Transforming Primary Care



At The Arnhold Institute for Global Health at Mount Sinai, I was part of an interdisciplinary team called Health System Design, we were given the task to investigate, navigate, lead and support systematic changes within the Mount Sinai system in response and preparation to the transition to Population Health. My assignment was to assist in redesigning processes, products and services that will better the patient experience and financial outcome of the primary care clinics. We achieved to successfully cover 2 pilots clinics, interviewing +300 patients, +60 staff. We transformed these learnings into practical insights that lead to design solutions, such as the incorporation of a digital feedback tool for patients, an internal feedback tool for staff and better way finding. As result of this process was a comprehensive Practice Insight Review was created, to be shared with all system stakeholder so they could all be included in the conversation and redesign of their practices. 


Patient Feedback is Prized


As part of our practice transformation efforts we conducted ethnographic research within the practices to understand their needs and the barriers that affect efficient care delivery that satisfy all people involved, patient, care team and the system. We learned that patients don't have a easy, accessible, at real time way to give feedback to their clinic. In the other hand clinics are unaware of their patients needs. Currently, the engagement of patient feedback is mixed and inconsistent across practices. Instead, patient feedback must be pro-actively collected and incorporate into design.

Our design principal was that Patient Feedback is Prized. Therefore practices obtain patient (and/ or caregiver) feedback and incorporate it into improvement, strategic, and operational decisions.


Real Time Data for Practice Managers


One of the research questions we worked on was: Can we improve wait time at the practice by collecting data about patient’s visits? We learned through a short 2 week pilot that providing Practice Managers with direct feedback from patients he could take quick action in shorting wait time. He expressed in an interview that he simply wasn't aware of the inconsistencies regarding wait time. Other improvements efforts we discovered through patient feedback were towards the areas of:

  • Patient wait time
  • Staff communication to patients
  • Scheduling
  • Staffing efforts