29
  - we need to focus in on. But it
• 8:30
  - doesn't always tell the full story. And that's
• 8:33
  - why our patients and our comments, they tell
• 8:36
  - us more about what our patients need from
• 8:38
  - us. And I think it's the human connection.
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  - That's the key.
• 8:42
  - And, most of our staff want that connection,
• 8:45
  - too.
• 8:46
  - And, the challenges on the front line, again,
• 8:48
  - when you've got a nurse or a doctor,
• 8:50
  - tons of production pressure, they've got a document,
• 8:52
  - they've got to get through their tasks.
• 8:54
  - It's actually not an easy thing to find
• 8:56
  - a way to connect when you've got to
• 8:58
  - do all that. Right? And so, you know,
• 9:00
  - the work is helping us bridge that gap.
• 9:04
  - Yeah. And that's a theme, Tina, in a
• 9:06
  - lot of our other podcasts we're hearing everywhere.
• 9:09
  - A lot of technology too,
• 9:11
  - and, you know, we sort of feel less
• 9:13
  - connected. So as long
• 9:14
  - as there's work to do there.
• 9:17
  - This isn't a shocker for anyone listening. Budgets
• 9:20
  - are tied everywhere. Medicaid cuts especially
• 9:23
  - distressing.
• 9:24
  - How has your team adapted,
• 9:27
  - through all those,
• 9:28
  - budget constraints that I think many of us
• 9:30
  - are facing?
• 9:33
  - I'm proud to say that,
• 9:36
  - we have adapted
• 9:38
  - pretty well considering
• 9:40
  - that I tell you, I've been here a
• 9:42
  - long time, almost twenty one years within this
• 9:45
  - health system, and
• 9:47
  - our budgets are the tightest they've ever been
• 9:49
  - in life.
• 9:51
  - However,
• 9:52
  - the patient experience has to continue to be
• 9:55
  - a priority for us. So what do you
• 9:56
  - do? I think my mindset for,
• 10:00
  - patient experience specifically
• 10:03
  - is in everything we do is to think
• 10:06
  - about not what we do, but what can
• 10:08
  - we do.
• 10:09
  - Okay?
• 10:10
  - And our behaviors cost us nothing.
• 10:14
  - Right? I love that. They are completely free.
• 10:17
  - And so that has to be what remains
• 10:20
  - constant. And so reinforcing
• 10:22
  - that,
• 10:23
  - that is a budget friendly thing all of
• 10:25
  - our leaders can do. Right?
• 10:28
  - Even our leaders who are not within patient
• 10:30
  - experience. Right? How do we prioritize?
• 10:33
  - And also, one of the things that comes
• 10:35
  - to mind with your question is if our
• 10:38
  - team members see that it's our leader's priority,
• 10:40
  - it will be a priority for them.
• 10:43
  - So again, that cost us nothing. But I'll
• 10:45
  - give you an example.
• 10:47
  - We had a patient experience symposium
• 10:50
  - in June,
• 10:51
  - our second one, and I had zero budget,
• 10:53
  - Rick.
• 10:54
  - I was told I couldn't buy food.
• 10:57
  - So so the symposium was eight to twelve.
• 11:00
  - That way, it's done in time for you
• 11:01
  - to go buy lunch.
• 11:03
  - We were able to get a keynote through
• 11:05
  - a vendor contract, Things like that. So you
• 11:07
  - have to get creative.
• 11:09
  - We cannot,
• 11:11
  - stop prioritizing
• 11:13
  - our patients
• 11:14
  - and that experience. That has to continue to
• 11:17
  - happen despite the budget constraints.
• 11:19
  - So going into that toolkit and thinking about
• 11:22
  - what you can do is really, really important,
• 11:25
  - whether it's recognition.
• 11:26
  - Right? So that symposium was full of recognition.
• 11:30
  - You mentioned it a few minutes few minutes
• 11:31
  - ago.
• 11:32
  - If our employees are engaged, right, they impact
• 11:35
  - the experience. So it's also about how our
• 11:37
  - employees feel. So that symposium
• 11:40
  - was really centered around that and sharing best
• 11:42
  - practices.
• 11:43
  - Again, that cost us nothing.
• 11:46
  - Yeah.
• 11:47
  - And, you know, I think, embedded in what
• 11:50
  - you were saying,
• 11:51
  - you know, well, Yellow Haven is so lucky
• 11:54
  - to have you,
• 11:55
  - and your expertise.
• 11:57
  - No. Really. It's it's true.
• 11:59
  - And that requires so a lot of things
• 12:02
  - can be done, as you said, for free.
• 12:04
  - But if a leader prioritizes if if if
• 12:07
  - you're the CEO or the CFO of of
• 12:09
  - a health care organization and you believe in
• 12:11
  - patient experience, you gotta invest in it, just
• 12:13
  - like you have to invest in other quality
• 12:15
  - improvement.
• 12:16
  - So, you know, most patient experience teams, and
• 12:18
  - this is probably two of yours to, Tina,
• 12:21
  - it was of mine, we're small but mighty.
• 12:24
  - We we roll with the punches, but we're
• 12:26
  - optimists. But you have to have that expertise,
• 12:29
  - that Tina Bennett in your organization so you
• 12:32
  - know you're doing the right stuff. So, yeah,
• 12:34
  - budget cuts are are real, but in the
• 12:37
  - investment is is still has to be there.
• 12:39
  - If we value it, we have to fund
• 12:41
  - it.
• 12:43
  - We're all kind of waiting in the PX
• 12:44
  - field. We had a new HCAHPS survey put
• 12:48
  - into the field,
• 12:49
  - last in in 2025,
• 12:51
  - the first update to HCAHPS in years.
• 12:54
  - New questions, new domains,
• 12:57
  - and we're waiting for those first publicly reported,
• 13:00
  - results to come out, at the end of
• 13:02
  - this year. Those results are are lagging all
• 13:05
  - the time. What are you most curious to
• 13:07
  - see when those publicly reported numbers finally get
• 13:10
  - released sometime this fall?
• 13:14
  - I'd say,
• 13:15
  - I I'm very much interested in seeing
• 13:18
  - what happens around restfulness.
• 13:21
  - Right?
• 13:22
  - So that's a big one. So for those
• 13:24
  - that don't know,
• 13:26
  - with this change,
• 13:28
  - quiet at night was one question. Right? And
• 13:31
  - and the expansion
• 13:33
  - of,
• 13:34
  - and the change to this domain to have
• 13:36
  - more questions.
• 13:38
  - I'm curious to see what happens.
• 13:40
  - Will it tell us more? Is it gonna
• 13:43
  - be more challenging? That's been a huge opportunity
• 13:46
  - for improvement at all of our hospitals
• 13:48
  - within our system despite the size. We struggle
• 13:52
  - with with quiet.
• 13:54
  - And we know that, you know, promotes and
• 13:56
  - leads to better healing. So I'm interested in
• 13:58
  - seeing that.
• 13:59
  - The other change that I
• 14:01
  - I I can't wait to see the outcome
• 14:03
  - of is the care coordination question around responsiveness.
• 14:07
  - For those that don't know,
• 14:09
  - it was the call bell question along with
• 14:12
  - toileting.
• 14:13
  - And so no longer asking the call bell
• 14:15
  - question,
• 14:17
  - you know, I'm interested in seeing what direction
• 14:20
  - that brings us in terms of our performance
• 14:22
  - from the patient perspective.
• 14:24
  - Yeah. Yeah. I think,
• 14:26
  - they're gonna be probably some things we expected.
• 14:28
  - Like, to your point, the restfulness,
• 14:30
  - if you have any double bedded rooms, I
• 14:32
  - mean, restfulness is pretty hard to to nail
• 14:35
  - or or get, you know, a lot of
• 14:37
  - stars on, so to speak.
• 14:39
  - So there'll be a lot of things to
• 14:40
  - process when that comes out, around the country
• 14:43
  - and, you know, we'll we'll reconnect, Tina, when
• 14:45
  - that happens, I'd love to hear your reactions.
• 14:48
  - Deal.
• 14:49
  - Maybe the last, question today,
• 14:52
  - how would you describe
• 14:53
  - where
• 14:54
  - patient experience
• 14:56
  - ends and consumer experience
• 14:59
  - begins in your organization? So, you know, I
• 15:02
  - the last couple of years in our field,
• 15:04
  - you've seen those those notions coming together, sort
• 15:07
  - of patient experience
• 15:09
  - when you're sort of getting care. But consumer
• 15:11
  - experience talks about all the things that potentially
• 15:13
  - happen before and after interactions. But how are
• 15:16
  - you seeing that at Yale New Haven Health?
• 15:20
  - I think, I'd say
• 15:22
  - we have come to a place where that
• 15:24
  - line almost doesn't exist. Right? It's starting to
• 15:28
  - be more of a blurred line. There is
• 15:30
  - no distinction
• 15:31
  - because you have to focus on both. And
• 15:34
  - so that's where we are.
• 15:36
  - And, strategically,
• 15:37
  - that's where,
• 15:38
  - you know, I am also trying to help
• 15:41
  - the the senior leaders understand
• 15:43
  - the importance of that pivot. Right?
• 15:46
  - So,
• 15:47
  - for example, our system objectives. Everyone's probably, you
• 15:50
  - know, working on their system objectives. We're planning
• 15:53
  - for our fiscal year starts October.
• 15:56
  - And so
• 15:58
  - there's a there's a a focus on
• 16:02
  - public rankings, leapfrog,
• 16:04
  - Visiance, star ratings. Right?
• 16:08
  - But also that loyalty measure.
• 16:11
  - So how do you do both? And so
• 16:13
  - even in our strategy around what will be
• 16:15
  - our strategic goals for our entire enterprise, it
• 16:18
  - has to be both. If you have 200,000
• 16:21
  - patients in the ambulatory setting, their voice matters
• 16:25
  - just as much
• 16:26
  - as our patients in the adult inpatient settings.
• 16:28
  - Right? So,
• 16:30
  - I think, you know, the strategy has to
• 16:32
  - be centered around that
• 16:34
  - and
• 16:35
  - understanding that if we want patients to come
• 16:37
  - back to us, again, how we make them
• 16:40
  - feel, how we prioritize
• 16:42
  - patient experience
• 16:43
  - is how we sustain and grow our organizations.
• 16:46
  - It has to be both. And, you know,
• 16:49
  - twenty plus years ago, I was in a
• 16:51
  - car accident, and this is where it the
• 16:53
  - light bulb switched for even for me.
• 16:55
  - The ambulance driver asked me, where do you
• 16:57
  - wanna go?
• 16:59
  - Which hospital do you wanna go to?
• 17:01
  - And so even back then, but now more
• 17:04
  - than ever, people have a choice.
• 17:06
  - They can choose where they want to go,
• 17:08
  - and we want them to choose us. And
• 17:11
  - me back then
• 17:12
  - had to think about where where would I
• 17:14
  - wanna go? Where do I feel most comfortable?
• 17:16
  - Or where would my family recommend for me?
• 17:19
  - All of those things
• 17:21
  - are what drives. Right?
• 17:23
  - Yep. Yep. It's interesting,
• 17:25
  - when I when I talk about it,
• 17:28
  - where I've worked, we use a lot of
• 17:29
  - words that begin with c, compassion,
• 17:32
  - communication,
• 17:34
  - consistency. You mentioned that word a couple times
• 17:36
  - and that's really where sort of the beginning
• 17:38
  - and end of the game with patient experience
• 17:40
  - is consistency
• 17:41
  - across all the interactions.
• 17:43
  - There's a new word that begins with C,
• 17:45
  - I think, that's related to consumers and that's
• 17:47
  - convenience.
• 17:48
  - And you mentioned, you know, patients have more
• 17:50
  - choice
• 17:51
  - and they're interacting with us now on their
• 17:54
  - web on our websites, over the phone, and
• 17:56
  - if they can't get what they need from
• 17:57
  - us, they'll go somewhere else.
• 18:01
  - And so you mentioned it like loyalty.
• 18:04
  - You you want that, you know, when you're
• 18:06
  - in, God forbid, in that ambulance or even
• 18:08
  - when you're deciding where to go for a
• 18:09
  - doctor, you you don't want any question about
• 18:12
  - where you're gonna go. It's gonna be to
• 18:13
  - Yale New Haven Health or to the organization
• 18:15
  - that you're loyal to. And that doesn't happen
• 18:18
  - by accident. Right? It happens by design.
• 18:21
  - Absolutely.
• 18:22
  - Was there anything else you want to share
• 18:24
  - today? Any advice for for others in patient
• 18:26
  - experience before we,
• 18:28
  - wrap it up?
• 18:30
  - I would say don't let up.
• 18:32
  - That is usually,
• 18:34
  - important for us because there are going to
• 18:36
  - be barriers and challenges.
• 18:38
  - And,
• 18:39
  - I heard from a wise, wise colleague who
• 18:43
  - said,
• 18:44
  - when when your colleagues question you and your
• 18:47
  - expertise
• 18:48
  - to stick with what you know and know
• 18:50
  - that you're the true expert.
• 18:52
  - Right? Don't let someone come from a conference
• 18:55
  - and tell you how to do something different.
• 18:57
  - Right?
• 18:58
  - So I think that's really, really important. I
• 19:00
  - got that from Rick, by the way.
• 19:03
  - I have to give credit where it's due,
• 19:05
  - but it's something that has resonated with me,
• 19:09
  - because, like you said, this is, a combination
• 19:12
  - of art and science.
• 19:14
  - But we need support.
• 19:16
  - As patient experience leaders, we need the support
• 19:18
  - of our colleagues and our organizations
• 19:21
  - to prioritize
• 19:22
  - this because
• 19:23
  - every interaction drives the experience. So we're just
• 19:26
  - here to influence and drive the strategy,
• 19:29
  - but we need every single member of all
• 19:31
  - of our teams,
• 19:33
  - including the leaders, including the frontline to help
• 19:35
  - us make this happen for our patients and
• 19:38
  - their loved ones. That's fantastic,
• 19:41
  - and a great way to wrap things up.
• 19:42
  - Look. It's the field of patient experiences
• 19:45
  - is lucky to have you, Tina, in our
• 19:48
  - field contributing to our work. Patient experience belongs
• 19:51
  - to everybody. Right? So PX people are sharers.
• 19:54
  - We like to share knowledge because it benefits
• 19:56
  - the people we serve.
• 19:58
  - And, you know, having lived in Connecticut and
• 20:01
  - near for many years, Yale New Haven Health
• 20:03
  - is a remarkable organization that provides
• 20:06
  - unbelievable care to the people of Connecticut. So,
• 20:09
  - it's good to have you on today for
• 20:11
  - all those reasons.
• 20:12
  - Thank you, Tina, and,
• 20:14
  - we wish all of our listeners a good
• 20:16
  - day.
• 20:17
  - Thank you so much.