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How Do We Revitalise our Broken, Fragmented
System Into a Sustainable and Integrated One?
Dr Avnesh Ratnanesan (Avi)
CEO
Energesse
Patient-Centred Healthcare. Experienced. Differently.
Customer Analytics
and Insights
Patient-Centred
Strategy and
Innovation
Patient Experience
Solutions
Introduction
 3Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Agenda
 The State of the Australian Healthcare ‘Ecosystem’
 Major Challenges from White Paper
 Future Solutions for Healthcare
 Transform Service/Business Models via Customer & Patient
Centricity
 Learnings and Recommendations
 4Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Understanding the Healthcare ‘Ecosystem’
Federal Government
State Government &
Public Hospitals
Patient/Consumer
Not-for-
Profit
Aged Care
Research &
Academia
Private Sector – PC &
Hospitals
© 2015 Energesse
 5Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Journey through ecosystem is interdependent
Federal Government
State Government &
Public Hospitals
Eleanor
Not-for-
Profit
Aged Care
Research &
Academia
Private Sector – PC &
Hospitals
© 2015 Energesse
 6Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Thought Leaders Across Health Ecosystem
The State of Australian
Healthcare
 8Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse
6th
Australia — Health Outcomes
 9Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
OECD Health Expenditure
 10Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
© 2015 Energesse
Australia — Well-Being Outcomes
45th
 11Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
© 2015 Energess
Health Sustainability – Cost Growth
Major Challenges in
Australian Healthcare
 13Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse
Epidemics of Modern Lifestyles
 14Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Grattan Institute Report, adapted from The Conversation 24 April 2013
© 2015 Energesse
Rising Costs of Medical Complexity
 15Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Inequities in Access to Care
© 2015 Energesse
 16Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse and Palladium Group
6 Major Challenges Leading to a Self-Propagating
“Vicious Cycle”
 17Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse
Opportunities for Solutions
 19Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Address the 6 Challenges and Transform the
Vicious Cycle into a Virtuous Cycle
© 2015 Energesse
 20Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse
 21Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Align Funding with Vision
© 2015 Energesse
 22Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Comparative Cost-Effectiveness across Healthcare
 23Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Focus on Prevention and Well-being
(Reduce hospitalisations)
© 2015 Energesse
 24Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Enhance Trust to Integrate Care across Pathways
and Stakeholders
 25Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Most Important Reform by 2020
© 2015 Energesse
Change how success is incentivised:
Provider Activities ≠ Patient Outcomes
 26Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Case Study : GP Clinic — “Did Not Attend’s” (DNA’s)
© 2015 Energesse
 27Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Patient Emotion Analysis
Frustration Map – GP Appointments
© 2015 Energesse
Customer
Intangible
Needs
Under-served
Over-served
Customer Tangible Needs
Under-servedOver-served
caring
advice
convenience efficiency
flexibilitycost
risk
control
respect
thoroughness
privacy
competence
 28Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Changing the Pathway: Patient-Centric
Appointment-Setting
© 2015 Energesse
“See how I’m in control?”
“Now you take control”
Result: 40% reduction in DNAs
 29Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Patient/Customer Experience - Lead indicator of Performance
Analysing Emotions and Frustrations
 30Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Map Frustrations to Customer/Patient Pathway
Identify Safety & Quality Issues Early via front line perspective
 31Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Patient Reported Outcomes in Hospitals
© 2015 Energesse
www.hscic.gov.uk/proms
Health Analytics & Insights – Major Capability Focus
Cost ($)
Time
Cost Savings +
Improved ROI
70-80%20-30%
Research
Data
Implement Projects
Analyse
Insights
Develop
Strategies
Improved Insights
- Understand WHY
 33Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Case Studies : Patient-Centred Health Systems
© 2015 Energesse
Canterbury
Multi Purpose Service
Agencies
(Rural Australia)
http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/quest-integrated-care-new-zealand-timmins-ham-sept13.pdf
 34Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
Principles for Sustainable, Patient Centred Care
Principles Indicative Frameworks and
Tools
Insights (Research/Data)
1. Define Vision, Strategy and
Objectives
Stakeholder Co-Creation
Balance Scorecard
Patient & Customer Outcomes
Activity & Efficiency metrics
2. Understand Patient
Experience (PX) Across Eco-
system
Patient Journey Mapping
(Functional and Emotional)
Stakeholder and Patient
Feedback & Surveys
3. Align Leadership, Culture and
Change Management
Co-creation platforms to assess
mindsets and engage patients in
design and decision-making
Patient Insights
Staff Attitudes
Engagement Surveys
4. Implement Systems and
Capabilities for PX
Understand and close gaps in
data/insights/implementation
Surveys and Responsive tools
for Multi-channels (e.g., Call
Centres, Social Media)
5. Adapting Strategies from
Ongoing Insights
Balance Scorecard
Customer Innovation Design
Tools
Management insights
Subject Matter Experts
Financial metrics
6. Apply PX to Products, Services
& Programs
Customer Innovation Design
Tools
Lean Startup
Internal Communications
Processes
Performance metrics for
channels, products and services.
© 2015 Energesse
 35Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group
1. Consider holistic Health Ecosystem, rather than own silo
2. Use patient-centred strategies to drive transformation
3. Measure and incentivise outcomes, rather than activity, where
possible
4. Grow capability in customer/patient analytics & insights for
more cost-effective solutions to problems
5. Patient experience - lead indicator of performance
Key Learnings
© 2015 Energesse
For a complimentary copy
SMS 0438 614 233
(name, email)
avnesh@energesse.com

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How Do We Revitalise our Broken, Fragmented System Into a Sustainable and Integrated One?

  • 1. How Do We Revitalise our Broken, Fragmented System Into a Sustainable and Integrated One? Dr Avnesh Ratnanesan (Avi) CEO Energesse
  • 2. Patient-Centred Healthcare. Experienced. Differently. Customer Analytics and Insights Patient-Centred Strategy and Innovation Patient Experience Solutions Introduction
  • 3.  3Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Agenda  The State of the Australian Healthcare ‘Ecosystem’  Major Challenges from White Paper  Future Solutions for Healthcare  Transform Service/Business Models via Customer & Patient Centricity  Learnings and Recommendations
  • 4.  4Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Understanding the Healthcare ‘Ecosystem’ Federal Government State Government & Public Hospitals Patient/Consumer Not-for- Profit Aged Care Research & Academia Private Sector – PC & Hospitals © 2015 Energesse
  • 5.  5Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Journey through ecosystem is interdependent Federal Government State Government & Public Hospitals Eleanor Not-for- Profit Aged Care Research & Academia Private Sector – PC & Hospitals © 2015 Energesse
  • 6.  6Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Thought Leaders Across Health Ecosystem
  • 7. The State of Australian Healthcare
  • 8.  8Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse 6th Australia — Health Outcomes
  • 9.  9Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group OECD Health Expenditure
  • 10.  10Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group © 2015 Energesse Australia — Well-Being Outcomes 45th
  • 11.  11Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group © 2015 Energess Health Sustainability – Cost Growth
  • 13.  13Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse Epidemics of Modern Lifestyles
  • 14.  14Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Grattan Institute Report, adapted from The Conversation 24 April 2013 © 2015 Energesse Rising Costs of Medical Complexity
  • 15.  15Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Inequities in Access to Care © 2015 Energesse
  • 16.  16Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse and Palladium Group 6 Major Challenges Leading to a Self-Propagating “Vicious Cycle”
  • 17.  17Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse
  • 19.  19Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Address the 6 Challenges and Transform the Vicious Cycle into a Virtuous Cycle © 2015 Energesse
  • 20.  20Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group© 2015 Energesse
  • 21.  21Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Align Funding with Vision © 2015 Energesse
  • 22.  22Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Comparative Cost-Effectiveness across Healthcare
  • 23.  23Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Focus on Prevention and Well-being (Reduce hospitalisations) © 2015 Energesse
  • 24.  24Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Enhance Trust to Integrate Care across Pathways and Stakeholders
  • 25.  25Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Most Important Reform by 2020 © 2015 Energesse Change how success is incentivised: Provider Activities ≠ Patient Outcomes
  • 26.  26Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Case Study : GP Clinic — “Did Not Attend’s” (DNA’s) © 2015 Energesse
  • 27.  27Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Patient Emotion Analysis Frustration Map – GP Appointments © 2015 Energesse Customer Intangible Needs Under-served Over-served Customer Tangible Needs Under-servedOver-served caring advice convenience efficiency flexibilitycost risk control respect thoroughness privacy competence
  • 28.  28Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Changing the Pathway: Patient-Centric Appointment-Setting © 2015 Energesse “See how I’m in control?” “Now you take control” Result: 40% reduction in DNAs
  • 29.  29Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Patient/Customer Experience - Lead indicator of Performance Analysing Emotions and Frustrations
  • 30.  30Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Map Frustrations to Customer/Patient Pathway Identify Safety & Quality Issues Early via front line perspective
  • 31.  31Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Patient Reported Outcomes in Hospitals © 2015 Energesse www.hscic.gov.uk/proms
  • 32. Health Analytics & Insights – Major Capability Focus Cost ($) Time Cost Savings + Improved ROI 70-80%20-30% Research Data Implement Projects Analyse Insights Develop Strategies Improved Insights - Understand WHY
  • 33.  33Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Case Studies : Patient-Centred Health Systems © 2015 Energesse Canterbury Multi Purpose Service Agencies (Rural Australia) http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/quest-integrated-care-new-zealand-timmins-ham-sept13.pdf
  • 34.  34Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group Principles for Sustainable, Patient Centred Care Principles Indicative Frameworks and Tools Insights (Research/Data) 1. Define Vision, Strategy and Objectives Stakeholder Co-Creation Balance Scorecard Patient & Customer Outcomes Activity & Efficiency metrics 2. Understand Patient Experience (PX) Across Eco- system Patient Journey Mapping (Functional and Emotional) Stakeholder and Patient Feedback & Surveys 3. Align Leadership, Culture and Change Management Co-creation platforms to assess mindsets and engage patients in design and decision-making Patient Insights Staff Attitudes Engagement Surveys 4. Implement Systems and Capabilities for PX Understand and close gaps in data/insights/implementation Surveys and Responsive tools for Multi-channels (e.g., Call Centres, Social Media) 5. Adapting Strategies from Ongoing Insights Balance Scorecard Customer Innovation Design Tools Management insights Subject Matter Experts Financial metrics 6. Apply PX to Products, Services & Programs Customer Innovation Design Tools Lean Startup Internal Communications Processes Performance metrics for channels, products and services. © 2015 Energesse
  • 35.  35Transforming the Customer Experience in Healthcare © 2015 Energesse and Palladium Group 1. Consider holistic Health Ecosystem, rather than own silo 2. Use patient-centred strategies to drive transformation 3. Measure and incentivise outcomes, rather than activity, where possible 4. Grow capability in customer/patient analytics & insights for more cost-effective solutions to problems 5. Patient experience - lead indicator of performance Key Learnings © 2015 Energesse
  • 36. For a complimentary copy SMS 0438 614 233 (name, email) avnesh@energesse.com

Editor's Notes

  1. Thank you for the invitation to speak on this topic, its great to be here and see a few familiar faces, so please do come up and say hello at the end, I should be here for most of the day Energesse is a specialist advisory firm that is focussed on consulting firm for the healthcare and wellness sector, we work with firms in the US, UK and Australia on special projects, or provide executive coaching to the healthcare executives. Before I begin, there is content here that some may be regard provocative, however, I ask that you keep an open mind as innovation often requires different ways of thinking to create solutions in our Health industry, but also the Australian Healthcare system as a whole. However, they are opinions based on evidence in modern economies, some the latest trends and discussions with leading healthcare experts. Paper was developed 4 other consulting firms
  2. Thank you for the invitation to speak on this topic, its great to be here and see a few familiar faces, so please do come up and say hello at the end, I should be here for most of the day Energesse is a specialist advisory firm that is focussed on consulting firm for the healthcare and wellness sector, we work with firms in the US, UK and Australia on special projects, or provide executive coaching to the healthcare executives. Before I begin, there is content here that some may be regard provocative, however, I ask that you keep an open mind as innovation often requires different ways of thinking to create solutions in our Health industry, but also the Australian Healthcare system as a whole. However, they are opinions based on evidence in modern economies, some the latest trends and discussions with leading healthcare experts. Paper was developed 4 other consulting firms
  3. Can I ask for a show of hands of who isn’t in the Health Insurance industry, from another sector of healthcare?
  4. A guiding principle of our healthcare system is universal healthcare, giving people as equal an opportunity to access quality healthcare services and medicines to the extent possible. Egalitarianism. And so who is that individual? Well it is me, you, the 23 million Australians that we call patients, consumers or the general public. To understand the implications of any changes to PBS, drug companies, pharmacy, etc. we need to clearly understand how the healthcare system is actually an eco-system. It is a system, that is interdependent on each other. How making one change, affects another. Give example of how much spend occurs in each part of the eco-system. Australia spends over $140 bil on health 40-something% comes from Fed Govt 20-something% comes from State Govt, across 760 public hospitals 550 private hospitals $4 bil in Alternative Health Also give figures of no. of professionals in each sector. 70,000 doctors 6,000 pharmacies 120,000 Allied Health workers The patient has choices, and is ultimately responsible for their own healthcare. In fact, consumers spend approx. 20% on health, which is higher than the OECD average.
  5. To understand the implications of any changes to healthcare, we need to clearly understand how the healthcare system is actually an eco-system. It is a system, that is interdependent on each other. How making one change, affects another. We need greater clarity on where we are going as a system, what the goals are, and far better communication to the ‘eco-system’ and its leaders, than here is where we are going as a nation. For example, if health insurers start to fund primary care services alongside GPs, e.g CareSuite programs, increase utilisation of allied health and increased compliance, can drive up usage of pharmaceutical products.
  6. Explain who the interviews are with
  7. Thank you for the invitation to speak on this topic, its great to be here and see a few familiar faces, so please do come up and say hello at the end, I should be here for most of the day Energesse is a specialist advisory firm that is focussed on consulting firm for the healthcare and wellness sector, we work with firms in the US, UK and Australia on special projects, or provide executive coaching to the healthcare executives. Before I begin, there is content here that some may be regard provocative, however, I ask that you keep an open mind as innovation often requires different ways of thinking to create solutions in our Health industry, but also the Australian Healthcare system as a whole. However, they are opinions based on evidence in modern economies, some the latest trends and discussions with leading healthcare experts. Paper was developed 4 other consulting firms
  8. Men = 80 years Women = 84 years We are also the 6th Highest in the World when it comes to Wellbeing
  9. In the US it is 17% of GDP
  10. Men = 80 years Women = 84 years We are also the 6th Highest in the World when it comes to Wellbeing
  11. Men = 80 years Women = 84 years We are also the 6th Highest in the World when it comes to Wellbeing
  12. Before I begin, there is content here that some may be regard provocative, however, I ask that you keep an open mind as innovation often requires different ways of thinking to create solutions in our Health industry, but also the Australian Healthcare system as a whole. However, they are opinions based on evidence in modern economies, some the latest trends and discussions with leading healthcare experts. Paper was developed 4 other consulting firms
  13. 24% of children and overweight and 64% of adults
  14. Thank you for the invitation to speak on this topic, its great to be here and see a few familiar faces, so please do come up and say hello at the end, I should be here for most of the day Energesse is a specialist advisory firm that is focussed on consulting firm for the healthcare and wellness sector, we work with firms in the US, UK and Australia on special projects, or provide executive coaching to the healthcare executives. Before I begin, there is content here that some may be regard provocative, however, I ask that you keep an open mind as innovation often requires different ways of thinking to create solutions in our Health industry, but also the Australian Healthcare system as a whole. However, they are opinions based on evidence in modern economies, some the latest trends and discussions with leading healthcare experts. Paper was developed 4 other consulting firms
  15. In terms of resource management, we don’t want restrict clinical freedom, but we do want to be more rigid about comparative effectiveness. The most advanced area in our healthcare system is with the PBS, where drugs are rigidly measured for cost-effectiveness versus current drugs on the market before they are reimbursed. And that is the only area of the healthcare system where costs have now plateud or declining. Is it finally time that other areas of healthcare services, surgeries, use of medical devices and diagnostics, be subject to similar rigour if we are ensure the long term future of health in the country? I think that is required. I don’t’ think its going to be a surprise now that patients are going to have to pay to see their doctors. However, I would also say that it would be good to link these payment models with incentives to reach outcomes. So if certain outcomes are met, there are benefits to the patient. This will test our current traditional fee-for-service model.
  16. Anti-aging medicine – how to stay healthy, vibrant,
  17. Anti-aging medicine – how to stay healthy, vibrant,
  18. Mention 80-20% rule
  19. Meet me at the back of the room after this.
  20. Thank you for the invitation to speak on this topic, its great to be here and see a few familiar faces, so please do come up and say hello at the end, I should be here for most of the day Energesse is a specialist advisory firm that is focussed on consulting firm for the healthcare and wellness sector, we work with firms in the US, UK and Australia on special projects, or provide executive coaching to the healthcare executives. Before I begin, there is content here that some may be regard provocative, however, I ask that you keep an open mind as innovation often requires different ways of thinking to create solutions in our Health industry, but also the Australian Healthcare system as a whole. However, they are opinions based on evidence in modern economies, some the latest trends and discussions with leading healthcare experts. Paper was developed 4 other consulting firms