Business Case Development through Empathy: Froedtert-Gelb-Beryl-Webinar


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This new design will streamline the treatment process by organizing existing assets (communication, care, coordination) based on an understanding of the ideal patient experience

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Business Case Development through Empathy: Froedtert-Gelb-Beryl-Webinar

  1. 1. Building a Solid Business CaseThrough Patient EmpathyThe Beryl InstituteMay 2013
  2. 2. PAGE 2Learning Objectives• Tools for uncovering patient experience needs• Combining stories (soft) and data (hard) for serviceoptimization• Translating insights into strategic planning forservice line development
  3. 3. PAGE 3Agenda1. Background2. Approach and Insights3. Insights to Action4. Results to Date
  5. 5. PAGE 5Froedtert Health• Froedtert Health is the only health systemin the region that provides anacademic/community partnership• Comprised of FroedtertHospital, Community Memorial Hospital,St. Josephs Hospital, and Froedtert HealthClinics. Affiliated with The Medical Collegeof Wisconsin.• Key statistics• Beds — 772• Patient Admissions — 40,063• Outpatient Visits — 839,800• Physician Clinic Visits — 831,393
  6. 6. PAGE 6Situation OverviewFroedtert Health was working to redesign the rehab,orthopedics and orthopedic surgery services (i.e., themusculoskeletal service line) under a common framework.This new design will streamline the treatment process byorganize existing assets (communication, care,coordination) based on an understanding of the idealpatient experience.Given the variety of interests with internal stakeholders,common alignment around patient needs and acollaborative approach was required.
  7. 7. PAGE 7Our PartnerWorks with Nationally-recognized Institutions:• 5 “Honor Roll” institutions• 3 out of the top 5 cancer programs• 2 out of the top 4 pediatric hospitals• 2 out of the top 4 cardiovascular programsConducts National Benchmarking Studies:• Patient experience• Marketing• Physician relations• International programs
  9. 9. PAGE 9PhilosophyCulture and your brand promise arelinked through the experiencedelivered.Leaders translate customerexpectations to the organization andreinforce desired employee behaviors.This alignment creates an exceptionalexperience and a sustainablecompetitive advantage.We call this desired stateenchantment.EXPERIENCEEXPECTED BEHAVIORSCulturalAlignmentTransformationalLeadershipBrandPromise
  10. 10. PAGE 10Video / AudioRecordingsPhysicalEnvironmentCommunicationsFrom Input…InterviewTranscripts1.2.
  11. 11. PAGE 11…to InsightsDetailed Findings:• Key themes• Verbatim comments• Strengths and barriersDay in the Life andTouchpointAssessment:• Key Recommendations• Illustrate with pictures• Enrich with clips• Identify best practices3. 4.
  12. 12. PAGE 12Difference in DriversWhat We Do• Services offered• Clinical outcomes• Transfer efficiency• Scheduling delaysFunctional NeedsHow We Do It• Inclusion in treatment• “Feel” of the interactions• Subjective quality judgments• Feeling valuedEmotional NeedsNUMBERS STORIES
  13. 13. PAGE 13Interview Discussion Areas13Scheduling First Visit Treatment Follow-upNeedNeedPhysician Referral/RecommendationEvaluation and selectionof healthcare providersKnowledge aboutFroedtert RehabChoosing and contacting aproviderScheduling first visitFinancial and medicalpaperwork/recordsResources providedTransportation andlocationRehab therapyInteraction with therapistDischarge from therapyCall-backs for assistanceCommunication withreferring physicianregarding progressFollow-up visitsPreventative care andwellness servicesBillingParkingGetting to the facilityChecking-in and waitingareaDiscussion of therapyoptions and planInteractions with staffand therapistPatient educationPrimary Experience Stewards• Froedtert RehabFaculty/Staff• Patients and their Families• Front Desk Staff• Faculty/Medical Staff• Faculty/Medical Staff• Support Staff• Faculty/Medical Staff• Support Staff• Faculty/Medical Staff• Support StaffKey Touchpoints
  14. 14. PAGE 14Site VisitsParking can be more difficult at larger facility (andresult in appointment cancellations when theweather is bad)Unique options for therapy exercisesSpecialized treatment...hand therapy areaCo-location of therapists and physicians isbeneficial for patients
  15. 15. PAGE 15Information available, but not getting to patientsRehab brochure from Community MemorialHospital showcases specialty areas andaccreditations – but few patients report knowingthis information in advance, primarily becausethey don’t receive it from their physicians orconduct their own research
  16. 16. PAGE 16Patients satisfied, but notice differences in care• No clear path to direct patients to the therapist/location mostspecialized to their needs• Patients who visited multiple locations notice differing levels ofinvestment in the facilities• Patients want increased care collaboration – particularly those whohave experienced it out-of-market• Once treatment begins, patients praise therapists’ expertise,motivational attitude and thorough explanations – but have mixedfeelings about not having the same therapist at each appointment
  17. 17. PAGE 17Physicians:Streamline services and co-locate with therapists• Some perceive duplication of services in certaingeographies, and others simply do not knowwhat services are available throughout thesystem• There is a challenge of not being able to matchpatients with the therapist, which would behelpful because some patients need moreemotional support, aggressive treatment, etc. -this is exacerbated when patients see differenttherapists throughout treatment• Physicians most value outcomes and ensuringthe patient experience goes smoothly andefficiently, citing location of treatment and ease ofobtaining appointments as examples• Co-location of physician and therapist isperceived by most to be ideal“I want the patient to have anefficient experience, like anappointment in a timely manner.The quality of therapy is expected.”Referring Physician“Consolidate rehab into oneorganization. We need a commonway of getting feedback fromtherapists, pool our resources, [andprovide] continuity of care. One ofthe problems I see is that patientssee one therapist one time, anothertherapist another time because ofscheduling. They try to see thesame one, but can’t alwayssucceed. We’d have an advantageof pooling the resources.”Referring PhysicianOverall
  18. 18. PAGE 18Leadership SummaryThere is a burning platform to carefully examine the current patientexperience and identify opportunities for streamlining operations• Economics: Internal competition for referrals• Experience: Confusion around facilities located closely togetherWant support in identifying and translating best practices across locationsso that this service line does things consistently, regardless of where thepatient accesses careThere is commitment to championing changes required to achieve theseobjectives
  19. 19. PAGE 19Our Challenge:Balancing experience and economicsThere is a higher satisfaction and more coordination of patient care whenrehab services and physicians are co-located – although convenience forthe patient is still important. These two elements are in conflict.There was a clear business need to identify ways to reduce costs andredundancy and to differentiate programs from others in the market.There was an appetite for promoting rehab services as a single productunder Froedtert brand, but the financial implications need to beconsidered (and billing should be consistent)
  20. 20. PAGE 20Competitor A Competitor BExample of Conjoint Task:Simulating Real-World Decision-Making
  21. 21. PAGE 21Choice of healthcare provider is most important; proximityof PT outweighs co-location of servicesNumbers represent importance of each conjoint attribute out of 100 pointsn = 504Importance of attributes
  22. 22. PAGE 22Sensitivity AnalysisThis analysis is intended to guide product definition only and should not be used to forecast salesTest 1 Test 2 Test 3 Test 4Proximity of physical therapistfrom your home or workSensitivity AnalysisLocation of servicesSpecialist, surgery, andphysical therapist are alllocated togetherSpecialist and surgery aretogether but physicaltherapist is elsewhereSpecialist and physicaltherapist are together butsurgery is elsewhereSpecialist, surgery, andphysical therapist are all atdifferent locationsHealthcare provider(all services)FH / F&MCW FH / F&MCW FH / F&MCW FH / F&MCWThis approach involves holding other attributes constant and changing one attribute at a time, such asproximity of rehab, and recording likelihood to purchase at each point along the proximity continuumIdeal travel radiusis within 20 mins;sharp drop beyondthis point
  23. 23. PAGE 23PT in close proximity keyNumbers represent appeal of each service offeringn = 504Importance of attributes
  25. 25. PAGE 25“A-HA” Moments• We have the strongest brand in the market forthese services (but those without prior experiencemight rate others higher)• Physicians share the same perceptions as patientsfor proximity (even to the 20 minutes drop off)• Co-location becomes less of an issue when trade-offs are required
  26. 26. PAGE 26Strategic Questions• Can we consolidate existing facilities? Yes, and market won’t seechange as long as within 20 minutes.• Should we build a freestanding facility? Yes, but limit scope of services.• Should we realign our services? Yes, in fact, it’s important to maintainour market share.• How can we plan for future growth? We now know market potential andfrom whom we need to take market share.• What will we communicate to affected employees? Changes are part ofour long-term commitment to solidifying a market leadership position andpatients/physicians require access.
  27. 27. PAGE 27Our Strategy: Build flagship site but supplement with PTservices in multiple locationsDevelop a hub and spoke model to meet current and future needs• Full-service musculoskeletal center-of-excellence addresses some competitive market forces• However, one or two full-service locations will not address the community’s need for patient-PTproximity (i.e., within 20 minutes) in all service areas• Hence a unified, system-wide plan with satellite PT locations is requiredProvide and communicate “sports medicine” for full-service location(s), to contribute toperceptions of superior orthopedic expertise• Sports medicine casts a “premium care halo” for many consumers, and especially patients with priororthopedic experience, as well as referring physicians• However, it does not drive choice for over 4 in 5 patients/consumers• Nor does a stand-alone orthopedic specialty hospitalCommunicate with primary care physicians (PCPs) and ensure they are engaged in newstrategy• 2 in 3 patients directly follow their PCP’s recommendation for hospital or specialist care• Emphasize the role PCPs play and how FH is making care better and more convenient
  28. 28. RESULTS TO DATE4
  29. 29. PAGE 29Patient-Centered Design• Multidisciplinary teams led by steering committee• Voice of the patient is a required input• Functional design based on needs of the patient• LEAN workflows for staff / physicians developed prior toconstruction
  30. 30. PAGE 30Operational Plan• Consolidate rehab services into a single organizational structure athealth system level• Reduce the number of sites in over-served markets and ensuresmooth transition for patients• Define system-wide musculoskeletal service line structure,leadership and objectives• Complete construction of free-standing facility (January 2014) andservice line deployment plan• Identify additional initiatives to optimize service line to best meet theneeds of our patients and providers
  31. 31. PAGE 31Communication Plan• Current and future patients• Referring physicians (internal and external)• Orthopedic specialists• Rehab services leaders and staff• Community members at large• Health system leaders and staff• Medical group practice leaders and physicians
  32. 32. PAGE 32Lessons Learned• Patient and physician “stories” help build support forchange• Demand estimation tools are sophisticated, but necessary• Multi-million dollar decisions require some investment indata acquisition• Buy-in throughout – process, insights, and actions iscritical
  33. 33. PAGE 33Contact UsCaryn EstenVice President, Planning & Strategic Support 777-0357John McKeeverExecutive Vice
  34. 34. PAGE 34Endeavor Management is a strategic transformation and managementconsulting firm that leads clients to achieve real value from theirinitiatives. Endeavor serves as a catalyst by providing the energy tomaintain the dual perspective of running the business while changing thebusiness through the application of key leadership principles andbusiness strategy.The firm’s 40 year heritage has produced a substantial portfolio of provenmethodologies, enabling Endeavor consultants to deliver top-tiertransformational strategies, operational excellence, organizationalchange management, leadership development and decision support.Endeavor’s deep operational insight and broad industry experienceenables our team to quickly understand the dynamics of client companiesand markets.In 2012, Gelb Consulting became an Endeavor Management Company.With our Gelb experience (founded in 1965) ,we offer clients in-depthinsights in the healthcare industry and unique capabilities that focus theirmarketing initiatives by fully understanding and shaping the customerexperience through proven strategic frameworks to guide marketingstrategies, build trusted brands, deliver exceptional customerexperiences and launch new products.Endeavor strives to collaborate effectively at all levels of the clientorganization to deliver targeted outcomes and achieve real results. Ourcollaborative approach also enables clients to build capabilities withintheir own organizations to sustain enduring relationships. For moreinformation, visit and www.gelbconsulting.com2700 Post Oak Blvd., Suite 1400Houston, TX 77056+1