Uncovering the Patient Journey
A large-scale public sector organisation providing essential services to the community faced a significant challenge in understanding the end-to-end patient journey. Existing service maps were primarily technical, failing to capture the real-world experiences of patients. Additionally, there was a dearth of patient feedback incorporated into service design and delivery. This lack of insight hindered the organisation’s ability to identify pain points, improve service efficiency, and enhance patient satisfaction.
To address these challenges, Hodgkinson McCambridge employed a comprehensive patient journey mapping approach. Our methodology involved a combination of ethnographic research, patient and stakeholder workshops, and data analysis.
We immersed ourselves in the patient’s world through observations, interviews, and shadowing to gain a deep understanding of their experiences.
Collaborative workshops facilitated open dialogue and co-creation, enabling us to capture a shared understanding of the patient journey.
We analysed quantitative and qualitative data to identify patterns, trends, and areas for improvement.
By combining these methods, we were able to construct a detailed and nuanced picture of the patient journey, highlighting touchpoints, barriers, and opportunities for service enhancement.
Our patient journey mapping exercise revealed several critical areas for improvement:
Patients encountered multiple touchpoints across different departments, leading to a disjointed and frustrating experience.
Unnecessary ambulance transfers were identified as a significant area for improvement, impacting patient outcomes and resource allocation.
Patients felt excluded from decision-making processes, leading to a lack of ownership and trust.
Access to digital services was uneven, creating disparities in patient experiences.
A key focus of our analysis was to identify areas where improvements could be made with minimal resource investment. By pinpointing specific patient journeys with high potential for impact, we were able to prioritise recommendations and achieve tangible results.
Building a Better Service
Armed with these insights, we developed a comprehensive service improvement strategy focused on:
Implementing a unified patient record to improve information sharing and coordination.
Establishing clear and accessible communication channels for patients and staff.
Involving patients in service design and decision-making processes.
Ensuring equitable access to digital services for all patients.
Implementing a triage system and enhanced community support to reduce unnecessary ambulance conveyances.
By implementing these recommendations, the organisation achieved a 15% reduction in average wait times for a key patient group. Additionally, through the optimisation of ambulance services, we contributed to a 10% reduction in unnecessary conveyances within the target patient population.
These improvements demonstrate the tangible benefits of a patient centred approach and the power of data-driven decision-making. By focusing on areas of high impact, we were able to deliver significant improvements in patient care and resource utilisation.
"The organisation achieved a 15% reduction in average wait times for a key patient group."
Through our patient journey mapping engagement, Hodgkinson McCambridge provided the organisation with a clear and actionable roadmap for service improvement. By understanding the patient experience at a granular level, the organisation can make data-driven decisions to deliver better outcomes for its patients.