1. The Patient Hospitality Program
August 10th, 2016
Christopher Malcaus,
Patient Hospitality Ambassador

2. Facts of Bellevue’s
Hospitality Program
• The Hospitality Program launched in October 2015 by catering to
only overnight guests in distributing hospitality kits.
• In November 2015, the Hospitality Program began its non-clinical
services to patients on the 16th floor.
• In January 2016, in collaboration with St. Joseph’s College, an
expansion of services to units 15N and 15W was facilitated.
• Due to the success of the Hospitality Program, its non-clinical
services have been increased to span floors 15, 16, and 17.
• Student-interns and volunteers, in addition to the program’s
employees, are the backbone of the Hospitality Program.
• Student-interns are acquired from St. Joseph’s College, Lehman College-CUNY,
and Monroe College.
• The Hospitality Program is essential in order to improve patient
satisfaction and enhance Bellevue’s standing in the medical field.

3. Problem Statement:
The Hospitality Program under the Office of Strategic Management at NYC
H+H/Bellevue serves patients on a daily basis and caters to their non-clinical needs.
The Hospitality Program maintains a generic database that is incomplete in terms of
specificities (e.g., scheduling patients’ barber appointments and documentation of
how many times such appointments were made over the past nine months). In
order to operate more efficiently, the Hospitality Program would need a detailed
database that would log all patients’ issues and requests on a monthly basis. A
detailed database would allow specific departments to better anticipate and
address patient needs, which would improve overall patient satisfaction.
Scope: All patient issues and requests reported to the Hospitality Program.
1. Reason for Action

4. Measure Initial
Number of specific patient issues and requests
tracked.
0%
2. Initial State
• Current database tracks the amount of
patients visited on a daily basis and not the
specific issues and requests.
• The specific patient issues and requests are
not tracked by respective unit or department.
• The Hospitality Program maintains a limited
number of Patient Hospitality Ambassadors to
aid patient needs and to track such needs.

5. 3. Target State
 To create a comprehensive database that captures all
patient issues and requests, and the exact number of
patients who report such issues, on a monthly basis.
 To monitor trends of patient issues by unit on a
monthly basis.
 To increase the number of Patient Hospitality
Ambassadors with a stronger marketing program.
Measure Initial Target
Number of specific patient issues
and requests tracked.
0% 100%

6. 4. Gap Analysis
Gap Root Cause(s)
The specific patient issues and requests are
not tracked by respective unit or department.
• There is no advanced database for
tracking patient issues and requests.
There is limited time in which to complete
Patient Hospitality tasks.
• There is not enough of Patient Hospitality
staff to create the database and fulfill all
Patient Hospitality-related tasks.
• There is a lack of a robust marketing plan
for student-intern outreach.

7. Problem/Root Cause If we… Then we…
There is no advanced database
for tracking patient issues and
requests.
• Create a more advanced
database to track patient
needs
• Could follow and determine
trends related to patient issues
and requests
• Could report patient issues and
requests back to their respective
departments to better anticipate
patient needs
• Could serve and cater to patients
more efficiently and enhance
our actions towards fulfilling the
20/20 vision
There is a lack of a robust
marketing plan for student-
intern outreach.
• Create a marketing plan to
attract and retain more
student-interns
• Have a larger number of Patient
Hospitality Ambassadors to track
and address patient needs
5. Solutions Approach

8. 6. Rapid Experiments
Plan Result
To create a more advanced
database to track patient needs.
• Previous specific patient needs were input into
database from November 2015 to June 2016.
• 100% of specific patient needs were tracked in July
2016 for each unit.
• Able to trend patient issues and requests over the
past nine months.

9. Patient Issues and Requests:
November 2015 – July 2016
November December January February March April May June July Total
Social Worker 7 47 10 10 32 28 26 25 22 207
Doctor/Nurse 7 44 7 23 35 48 18 25 23 230
Food/Issues 3 10 9 5 15 17 10 18 20 107
Beauty Salon 0 10 3 1 4 7 20 13 31 89
Other 5 29 10 15 40 21 27 9 29 185
0
10
20
30
40
50
60
November December January February March April May June July
Patient Issues and Requests: November 2015 –
July 2016
Social Worker Doctor/Nurse Food/Issues Beauty Salon Other

10. 15th Floor - Most Patient Issues
and Requests
0
10
20
30
40
50
60
70
80
1
15th Floor: November 2015 – July 2016
Social Worker Doctor/Nurse Pain Beauty Salon Food/Issues Other
Social Worker 41
Doctor/Nurse 77
Pain 24
Beauty Salon 24
Food/Issues 23
Other 47

11. 16th Floor - Most Patient Issues
and Requests
0
10
20
30
40
50
60
70
80
90
100
1
16th Floor: November 2015 – July 2016
Social Worker Doctor/Nurse Pain Beauty Salon Food/Issues Other
Social Worker 100
Doctor/Nurse 88
Pain 43
Beauty Salon 54
Food/Issues 50
Other 71

12. 17th Floor - Most Patient Issues
and Requests
0
5
10
15
20
25
30
35
40
45
1
17th Floor: November 2015 – July 2016
Social Worker Doctor/Nurse Food/Issues Financial TV Service Other
Social Worker 40
Doctor/Nurse 24
Food/Issues 24
Financial 10
TV Service 9
Other 41

13. What Who When Status
Create and complete database.
Christopher
Malcaus and
Valerie
Waysome
07/31/16 Complete
Create an automated dashboard for the
new database to visualize the metrics and
trends.
Christopher
Malcaus
08/07/2016 Complete
Create a student-outreach marketing plan
for Hospitality Program.
Patient
Hospitality
Ambassadors
10/31/16
7. Completion Plan

14. Measure
Initial
June
Target
September
30 Days
July
60 Days
August
90 Days
September
Number of specific
patient issues and
requests tracked.
0% 100% 100%
8. Confirmed State

15. What Went Well What Hindered
• Having one task (i.e., inputting data into
database) allowed me to complete that
task in time due to constraints on my
Bellevue schedule.
• A small number of Patient Hospitality
Ambassadors with whom to collaborate on
the database.
What Helped AHA!!
• Meetings with supervisors Frances Arscott,
Dr. Leslie-Ann Bolden, and Valerie
Waysome
• A-3 Training: Brendan Nimphius
• Breakthrough/Green Training: Kim Tran
• Silver Training
• Fire-extinguisher tutorial
• Guidance from staff members Nazia
Bokhari, Alpher Sylvester, and Alexander
Fier
• More student-interns and volunteers are
needed!
9. Insights

16. Draft of Marketing Plan
College Program(s) to target
St. John’s University Health & Human Services (Queens);
Hospitality Management (Queens & Staten
Island)
St. Francis College Health Care Management;
Pre-Health Professions
Baruch College-CUNY Business Communication/Minor in
Corporate Communication
New York City College of
Technology-CUNY
Health Service Administration
New York University Hotel & Tourism Management