Health, patient experience and responsible management, keys to the success of an innovative and value-based Medicine
Question. The Fundación Jiménez Díaz, Rey Juan Carlos, Infanta Elena and General de Villalba university hospitals have become a reference in many aspects of health care in Madrid. What aspects do they share that respond to the success of this model?
Answer Javier Arcos. They share a very clear strategy that helps us improve our patient care, and in the implementation of which we have been working in a network for many years, sharing the knowledge of our professionals and developing key work tools in this transformation, such as the Electronic Medical Record and the Portal. of the Patient, catalysts of the strategy and of the numerous lines of work in Digital Health currently operating.
Answer Marta del Olmo. That our hospitals have become a reference for many citizens, as confirmed by the satisfaction data, the NPS surveys or that more and more citizens choose them by Free Choice to be treated, is a source of pride, in whose success I would highlight three elements.
The first, sharing a strategy based on three axes: improving the health of the population; be efficient and responsible with the use of resources, which also includes the time of the patient -and of the professional-; and the extreme care in the treatment and experience of the patient when they come to our hospitals for a health problem.
Also, as a hallmark and part of our corporate culture and philosophy of respect for the patient and their family: networking, so that the patient does not travel, but the professional does, to offer the most complete portfolio of services. .
Lastly, digital transformation and our commitment to digital health have become another of our lines of identity to accelerate the strategy.
Q. What is the objective, the strategic vision of these hospitals and what tools have been supported and will be supported to advance on this path and overcome the present and future challenges of this sector?
MO We have relied, in addition to our strategy, on having clatro where we want to go and always thinking about how each action can improve the health and experience of the patient and contribute to the sustainability of the system.
In addition, we always try to be at the forefront, not only technologically, but also organizationally, in terms of action protocols, digitization or data analysis, to make medicine more precise and improve the patient’s clinical processes, thinking not of isolated acts or consultations. , but in the entire care process.
And without a doubt, we have the best professional team to offer care of the highest scientific and technical level, unique to the best treatment and respect for the patient.
HA The goal is to continue improving care for our patients, with the vision of leading the necessary change in healthcare management to move forward in a more sustainable and value-oriented way, based on technology and information, and move from a more reactive medicine traditional, to a proactive one, that breaks down organizational silos, improves the quality of our work, and is more oriented towards prevention and early detection.
In this context, clinical decision support tools, remote medicine systems, Artificial Intelligence or Big Data are already a reality in our centers, which is allowing us to optimize and improve care processes.
Q. What role do professionals have in this process?
HA In this digital transformation trajectory developed for more than a decade, clinical leadership is differential, and the direct involvement of doctors and nurses in the projects designed and implemented has accelerated the cultural maturity of our teams.
Clinicians are the best connoisseurs of care processes and who must lead this change. In addition, our Clinical and Organizational Innovation Unit (UICO) has stimulated innovation, the dissemination of good practices and the capture of ideas from new professionals who join this dynamic, and has helped the learning and scalability of best practices in network.
Q. And the patients, to whom, ultimately, the daily activity of the four hospitals is directed?
MO The role of the patient, the center of our activity, has been a commitment of almost 15 years of work, in which we have incorporated their voice into our objectives and processes to improve their health and experience, and our care, and they are part of our identity and culture of “Treatment and Treatment”.
The greatest exponent is the Patient Portal, our digital tool, not only when the patient has a health problem, but to improve it every day, optimize information and be an effective means of communication with professionals and the hospital. Among the four hospitals, this application already has more than one million users, with a very high degree of usability (greater than 75 percent in the month of the management of its health process).
Our work in improving patient satisfaction and loyalty is also reflected in the measurement of final experience and health results, the so-called PREMs and PROMs, and in shared decision-making tools in health processes that have a very high impact. in their quality of life.