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The State of Consumer Healthcare: A Study of Patient Experience

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There is a vital change happening in healthcare: People are demanding to be treated as savvy consumers, who deserve choices, convenience and fair prices. The same revolution of consumerism that’s shaking up the way the world buys financial services, airline tickets and groceries is finally underway in healthcare. And as healthcare options multiply, this trend will only accelerate. Providers who are ready to respond by creating a strong patient experience are going to win, and those who aren’t will be left behind.

This presentation explains findings from the patient experience study which was conducted to understand the consumer healthcare experience by assessing the gap between patient and providers’ expectations and perceptions, and arm institutions with the ability to assess their own organization, define a successful strategy, and deliver on it.

View the webinar here: http://bit.ly/1RLgTFX

Published in: Healthcare
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The State of Consumer Healthcare: A Study of Patient Experience

  1. 1. Proprietary and confidential. Do not distribute. The State of Consumer Healthcare: A Study of Patient Experience Webinar: March 30, 2016
  2. 2. GE Healthcare: Patient Experience Survey 2Proprietary and confidential. Do not distribute. The State of Consumer Healthcare The state of the patient experience is bad… and getting worse The case for investment is clear–wait time is wasted time. Investments to improve the patient experience drive system-wide growth and translate into financial gain. Providers must deliver a holistic experience that is very different from what patients encounter today. Prophet and GE Healthcare Camden Group have teamed up to help organizations assess the patient experience they currently deliver and develop a plan to transform it. 1 2 3 4
  3. 3. The Current State of the Patient Experience
  4. 4. GE Healthcare: Patient Experience Survey 4Proprietary and confidential. Do not distribute. Not surprisingly, the state of patient experience is bad… and likely to get worse before it improves For decades, the U.S. healthcare industry has been based on a convoluted economic model, which has inhibited competition and real service innovation -- and consumers are frustrated.
  5. 5. GE Healthcare: Patient Experience Survey 5Proprietary and confidential. Do not distribute. The healthcare experience is not healthy A1. The following statements describe different attitudes people may have towards healthcare. Using the scale below, please indicate how much you agree or disagree with each statement. (N=3,000) A7.How frustrated were you with your experience at each of these stages? (N=3,000) An alarming 81% of consumers are unsatisfied with their healthcare experience, and the happiest consumers are those who interact with the system the least. 75% 48% Frequent Healthcare Consumers All Other Healthcare Consumers % of Consumers Frustrated
  6. 6. GE Healthcare: Patient Experience Survey 6Proprietary and confidential. Do not distribute. There is a gap in perception between providers and consumers on the quality of experience currently being provided Providers underestimate the degree to which the patient experience fails to meet consumer expectations. This skewed perspective is creating a lack of urgency among providers to fix the problem. While providers are aware of patient dissatisfaction, they have many competing and changing initiatives, making it difficult to prioritize.
  7. 7. GE Healthcare: Patient Experience Survey 7Proprietary and confidential. Do not distribute. Providers overestimate the quality of their patient experience by over 20 percentage points Providers misjudge the perception of their performance on elements that are most important to consumers Providers give themselves too much credit on the elements that are most important to consumers A3. How well do you feel providers are delivering on the entire PX? (N=3,000), Top 3 Box % shown A7. How well do you feel your organization is delivering on the entire PX? (N=300) , Top 3 Box % shown A17. How well do you feel hospitals are delivering on each of these? (N=3000) A24. How well do you think your org. is performing on the aspects of the PX? (N=300) 63% 40% Providers Consumers % Who Believe Providers are Delivering % Agreeing (Top 3 Box %) 51% 57% 34% 36% Providers Consumers Providers take the time to understand my needs and explain options Providers have empathetic medical and administrative staff 23% Gap
  8. 8. GE Healthcare: Patient Experience Survey 8Proprietary and confidential. Do not distribute. …and the gaps exist on multiple aspects, some greater than others C - A17. How well do you feel hospitals are delivering on each of these? (N=3000) P - A24. How well do you think your organization is performing on each of the following aspects of the patient experience? (N=300) A. Has empathetic medical and administrative staff B. Has a great reputation C. Provides healthy and enticing food options within their facility D. Takes the time to understand my needs and explain options E. Has quality and comfortable decor and furniture F. Provides services to make visit more convenient and comfortable G. Offers ways for me to review my health records online H. Coordinates care for me with people outside the facility I. Communicates results of diagnostic tests in a timely manner J. Has a transparent billing process K. Allows me to see the doctor I want, when I want L. Makes scheduling appointments quick and easy M. Provides clear direction and support for care post-visit N. Uses state of the art devices O. Has a simple billing process P. Uses state of the art software systems Provider’s Perceptions of Themselves Consumers’RatingsofProviderPerformance “EXCEEDING EXPECTATIONS” “MISSING EXPECTATIONS” Clinical Experience and Reputation BILLING Non-Clinical Environmen t Consumer vs. Provider Performance (Top 3 Box %)
  9. 9. GE Healthcare: Patient Experience Survey 9Proprietary and confidential. Do not distribute. Despite the best intentions to deliver a better patient experience, providers struggle to make it a priority among competing initiatives Providers say… Providers do… Priorities 75% believe PX is important to their future success On the list of hospital CEO’s top concerns, patient satisfaction is not in the top five* Experience Strategy 90% claim to have a patient experience strategy 24% believe they are delivering extremely well on the strategy Investments 91% believe digital transformation is important 29% are investing in digital tools and online presence Customer Understanding 70% claim to have a holistic view of their patient base 15% really understand patient needs Technology 42% believe technologies related to patient outreach and engagement are extremely important in driving experiences 26% actually deliver these patient outreach and engagement technologies today
  10. 10. GE Healthcare: Patient Experience Survey 10Proprietary and confidential. Do not distribute. While patient experience is important, finding the right merger partners is an existential issue. If we don’t acquire, we will eventually no longer exist as an independent entity. “ ” *Source: Prophet Interview conducted Sept 2015 –CFO of $2B Health System
  11. 11. GE Healthcare: Patient Experience Survey 11Proprietary and confidential. Do not distribute. If providers are under-delivering on patient experience today, it will only be harder with bigger and more complex operations Sources: Knowledge at Wharton, “Hospital Consolidation: Can It Work This Time?”, Accessed 10/19/2015 ACSI Benchmarks for Healthcare Industry, Accessed 10/19/2015 Hospitals are buying other hospitals, physician practices, and ancillary health care providers. These consolidations come in response to the need to connect care networks, and enable a more cohesive approach in managing patient experiences throughout their journey. Hospital consolidation is rising as a result of The Affordable Care Act. Increase in hospital consolidation, 2013-2014 14%+ 3%- Decrease in patient satisfaction scores, 2013-2014
  12. 12. The Case for Investment
  13. 13. GE Healthcare: Patient Experience Survey 13Proprietary and confidential. Do not distribute. Once consolidation is done, and the world of mega systems has arrived, winners and losers will be determined by their ability to deliver a positive, holistic consumer experience Waiting to fix this will put systems behind in the race for building strong brands, delivering on their missions and achieving financial stability.
  14. 14. GE Healthcare: Patient Experience Survey 14Proprietary and confidential. Do not distribute. Investments to improve patient experience also improve an organization’s operational efficiency The priorities of health system leadership and their patients are not in conflict, in fact they are well aligned. For both parties, wait time is wasted time. Investing in an improved patient experience drives growth and reduces costs.
  15. 15. GE Healthcare: Patient Experience Survey 15Proprietary and confidential. Do not distribute. Patients, health systems and physicians value many of the same things C - A16. How important are the following aspects of a hospital to you? Please select the top 5 and the bottom 5. (N=3,000) P - A23. Using the scale below, please indicate how much of a priority it is to you and your organization to provide these aspects to patients? Please select the top 5 and the bottom 5. (N=300), % Ranked Top 5 PATIENTS WANT… PHYSICIANS WANT…SYSTEMS WANT… To spend more time with doctors and nurses who show they understand patient needs To practice their craft and deliver care to patients To deploy scarce clinician capacity in a way that drives patient outcomes To easily schedule appointments and get in-and-out quickly To maximize time with patients and minimize their frustrations To serve as many patients as efficiently as possible To receive simple bills that do not require follow-ups To keep patient out-of-pocket costs in mind when developing a treatment plan To reduce the costs associated with customer service and resolving issues
  16. 16. GE Healthcare: Patient Experience Survey 16Proprietary and confidential. Do not distribute. Providers are the most trusted by consumers and therefore are the best positioned to make integration possible *Source: A6. Who or what influenced your actions / decisions at each stage? Select all that apply. (N=sample size listed above by stage based on # consumers experienced) Strength of Relationships Depth of trust with consumers Connectedness Ability to get different organizations in the HC system working together Payer Provider Life SciencesBRAND EXAMPLES Means Resource availability and operational agility Pharmacy Retailers
  17. 17. GE Healthcare: Patient Experience Survey 17Proprietary and confidential. Do not distribute. Providers can get ahead of other industry players by partnering with new market entrants to start improving the patient experience
  18. 18. GE Healthcare: Patient Experience Survey 18Proprietary and confidential. Do not distribute. Creating a great patient experience will do more than increase patient satisfaction… Drive down operating costs and improve bottom lines It Helps Organizations: Help systems to deliver on the organizational mission to keep people and communities healthy Drive increased capacity and access for consumers Drive down operating costs and improve bottom lines Improve employee satisfaction and retention Build the brand and reputation to encourage consumers to consolidate care and increase leverage with payers
  19. 19. The Path to Success
  20. 20. GE Healthcare: Patient Experience Survey 20Proprietary and confidential. Do not distribute. The good news: Providers are starting to think about patient experience holistically; simultaneously focusing on people, investing in technology, and expanding the ways and places in which they deliver care.
  21. 21. GE Healthcare: Patient Experience Survey 21Proprietary and confidential. Do not distribute. At the moment, one third (36%) of providers designed their patient experience only within the four walls of their faculty 19% The experiences and interactions from a patient's single visit 17% Any experiences the patient has within our facility over multiple visits 33% All experiences the patient has with our system of care over multiple visits 31% All things related to a patients health 19% 100%36% 69%CUMULATIVE A3. How does your organization define patient experience? (N=252)
  22. 22. GE Healthcare: Patient Experience Survey 22Proprietary and confidential. Do not distribute. For providers to succeed in the long- term, the patient experiences they deliver must: Be holistic in nature. Recognize the patient experience goes beyond just the clinical aspect. Move beyond a “fixing what is broken” mentality and start embracing creation of a unique experience. Develop merger, acquisition and partnership strategies around the patient experience. Think differently about buying, integrating and enabling technology. Empower healthcare professionals to do what they do best. 1 2 3 4 5
  23. 23. GE Healthcare: Patient Experience Survey 23Proprietary and confidential. Do not distribute. 1. Be holistic in nature. Recognize the patient experience goes beyond just the clinical aspect.
  24. 24. GE Healthcare: Patient Experience Survey 24Proprietary and confidential. Do not distribute. A significant portion of consumers healthcare experiences are occurring beyond the four walls of the provider 5% 10% 5% 39% 16%6% 9% 4% 9% 8% 3% 10% 5% 9% 7% 3% 9% 11% 7% 21% 11% 15% 15% 6% 10% 14% 37% 31% 28% 17% 26% 17% 11% 16% 49% 26% 53% 40% 43% 70% 22% 35% Not once Once Twice Three Times Four times 5+ Times Frequency of Healthcare Interactions (% of respondents) Obtained health insurance Proactively managed health Found a healthcare facility/doctor Visited a doctor (existing condition) Visited a doctor for tests Received emergency health services Filled prescriptions Handled payment for services PRE-VISIT POST-VISIT
  25. 25. GE Healthcare: Patient Experience Survey 25Proprietary and confidential. Do not distribute. Frustrations generally stem from issues with coordination and the need to make things easier Received emergency health services • Took Too Much Time (45%) • Quality of Care (44%) • Too Expensive (43%) Obtained health insurance • Process Not Easy To Understand (57%) • Too Expensive (50%) • Took Too Much Time (44%) Handled payment for any services received • Too Expensive (56%) • Process Not Easy To Understand (40%) Found a healthcare facility or doctor • Difficult To Get Appointment (45%) • Took Too Much Time (41%) Visited a doctor for any new sicknesses or tests • Difficult To Get Appointment (42%) • Took Too Much Time (42%) • Quality of Care (39%) Visited a doctor for any existing conditions • Difficult To Get Appointment (42%) • Took Too Much Time (37%) • Quality of Care (36%) A8. You indicated that you were frustrated with X. Why was that? Please select the top 3 reasons. (N=3,000) Proactively managed health • Difficult To Get Appointment (44%) • Took Too Much Time (36%) • Unknowledgeable Employees (34%) Filled Prescriptions • Took Too Much Time (48%) • Too Expensive (41%) Reasons for frustrations for each step of the journey (% Ranked Top 3)
  26. 26. GE Healthcare: Patient Experience Survey 26Proprietary and confidential. Do not distribute. The best providers—the ones focused on holistic patient experience— are seeing a strong return & increase in customer satisfaction scores Kaiser Permanente has the highest customer loyalty ranking in the health insurance category with an NPS score 19 points higher than the industry average. Their satisfaction scores are on par with companies such as Apple, Amazon and Trader Joe’s.* *Kaiser Permanente 2014 Annual Report
  27. 27. GE Healthcare: Patient Experience Survey 27Proprietary and confidential. Do not distribute. More than two thirds of providers are either offering or exploring offering health plans to consumers 15% 24% 31% 29% Something we already offer A priority in the near term to develop Noted as an interest, but not a priority in the near term Not an interest Provider Interest in Offering Health Insurance (% of respondents) 70% of providers are –or have an interest in- offering health insurance
  28. 28. GE Healthcare: Patient Experience Survey 28Proprietary and confidential. Do not distribute. 2. Empower healthcare professionals to do what they do best.
  29. 29. GE Healthcare: Patient Experience Survey 29Proprietary and confidential. Do not distribute. People—staff and employees—need to feel empowered since they play a critical role with customers... When they are happy, so are patients The experience people have with healthcare staff has a very strong impact on the overall experience. Happy and engaged employees mean more satisfied patients and, ultimately, financial gain. HOSPITALS WITH HIGHLY ENGAGED STAFF 10% Scored higher on “willingness to recommend” the hospital to family and friends HIGHLY ENGAGED PHYSICIANS 51% 26% Receive more inpatient referrals by: Are more productive by: ENGAGED STAFF TRANSLATES TO $460,000 In average additional patient revenue per physician per year Source: Watson Wyatt WorkUSA Survey, 2009
  30. 30. GE Healthcare: Patient Experience Survey 30Proprietary and confidential. Do not distribute. 3. Think differently about buying, integrating and enabling technology.
  31. 31. GE Healthcare: Patient Experience Survey 31Proprietary and confidential. Do not distribute. Better buying and integrating of enabling technology will allow clinicians to spend more time focused on patients Smarter use of enabling technology will improve processes and workforce productivity, and increase employee and patient satisfaction. Happier children, greater throughput in magnetic resonance By reducing pediatric patient anxiety and unnecessary movement, imaging accuracy is improved, leading to more accurate diagnosis and treatment. Quicker patient assessments, shorter length of stay Clinicians at UPMC Presbyterian Campus used VSCAN in their Cardiology service and saw a mean LOS reduction of 1.2 days. Reducing alarm fatigue while providing greater reliability and fewer false alarms Alarm management technologies enhance patient monitoring and alarm accuracy, reduce false alarms, and ensure that when alarms do sound they are clinically significant.
  32. 32. GE Healthcare: Patient Experience Survey 32Proprietary and confidential. Do not distribute. 4. Think differently about buying, integrating and enabling technology.
  33. 33. GE Healthcare: Patient Experience Survey 33Proprietary and confidential. Do not distribute. Consumers are open to new healthcare experiences outside the traditional system A18. Which of the following consultations/treatments would you consider from these types of settings? Select all that apply. (N=3,000) Setting of Treatment Considered (% of respondents) DISSATISFIED MILLENNIALS VIABLE ALTERNATIVES HEALTH SYSTEM VOLUME AT RISK On Demand Medical Center Retail Clinic Tele- medicine 73% 64% 52%
  34. 34. GE Healthcare: Patient Experience Survey 34Proprietary and confidential. Do not distribute. 5. Move beyond a “fixing what is broken” mentality and start embracing creation of a unique experience.
  35. 35. GE Healthcare: Patient Experience Survey 35Proprietary and confidential. Do not distribute. Patient experience must go beyond fixing what’s broken and focus on building unique, brandable experiences Systems transform when they aim for unique, branded experiences for their patients. Phase 1 Fix What’s Broken Fix organizational problems by addressing pain points, often utilizing a LEAN approach to incremental change Phase 2 Surprise & Delight Delight patients through unexpected and enjoyable experiences that create value and encourage preference Phase 3 Brand It Differentiate in the marketplace and build permanent patient relationships by delivering ownable experience elements that fit with a unique brand promise It takes more than addressing pain points to deliver a unique experience.
  36. 36. Getting Started
  37. 37. GE Healthcare: Patient Experience Survey 37Proprietary and confidential. Do not distribute. Prophet and GE Healthcare Camden Group have identified a set of market archetypes for patient experience. Systems should seek to understand which they fit into, which is their “starting point” for improvement.
  38. 38. GE Healthcare: Patient Experience Survey 38Proprietary and confidential. Do not distribute. The following framework assesses your current state, and helps chart a path forward…
  39. 39. GE Healthcare: Patient Experience Survey 39Proprietary and confidential. Do not distribute. Which archetype best describes your organization? Archetype Details LAGGING INTERESTED COMMITTED EMBEDDED Establishing buy-in for patient experience Identifying the patient experience north star Developing a roadmap for effective implementation Looking for opportunities to innovate and integrate Leadership & Patient Exper. Definition Lacks established patient experience business case, definition and leader to champion the cause Leadership distracted by short-term priorities; definition limited to HCAHPS metrics Leaders internally aligned around vision for patient experience with leader accountability; patients experience defined at a system-level rather than inclusive of patients' broader health Broadly views patient experience as all interactions across the patients’ healthcare journey; patient experience embedded within all quality- improvement initiatives Consumer Understanding Patient needs not an input to experience design Leverages basic understanding of consumers to inform marketing and communications Collects patient feedback through a formalized process, struggles to prioritize initiatives due to financial and technology constraints Patient needs and consumer-centric mindset drives experience design People A lack of integrated people, tools, and technologies prevents employees from focusing on consumers Employees do not fully understand the patient experience strategy or the importance of it Employees understand the organization’s vision for patient experience but feel overwhelmed by the disconnected initiatives Integrated people, operations, and technologies enabling clinicians to focus on consumers Tech Slow to innovate and invest in new technologies, focuses on mandated technologies such as ICD-10 and EMR Deploys technologies primarily with diagnostic and clinical use cases Invests primarily in process-focused initiatives (e.g., billing, scheduling, workflow) Leverages sophisticated clinical and consumer technologies to meet unmet patient needs across the holistic journey Metrics Rarely tracks metrics beyond basic patient quality and safety metrics Evaluates patient experience success solely based on HCAHPS metrics Leverages HCAHPS yet has isolated metrics for specific issues and departments Organizational metrics are inclusive of HCAHPS but also go beyond, looking at people, ops, and technology jointly Operations & Implementation Patient experience efforts happen in pockets and are either not measured or are assumed to be in HCAHPS scores Patient experience efforts are aligned and deployed around a finite set of prioritized experiences and HCAHPS metrics Patient experience efforts are aligned around an experience strategy with clearly defined KPIs that go beyond the system and HCAHPS scores Patient experience efforts are embedded throughout the operations and culture and measured by KPIs that go beyond the system
  40. 40. GE Healthcare: Patient Experience Survey 40Proprietary and confidential. Do not distribute. Done correctly, improving the patient experience can also drive meaningful operational efficiency - it doesn’t have to be a tradeoff
  41. 41. GE Healthcare: Patient Experience Survey 41Proprietary and confidential. Do not distribute. Understanding patient expectations and designing holistic experiences that meet them will determine long-term success The state of the patient experience is bad… and getting worse The case for investment is clear–wait time is wasted time. Investments to improve the patient experience drive system- wide growth and translate into financial gain. Providers must deliver a holistic experience that is very different from what patients encounter today. Prophet and GE Healthcare Camden Group have teamed up to help organizations assess the patient experience they currently deliver and develop a plan to transform it. 1 2 3 4
  42. 42. Proprietary and confidential. Do not distribute. For more information, visit: www.prophet.com/patientexperience Or, contact: Jeff Gourdji J_Gourdji@prophet.com

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