Putting Patients First

The second edition of Putting Patients First showcases what Planetree facilities and the Planetree organization have learned about the commitments, conditions, practices, and policies that are needed to do more than give lip service to being--patient-centered.--It should be read by every student, nurse, physician, administrator, trustee, policy maker, and lay person who is committed to creating healing environments, holding facilities accountable for their rhetoric, and truly reforming health care.

"This book answers 'why not' and 'how to' for health care accreditation bodies, quality experts, and frontline professionals, moving the reader from timely information, to inspiration, and through patient-centered action with practical tools and potent case studies." Paul vanOstenberg, DDS, MS, vice president, Accreditation and Standards, Joint Commission International "This superb guide from Planetree illustrates that providing high-quality, high-value, patient-centered health care is not a theoretical ideal. The case studies make clear that these goals are attainable; they are being achieved by leading health care organizations worldwide, and there is a clear road map for getting there right here in this book." Susan Dentzer, senior policy adviser to the Robert Wood Johnson Foundation "At IHI, we follow the principle, 'all teach, all learn' the idea that everyone, everywhere has something to teach, and something to learn. This remarkable and indispensable guide is as pure an example of this principle as I've come across." Maureen Bisognano, president and chief executive officer, Institute for Healthcare Improvement "The International Society for Quality in Health Care's mission is to inspire, promote, and support continuous improvement in the quality and safety of health care worldwide. It is in this spirit that we welcome this new book on patient-centered care. As in their previous work, the authors demonstrate just how critical it is to develop an organizational culture that puts patients first." Peter Carter, chief executive officer, International Society for Quality in Health Care

This volume explains the origins and uses of patient-centered care and provides a practical approach to implementing it in any health care organization. Step by step, the book clearly outlines the elements of the highly successful Planetree patient-centered care model and includes the validating research.

The Government's initial response, Patients First and Foremost (Cm. 8576, ISBN 9780101857628), set out a radical plan to prioritise care, improve transparency and ensure that where poor care is detected, there is clear action and clear accountability. This document now provides a detailed response to the 290 recommendations the Inquiry made across every level of the system. It also responds to six independent reviews commissioned to consider some of the key issues identified by the Inquiry. This document sets out how the whole health and care system will prioritise and build on this, including major new action in vital areas including: transparent monthly reporting of ward-by-ward staffing levels and other safety measures; a statutory and professional duties of candour; legislate at the earliest available opportunity on Wilful Neglect; a new fit and proper person's test which will act as a barring scheme; all arm's length bodies and the Department of Health have signed a protocol in order to minimise bureaucratic burdens on Trusts; a new Care Certificate to ensure that Healthcare Assistants and Social Care Support Workers have the right fundamental training and skills in order to give personal care to patients and service users; and the Care Bill will introduce a new criminal offence applicable to care providers that supply or publish certain types of information that is false or misleading, where that information is required to comply with a statutory or other legal obligation. It looks at preventing problems; detecting problems quickly; taking action promptly; ensuring robust accountability and ensuring staff are trained and motivated

Americans enjoy the finest healthcare delivery system in the world, but most people will tell you that we still have a long way to go. Far too frequently, patients leave the doctor's office or hospital feeling confused, angry, or neglected. Healthcare leaders recognize this problem, but in their focus on patients (and sometimes financials), they often overlook the true key to lasting patient loyalty and satisfaction: their employees. Patients Come Second shakes up the traditional healthcare model, arguing that in order to care for and retain patients, leaders must first create exceptional teams and find ways to engage nurses, administrative staff, physicians, supervisors, and even housekeeping staff and switchboard operators. By connecting employees' work with a higher purpose and equipping them with the tools to become leaders themselves, patient care can be dramatically transformed. And with continuing healthcare changes on the horizon and ever-rising pressure to acquire and keep patients, doing so now is more important than ever. Britt Berrett, president of an 898-bed hospital, and Paul Spiegelman, founder and CEO of a successful patient-experience company, are the perfect guides to the changes needed in healthcare leadership. With a rich combined experience in their field, they have filled each chapter with an abundance of engaging, insightful stories and write with a humor and friendliness that balances and enhances the urgency of their message.

Management Lessons from Mayo Clinic reveals for the first time how this complex service organization fosters a culture that exceeds customer expectations and earns deep loyalty from both customers and employees. Service business authority Leonard Berry and Mayo Clinic marketing administrator Kent Seltman explain how the Clinic implements and maintains its strategy, adheres to its management system, executes its care model, and embraces new knowledge - invaluable lessons for managers and service providers of all industries. Drs. Berry and Seltman had the rare opportunity to study Mayo Clinic's service culture and systems from the inside by conducting personal interviews with leaders, clinicians, staff, and patients, as well as observing hundreds of clinician-patient interactions. The result is a book about how the Clinic's business concept produces stellar clinical results, organizational efficiency, and interpersonal service. By examining the operating principles that guide every management decision at this legendary healthcare institution, the authors Demonstrate how a great service brand evolves from the core values that nourish and protect it Extrapolate instructive business lessons that apply outside healthcare Illustrate the benefits of pooling talent and encouraging teamwork Relate historical events and perspectives to the present-day Mayo Clinic Share inspiring stories from staff and patients An innovative analysis of this exemplary institution, Management Lessons from Mayo Clinic presents a proven prescription for creating sustainable service excellence in any organization.