Developing Integrated Multichannel Patient Relationship Management Programmes


Published on

Outline of the challenges in developing integrated multichannel (nurse, call centre and web) compliance programmes to support multiple sclerosis patients. Presentation given at numerous conferences in Europe and the USA during 2007. This version presented at EyeforPharma's Patient Compliance and Communications conference, Geneva, June, 2007.

Published in: Technology, Business
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Developing Integrated Multichannel Patient Relationship Management Programmes

  1. 1. Developing Integrated Multi-Channel Compliance Programmes Len Starnes Head of Global E-Business Primary Care, Bayer Schering Pharma
  2. 2. <ul><li>Basic assumption </li></ul><ul><li>Channel specifics </li></ul><ul><li>Behavioural modelling </li></ul><ul><li>The business case </li></ul><ul><li>Data protection and privacy </li></ul><ul><li>Putting it all together </li></ul>Agenda
  3. 3. Basic assumption
  4. 4. Isolated channels SMS & mobile Internet & email Contact centre Case manager VAT Pack & devices Direct mail Patient
  5. 5. The integration of multiple interventional channels is more effective in reducing patient non-compliance than the sum of the impacts on non-compliance produced by each of the channels operating independently
  6. 6. Rationale… Integration provides more complete and coherent knowledge of a patient’s needs Allowing earlier identification of likelihood of non-compliance Thus enabling more appropriate and more timely interventions to be made
  7. 7. Integration in practice Patient signs-up for ‘daily tips’ on coping with SEs Patient calls asking for advice about a severe SE Patient downloads a PDF on SEs management Application software accessed by a case manager All patient interactions and interventions logged Case manager alerted to SEs issue and makes appropriate interventions Secure patient database Patient
  8. 8. __________________________________ Collection Integration U tilization Increase compliance Improve health OCs Increase QOL Benefits on 2 levels Personalized patient data __________________________________ Collection Integration Utilization Aggregated, annonymized patient data Improve knowledge of market dynamics and patients’ needs
  9. 9. Channel specifics
  10. 10. Channel efficacy 5 4 1 3 1 1 1 Patient's decisional balance (pros vs cons) 5 3 1 3 1 1 1 Socio-economic factors 5 3 3 3 3 1 1 Stage of disease 4 4 3 5 5 1 1 Disease and treatment information 5 4 3 3 3 3 1 Drug handling 5 4 3 3 3 3 1 Side-effects 1 4 4 2 1 5 5 Forgetfulness Nurse support Contact centre Voice automation technology Internet & email Direct mail SMS & mobile Pack & devices  
  11. 11. Channel triple constraints Efficacy Regulatory freedom Cost
  12. 12. Behavioural modelling
  13. 13. Integrated systems can be made smarter by incorporating constructs from behavioural models such as the Transtheoretical Model of Change to enable them to identify a patient ’ s ‘stage of readiness’ to become non-compliant and to propose stage-specific interventions
  14. 14. <ul><li>Do you want a system that is intelligent enough to make all the decisions? Or </li></ul><ul><li>Do you want a system that is sufficiently intelligent to enable case managers to work more effectively, but does not supplant their expertise? </li></ul>The key question is: how smart should the system be?
  15. 15. The business case
  16. 16. Develop a robust business case <ul><li>Use multi-year models for long-term therapies </li></ul><ul><li>Keep models simple </li></ul><ul><li>Make conservative assumptions </li></ul>
  17. 17. Data protection and privacy
  18. 18. <ul><li>Databases must be owned and operated by 3 rd parties </li></ul><ul><li>Hosting environments must be certified as secure </li></ul><ul><li>Single pan-European databases may be deployed </li></ul><ul><li>Only case managers may access personal patient data </li></ul><ul><li>Imperative to have programme signed-off by Corporate Data Protection Officer </li></ul>A huge issue… but by no means insurmountable
  19. 19. Putting it all together
  20. 20. Health warning Integrated compliance projects are not for the faint-hearted
  21. 21. Programme objectives Reliably identifying a patient’s risk status Ensuring the patient is always on the corresponding interventional timeline Shifting the patient to a lower risk status and corresponding interventional timeline
  22. 22. Week 1 Week 2 Week 3 Week 5 Week 4 Week 1 Week 2 Week 3 Week 5 Week 4 Week 1 Week 2 Week 3 Week 5 Week 4 High risk Low risk Medium risk Interventions & timelines Visit Phone call Mailing
  23. 23. Establish a project team Project manager/owner (PM) Lead case manager Channel specialist(s) Medical & additional case managers Corporate Data Protection Officer Business analytics & finance IT functions External consultants Project management specialist IT professional Core Extended External vendor
  24. 24. Creating the framework High-level scoping document Channel A Business requirements document Channel B Business requirements document Channel C Business requirements document TMC Business requirements document IT specifications document
  25. 25. Milestone tasks: channel-specific business requirements Internet www.brandx.yz Patient support area <ul><li>How can you reliably verify a visitor’s identity? </li></ul><ul><li>Does all session logfile data constitute useful knowledge? </li></ul><ul><li>What session visit interactions represent actionable knowledge? </li></ul>
  26. 26. The business requirements document ‘ Records will be entered into the system software when a patient orders support material from the brandx.yz patient support area’… Typical e-channel functionality statements ‘ Brandx patients will be verified by matching data from the existing patient support database with that extracted from the brandx.yz database’.... ‘ All support material requests will be alerted to users’…
  27. 27. Milestone tasks: behavioural modelling Transtheoretical Model of Change (TMC) widely used in health behaviour change interventions Used to predict likelihood of non-compliance and to provide guidance on stage-specific interventions TMC-based software programs can assist case managers such as call centre agents or nurse support staff James Prochaska
  28. 28. TMC integration options <ul><li>Develop a TMC-based algorithm and an ‘always in control’ software program For non-HCP case managers such as trained call centre operators Or </li></ul><ul><li>Use TMC constructs in a ‘reminder and guidance-only’ software program For experienced HCP-case managers </li></ul>
  29. 29. Example Biogen Developed intelligent call centre counselling software based on a TMC-predictive model* Probably of drop-out p = 1/(1 + e -z ) where z is an index derived from 4 patient-specific predictor variables: - Pros of treatment - Cons of treatment - Educational level - Disability * Berger BA et al, Journal of the American Pharmacists Association, Vol 44, No 4 July/Aug 2004
  30. 30. Crucial sub-task: identification & ranking of risk factors           etc           etc           etc           Decisional balance           Depression           Educational level           Side-effects Relative ranking How important is the predictor relative to others? Practicality How practical is it to make an intervention? Impactability How much impact can we make on this predictor? Weight How strong a predictor of non-compliance is it? Is it modifiable Yes or no? Risk factor
  31. 31. Key algorithm inputs: overall risk-factor weighting RF1 20% RF3 10% RF2 25% RF4 30% RF5 15%
  32. 32. Milestone tasks: software selection, development and customization The good news IMCP software is essentially the same as low-level CRM software The bad news It will almost certainly require significant customization
  33. 33. Choices Heavyweights Proprietary Develop from scratch Open Source
  34. 34. Using and accessing the system in practice Case manager: call centre agent Accesses system directly and continuously Case manager: nurse Does the nurse have access to the internet? Does the nurse use a laptop? If yes, does she take it on visits? Would the nurse prefer to use an offline solution (PDA)?
  35. 35. The user interface <ul><li>Full patient records </li></ul><ul><li>Interactive calendar </li></ul><ul><li>D/W/M/Y task list </li></ul><ul><li>Patient interaction alert </li></ul><ul><li>Risk alert icons – R,Y,G </li></ul><ul><li>Timelines & interventions integrated with calendar </li></ul><ul><li>Risk factors and optimum interventions </li></ul>Keep it simple
  36. 36. Other stuff… <ul><li>User testing </li></ul><ul><li>Permissible customization </li></ul><ul><li>Database migration </li></ul><ul><li>User training </li></ul><ul><li>IT support concept </li></ul><ul><li>Access rights </li></ul><ul><li>Contextual help </li></ul><ul><li>Language versions </li></ul>
  37. 37. Len Starnes <ul><li>Head of Global E-Business Primary Care Bayer Schering Pharma </li></ul><ul><li>E: T: 49 30 4681 4877 M: 49 175 438 4521 I: </li></ul>