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The University of Tennessee Medical Center

Kevin Gwin

Executive Director, Patient Experience

He challenged decades of doing things the same way and made the patient experience something everyone owns.

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Watch the story.

1 min
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“We weren’t getting better. And even in the areas where we were doing well, we didn’t really understand why. That was the starting point.”

— Kevin Gwin

The challenge

Twenty years of measuring. Eight years of decline.

UT Medical Center wasn’t short on patient experience data. But it wasn’t getting better. When Kevin looked back across eight years of inpatient results, he found a slow decline that leadership hadn’t fully realized was happening.

Kevin Gwin — The challenge graphic
AI-Generated

Getting better meant breaking the pattern.

With patient experience now a strategic priority, Kevin saw an opportunity to rethink the approach entirely, including looking outside healthcare for a better model.

The shift

Make it clear.
Make it human.
Make it actionable.

Kevin made it easier for patients to share what happened and why, while it was still fresh. A former journalist, he knew the story behind the number mattered. Care teams now understand what’s working and where the experience needs to change.

Kevin Gwin — The shift graphic
AI-Generated
What changed

The experience became everyone’s to own.

Care teams can see sooner what’s happening and why. Leaders are paying attention, and the board reviews improvement actions every month. Patient experience isn’t just something they measure. It’s something they’re actively working to improve.

Kevin Gwin — What changed graphic
AI-Generated

“Health care is a team sport. Improving the patient experience takes leaders, clinicians, and staff all working toward the same goal.”

— Kevin Gwin

The impact

Patient loyalty is climbing.

91%

Increase in Emergency Department

10%

Increase in Ambulatory Surgery, a record high

6%

Increase in Outpatient Services

3%

Increase in Urgent Care

Now, a drop triggers action.

Before

A decline could continue for years before the pattern was clear.

Today

When inpatient loyalty dropped, the team identified why, took action, and drove a 12% improvement in one month.

How the work evolved.

贵谤辞尘… 罢辞…
Watching the score Moving what drives it
Guessing why Letting patients tell them
Sending CX somewhere else Making teams own their experience
Following the industry standard Learning from loyalty leaders outside healthcare

Kevin’s advice

  • Find the story behind the data.

    Look beyond the number for the human story that makes the impact real and gives people a reason to act.

  • Monitor the follow-through.

    Define the actions you believe will improve the experience. Then check whether the work is actually happening.

  • Assign accountability.

    Every next step needs an owner. Document who’s responsible, then come back and ask what got done.

Kevin Gwin — advice graphic
AI-Generated

“It’s like we’re seeing more clearly for the first time the difference we’re making in our patients’ lives.”

— Kevin Gwin

Where to begin

Start by making ownership clear.

Pick an experience that needs to improve. Understand what’s really happening, define what should change, and make it clear who owns what happens next.

  • Choose one experience that needs to improve

  • Listen for the why behind what’s happening

  • Define the actions you believe will change it

  • Name an owner and check whether the work gets done

Kevin Gwin — where to begin graphic
AI-Generated

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