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AI & The Patient Experience

At the RACMA Conference Talked about how to use machine learning to improve patient feedback as well as building the rules engine to advise on patient experience improvement. Here are some of the slides and stories shared at the conference which seem to be received very well. 

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AI & The Patient Experience

  1. 1. Dr Avnesh Ratnanesan Founder & CEO avnesh@energesse.com AI & THE PATIENT EXPERIENCE
  2. 2. 2 OUTLINE 1.1 The AI Dilemma 2.2 Patient experience in healthcare 3.3 PX improvement technologies 4.4 AI in Australian Use Cases 5.5 Future AI solution – PXme 6.6 Trial opportunity
  3. 3. 3 LEADING SPECIALISTS IN PATIENT EXPERIENCE CSIRO Health & Biosecurity Western Sydney LHD South West Sydney LHD
  4. 4. 4 ENERGESSE EXPERIENCE 70 Health & Care Organisations 5 Countries 6 Million Lives Impacted
  5. 5. 5 HEALTHCARE QUADRUPLE AIMS 1. Don Berwick et al Health Affairs 2008 Triple Aim, Insitute of Healthcare Improvement 2. Bodenheimer et al Annals of Family Medicine 2014 Health Outcomes Clinician (Staff) Experience Value (Revenue/Cost) Patient Experience
  6. 6. 6 What shapes PX? The sum of all interactions = Human + Environment + Technology experiences
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  8. 8. 8
  9. 9. 9Jiang F, Jiang Y, Zhi H, et al Artificial intelligence in healthcare: past, present and futureStroke and Vascular Neurology 2017;2:doi: 10.1136/svn-2017-000101 https://svn.bmj.com/content/2/4/230 AI UTILISATION IN HEALTHCARE
  10. 10. 10 THE PATIENT’S CHALLENGES
  11. 11. 11 THE PATIENT’S CHALLENGES
  12. 12. 12 WHAT DO HEALTH EXPERIENCES DO CONSUMERS WANT? Ref: Ian Worden, MMD, MHI, Better patient engagement
  13. 13. 13 AI COMPANIONS
  14. 14. 14 MEASURE STAFF COMMUNICATION AND COMPASSION
  15. 15. 15
  16. 16. 16 SCIENCE OF PATIENT EXPERIENCE IMPROVEMENT Experience: Capture, Measure & Understand Experience Emotions: Analyse human factors, stories & expectations Engagement: Engage front-line, leadership & governance Execution: Strategy and Solution Implementation - service recovery, quality improvements and policies Excellence: Accountability & Key Performance Indicators Evolution: Scale Maturity, Capability & Sustainability 6e
  17. 17. 17 REAL-TIME PATIENT FEEDBACK & SURVEYSAI & Structured Datasets – Quantitative Patient Surveys
  18. 18. 18 FREE TEXT COMMENTS “Nurse Sarah was pleasant but the doctor was very rushed and I did not understand his advice. The exit door slams all night, I haven’t been able to sleep for 5 days since my operation”. AI & Unstructured Datasets – Qualitative Patient Comments
  19. 19. 19 OMNI-CHANNEL APPROACH Online Text Message (SMS) Email Kiosk and Tablet QR Code & NFC Chips Postcards and Drop-boxes
  20. 20. 20 Detractors Promoters Frustration & Anger Delight & Excitement
  21. 21. 21 FREE TEXT SENTIMENT ANALYSIS/ NATURAL LANGUAGE PROCESSING
  22. 22. 22 MEASURE STAFF COMMUNICATION AND COMPASSION
  23. 23. “We’ve Got Your Back” Chrissan Segaram & Katherine Maka
  24. 24. Project Goal Improve ACCESS to care for adult patients with BACK PAIN referred to Westmead Hospital Neurosurgical Clinics through a COST EFFECTIVE PATIENT CENTRED service by August 2018.
  25. 25. Today 2020 Cut DNA’s Access Referrals & Triaging Enhance comms 1 IN 6 1 IN 15 “It was a long-time waiting for an appointment…I suffered a lot”
  26. 26. • 62 year old with LBP pain > 2 years • Currently unable to work • GP referred to Neurosurgical clinics at Westmead Hospital REFERRAL TRIAGED APPOINTMEN T GIVEN PATIENT SEEN FOLLOW-UP CARE PROVIDED “No communication How long will I wait?” “No communication…m y pain is increasing” “Why do I have to wait so long in clinic?” “Has care been organised for me…when will my pain settle?”
  27. 27. Number of Responses Kindness & Respect Involvement in Care Clear Communication Pre Implementation 76 60 68 Benchmark 85 85 85 Patient Experience Heat Map “I wait for ever… No customer care… No one really cares”
  28. 28. 2) 15% Out of Area 3) Only 1% RECEIVE LETTER for their appointment 4) 24% of patients do not receive a text message reminder 5) Cost of DNA $400 LOST per 15 min appointment “9 weeks to be advised… correspondence rude”
  29. 29. - PHYSIOTHERAPY LED CLINICS RE-ALLOCATION OF ADMINISTRATIVE STAFF FOR BOOKINGS MDT SPINAL CASE CONFERENCE Solutions
  30. 30. Patient Experience Heat Map April 2018 98 97 94 May 2018 87 87 100 June 2018 97 97 97 Kindness & Respect Involvement in Care Clear Communication September 2017 76 60 68 Benchmark 85 85 85 Post Implementation of Solutions
  31. 31. Questions 5: Did staff explain things in a way you could understand? PREMS Results PRE POST Improvement by 50%
  32. 32. Questions 7: How likely are you to recommend the service? PREMS Results PRE POST YES!
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  34. 34. 35
  35. 35. 36 EMPATHY & AI
  36. 36. 37 TRANSLATE AI DATA TO IMPROVEMENT Wisdom Knowledge Information Data VOICE/ TEXT/ IMAGES ACTIONS & INTELLIGENCE REPORTS OUTCOMES, EXPERIENCES & VALUE
  37. 37. 38 SAMPLE SIZES vs HEALTHCARE ADOPTION RATES
  38. 38. 39 AI ENGINES VS APPICATIONS – NEW ENTRANTS
  39. 39. 40 PXme (PX MATURITY EVALUATION) 0% - 25% 25.01% - 50% 50.01% - 75% 75.01% - 90% 90.01% - 100% Stage 1: Limited Stage 2: Ad-Hoc Stage 3: Organised Stage 4: Managed Stage 5: Leaders  No patient feedback  Very limited capability and partnership with consumers  Lack of leadership, structure and KPIs,  Limited staff engagement and training  Undefined complaints processes and service recovery  Few improvements to safety and quality, not focused on PX  Ad-hoc, basic patient surveys and complaints process  Lack of capability and little partnership with consumers  Some PX initiatives planned but lack of PX leadership and structure, unaligned strategic plan and KPIs,  Insufficient staff engagement and broad training  Few improvements for safety and quality and PX.  Established survey and complaints process  Some partnership with consumers  PX initiatives planned but requiring formalised PX leadership, structure, & metrics, some targeted training  Some staff engagement and pockets of accountability  Increasing improvements to PX but not hardwired into culture as yet.  Strong PX measurement platform enabling deep insights that guide targeted improvements, highly defined complaints process  Strong consumer partnership, formalised PX structure and leadership, strategic plan and PX KPIs High buy-in, staff receive targeted training, are engaged and ‘own’ the PX.  PX is hardwired into culture and is sustainable.  Strong PX measurement platform enabling deep insights that guide targeted improvements  Industry leaders in PX and consumer partnership, best practice PX structure and highly engaged leadership  Staff are highly skilled in PX and ‘own’ the PX, with full accountability.  PX is hardwired into culture and improvements are sustainable.
  40. 40. 41 PX MATURITY SCORE www.energesse.com o The Overall PX Maturity Score is 56.97%. o This places the organisation at the Early Organised (Stage 3) stage of maturity.
  41. 41. 42 IT RECOMMENDATIONS: MAPS PX GAPS TO APPS Internet of Things (IoT), Artificial Intelligence (AI), Augmented & Virtual Reality, Big Data, Blockchain & Mobility
  42. 42. 43 FUTURE HEALTHCARE EXPERIENCE: AI / ROBOTICS
  43. 43. 44 avnesh@energesse.com PXme TRIAL OPPORTUNITY
  44. 44. 45
  45. 45. “Your 1st Partner in Patient Experience”” avnesh@energesse.com

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