This document provides an overview of experience management tools and strategies for behavioral health organizations. It discusses: - Understanding the patient experience through tools like experience mapping, direct patient feedback, and identifying key needs at different stages of care. - Translating patient insights into action through workshops, goal setting, and monitoring changes over time. - The importance of incorporating the patient perspective and keeping the patient journey top of mind when making operational and strategic decisions.

1. Experience Management in Behavioral Health
Tools to Create Empathy and Meet Client Needs
www.endeavormgmt.com/healthcare

2. Today’s Agenda
Understanding Experience Management
Tools to Understand Patient Needs
Translating Information to Action
Questions and Discussion

3. About Us
Industry Expertise. Research-Driven Insights. Practical
Strategies.
We work with nationally-recognized Institutions:
• 5 “Honor Roll” institutions
• 10 out of the top 20 cancer programs
• 3 out of the top 4 pediatric hospitals
• 5 out of the top 10 cardiovascular programs
National Benchmarking Studies:
• Patient experience management
• Marketing practices
• Physician relations programs
• International programs
Ranked as one of top 50 Healthcare Consulting firms
by Modern Healthcare

4. Understanding the Patient Experience

6. Functional Emotional
I am confident in their
treatment and outcomes
I am seen quickly
My physician receives
timely reports
My questions are answered
My needs are addressed
I am educated about the
process
I am put at ease
They are focused on my
me
My time is respectedI can schedule
appointments

7. WHY EXPERIENCE
MATTERS
Improved patient compliance and outcomes
Better staff teamwork morale (“remember why we do
this”)
Business case - an objective of healthcare reform
Aligns with other objectives (such as trauma informed
care)
Consumerism means patient demands are higher than
ever

8. PATIENTS AS
CONSUMERS
New Thinking

9. EXPERIENCE-RELATED
TRENDS
Patients demand respect for their time
Cost and insurance is biggest frustration; seek transparency UPFRONT
Seek a personalized experience, their preferences remembered
Use of technology for convenience, control, and personalization
BUT - Some things don’t change. Care continuity through a long-term,
trusted provider remains a top satisfier

10. Behavioral Health
Unique Experience Challenges
Universal shortages in care capacity
Limited resources
Frequent touchpoints = opportunities for inconsistency
Decisions are made during a crisis
Long treatment journey
Varying levels of ability to advocate for self

11. Foundational Tools

12. USE A FRAMEWORK
FOR HOLISTIC UNDERSTANDING
A framework must:
Consider All Parts of their Experience
Break Down Siloed Thinking
Account for a Variety of Touchpoints

13. EXPERIENCE MAPS
FOR IDENTIFYING KEY NEEDS
We can enable care teams
to deliver an improved patient experience
by identifying opportunities for improvement
through a common experience management framework
that can be used across sites and departments.
NEED SCHEDULING ADMISSION TREATMENT FOLLOW-UP
Need to be top of mind for
patients AND referrers when a
crisis arises

14. NEED
The initial identification of a problem.
ADMISSION
The initiation of the process.
FOLLOW-UP
On-going mental ealth management.
SCHEDULING
The consideration of treatment options.
TREATMENT
Treatment and therapy.
Front Line StaffMedical Staff Support StaffCare TeamFamily and Friends Referring Providers
Telephonic Interpersonal
DigitalWritten
Environmental
Touchpoint types for each state of the experience.
Steward(s) for that phase of the experience.
Journey Mapping Components

15. EXPERIENCE MAP
EXAMPLE
NEED SCHEDULING ADMISSION TREATMENT FOLLOW-UP
I trust them to
provide the
best care
I am provided
With options
The care is
compassionate
I know what to
do next
• Detox
• Inpatient care
• Long-term inpatient
• Outpatient
• Treatment team
• Support services
• On-going care
coordination
• Getting to facility
• Transition between
areas
• Inclusion in decisions
• Treatment plan
• Steps to begin process
• Medical records
• Insurance coordination
• Home/work
preparation
• Wait time for intake
• Seeking help
• Evaluation of different
centers
• Barriers to treatment
• Resources for
evaluation
• Information sources
• Decision to choose
provider
• Long-term recovery
plan
• Reflection on results
• Community
coordination
• Family support
• Continuing recovery
Front Line
Staff
Medical Staff Support StaffCare TeamFamily and
Friends
Referring ProvidersTelephonic InterpersonalDigitalWritten Environmental

16. Those approve
admissions/transfers
IT who supports the
system
Family who schedule
on behalf of the
patient
Referring providers
who direct to start
scheduling
“Getting An Appointment”
Touchpoints Stewards
Appointment
schedulers
Appointment
schedulers
Online scheduling
tool
Self-referral call into
scheduling
Family who schedule
on behalf of the
patient
Other
services/providers
call into scheduling
Office staff who make
the calls
Referring
appointment
schedulers
Staff who approve
paperwork and
transfers.

17. ASK
FOR DIRECT INPUT
Avoid Assumptions
Best Practices Exist, but Your Patients are Unique
Direct Voice of the Customer Evokes Empathy
Including Customer Voice is a Standard for Trauma-
informed Care Organizations

18. Pick the Right Tool
Observational Co-Creation Engagement Monitoring
Volunteering
Chair Exercise
Patient Journaling
Patient Flip Cam
Website User
Testing
Persona
Development
Story Boarding
Customer Advisory
Board
Expert Panel
Ask patients directly for
their feedback
Focus Groups
Quantitative Client
Feedback Survey
In-Depth Experience
Mapping Interviews
Team Huddles
Comment Boards
Social Media Monitoring
Regularly Scheduled
Feedback Surveys
Dashboard
Higher
Cost
Lower
Cost
Which can you best influence in your current role?

19. WHY
EXPERIENCE MAPPING
Identifies key needs and opportunities before,
during, and after the patient’s experience
Evaluates the most impactful activities and
touchpoints at each step
Assesses emotional and functional needs, and
brings to light the “Voice of the Customer”
Identifies key opportunities for improvements and
patient stories to build momentum for change

20. OTHER
EXPERIENCE TOOLS
MD Anderson Proton Therapy Center
Low-cost video, understand the experience in an
authentic way
Camera and chair exercise
Highly visible dashboard posters

21. OTHER
EXPERIENCE TOOLS
Comment wall
Team e-mails to share patient comments or stories – also for
holding each other accountable to success

22. Select Participants
Who is “right” to participate?
• Stage in the treatment process
• Demographics
• Ease of access
• Variations of experiences
• Willingness to comply
Also consider feedback from:
• Referring care providers and their
staff
• Families of clients
• Internal (though leaders, cultural
barriers)

23. Recruit Participants
Recruiting Tips:
For more formal initiatives:
• Offer an incentive
• Clearly explain requirements
• Discuss anonymity (depends on type of
research tool)
• Promote ability to make a difference
• If internal resources don’t exist, consider
3rd party for recruiting

24. Prepare Questions
Tips for Questioning:
• Cover all stages of the journey
• Ask both specific and high-level
questions
• Allow for examples, depth, and
emotional needs
• Consider other initiatives or
goals
Examples:
Trauma Informed Standard:
I feel that all the employees in the organization are
committed to making me feel safe and welcomed.
Staff has communicated to me that being trauma-
informed is a high priority for the organization and
for the services they provide me.
(0-4 agreement scale)
In-Depth Questioning:
At which points in your experience did you discuss
trauma-informed care with your care team? How did this
impact your experience? In what ways did you feel safe
and welcomed? What could be improved?

25. Conduct Research
Tips for formal VOC research:
• Use intro to clearly explain the goal and
context
• Follow up with clarification or examples
• Use interview guide but make it
conversational
• Record or transcribe interviews
• If digital (like online focus group), be
present through probes and follow-ups
• Interviewer should be unbiased,
nonthreatening

26. TRANSLATE
INFORMATION TO ACTION
Include Insight for Each Stage
Incorporate Emotional and Functional Needs
Current Vs. Ideal – Where are the Breakdowns?
Verbatim Quotes, Stories, Data, Audio Clips
Evoking Empathy = Building Momentum for Change

27. 27
In their words…
Incorporation the voice of the customer to evoke empathy
“Sometimes when you have a mental health problem people
think you are broken and treat you like that.”
“It is scary to take a list of medication when I don’t even
understand what it is all for.”
“I want them to really listen to me and not be distracted. To
know that they really understand what is going on. But I often
feel like I’m being rushed out. “

28. 28
Segment Differences

29. Cross-Functional Workshops
For Action Planning
• Brainstorming – Roles Don’t Matter
• Consider cross-functional groups, each to
tackle one stage of the experience
• Identify quick hits v. long-term goals
• Note needed operational/process changes
or resources, but focus on how we can
take action now
• Assign timelines and responsibilities
EFFORT
IMPACT
Low
HighLow
High

30. 30
Example – Identified Need
De-Escalating Upset Patients-Families
Providing staff with scripting and authority to make decisions/changes. What CAN they do in the
moment? What is the process for follow-up? Ensure consistency of information and determine
where common problems arise.
Staff Empowerment
For common problems, create “checkpoints” earlier in the journey to set expectations. Consider
having clients sign a “contract” acknowledging expectations.
Early Expectation-Setting
Staff training for how to communicate understanding, reframing, and empathy. What NOT to say
and how to explain reasons for decision/process.
Communication Training

31. 31
Example - Panel Discussion
Translating this workshop into action.
What was the single most important leadership action
you identified?
ACTION
What were the greatest patient needs your group discovered?
Were they functional or emotional?
NEEDS
What are 1-2 other things you learned today that you will take
back to your work team?
ENGAGEMENT

32. MAKING IT STICK
LONG-TERM SUCCESS
Keep the journey map at top of mind – make
it visible and include it in decisions
Care teams must OWN the experience
Tie in operations – scripting or marketing
can’t fix a broken process
Set goals. Measure change and progress
(monitoring surveys, dashboards, etc.)

33. THANK YOU
We hope you enjoyed the webinar.
www.endeavormgmt.com/healthcare
950 Echo Lane, Suite 200, Houston, TX 77024
@GelbConsulting
Contact
800-846-4051
info@gelbconsulting.com
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