Baystate Health has established a comprehensive, data-driven approach to cultivate new physician referrals, retain current business and earn trust. In this presentation, learn how market intelligence, business analytics and customer engagement are used to focus physician outreach efforts and drive bottom line results.

1. 1) Physician Relationship Database
• Analyst reports to VP, Strategic Planning & Business Development
• Provide database training, data reporting and analytics support
2) Office of Physician Referral Management
• Director reports to Chief Physician Executive for high-level issue resolution
and 2.0 FTEs responding to calls
3) Physician Relations Liaisons
• 2 FTEs report to VP, Marketing & Public Affairs to ensure integration of
growth and retention efforts
• Each has a territory with a maximum of 300 physicians
• Springfield and Northern Region (BJ)
• Springfield and Eastern Region (Kevin)
• Hand offs to other sales reps (BRL, BRI, BVNA&H, IR&S, HNE, etc)
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3 Pronged Structure

2. 1) Physician Relationship Database
Source: Crimson Market Advantage.
Competitor Hospitals
“Splitters”
PCP/ Referring Physician
Baystate Health
“Loyalist”
1) There is a 4 month lag associated with claims data, due to the
timing of when our vendor gets the claims
Network Data
 MD to MD
 Medical claims across all sites
of care: professional and
facility claims
 Updated Quarterly1
Member Data
 MD to Your Hospital
 Physician roster, patient
encounters, expected
reimbursement, and direct
cost data
 Updated Monthly
Splitter (Leakage) Data
 MD to Competitor Hospitals
 Primary Hospital-based, IP &
OP Claims
 Updated Annually1
Roster Data
 Best-in-class physician roster
 State licensure boards,
pharmacies, syndicated
sources
 Updated Quarterly1
BH Vice President
Strategic Planning & Business Development
Data Analytics

3. 17
Triage concerns
to Identified
“Go To People”
For Resolution
Clinical Services
Operation s
Others
“Go To People”
Warm hand off
Pathways for
complex patients
2) Office of Physician Referral Management
Issues/
Concerns
Issues/Concerns
Key Information
Office of Physician
Referral Management
“Always says yes!”
Physician Liaisons
Interfaces with
Field Reps
Referrals
Crimson
Data
Analytics

4. 3) Physician Relations Liaisons
2 Physician Liaisons Existing
Entity-Based
Representatives
Collaboration
Service
Recovery/
Access Line
Field
Intelligence
Data
Analytics
~ Primary Duties ~
• 2.0 FTEs are solution shop
for referring physicians
(300 each)
• Spend 70% of time with
physicians in the field for
growth/ retention
• Ensure thorough
understanding, match
needs with specialists and
clinical services, effectively
triage issues/concerns
• Develop relationships with
internal stakeholders to
further support growth of
referrals from physicians,
practices
Vice President
Marketing & Public Affairs

5. Criteria Service
Profile
Expressed interest in growing services 
Access: 3rd next available appointment, other 
Patient Satisfaction 
Quality Outcomes 
Evidence of Differentiation:
e.g., highly skilled/trained providers, state/professional
organization recognition or certifications, etc.

Strategy: Select “Ready to Access” Services
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6. 8 “Ready to Grow” Areas of Focus*
• Thoracic Surgery
• Colon & Rectal Surgery
• Baystate Regional Cancer Program
• Oncology Surgery
• BH Northampton Outpatient Center
• BH East Longmeadow Outpatient Center
• Baystate Children’s Specialty Center
• Baystate Franklin Wound Center
*Expressed interest in growing services, Access: 3
rd
next available appointment, Patient Satisfaction, Quality Outcomes, Evidence of
Differentiation

7. Clinical & Marketing Partnership
Service Providers/Service Lines agree to:
 Ensure ongoing operational readiness
 Collaborate on challenging scheduling requests, issue resolution
 Collaborate with Physician Liaisons
 Support messaging
 Provide quality data
Physician Leaders agree to:
 Endorse the concept
 Build awareness of the program
 Respond to referring physician concerns
 Meet with providers/referring physicians as needed
 Join the Physician Liaison staff in the field
 Assign “Go To People” to serve as contacts for Liaisons

8. Success Factors
Courtesy, LifePoint Hospitals

9. Results, Year 1
•Year Over Year (YOY), Physician Liaison Program
– +$8M (total adjusted new revenue) Year 1.
–Annual budget: $316K; $25 to $1 investment or 2500% ROI
•Other Direct Referral Business
• Contacts: 1,400 face to face visits (20+ per week) to 600 referring
physicians/staff by 2 liaisons.
• Fill panels of new specialists 50% faster.
• “Gold Card” service: since 11/13, 1039 visits have been scheduled for
BMP Specialty Practices, allowing new/urgent patients to be booked 4x
sooner, exceeding goal of 14 days.
• Contract and fax numbers updated for 1000 to improve communications.
• In Oncology, visits to referring providers increased referrals by over 25%.

10. 10
Measurement: Overview

11. 11
Measurement: Very Specific

12. Liaison Incentive CompensationFORM B
FY-2015
Variable Compensation Assessment
BJ (Elizabeth) Goodwin
Objective Name: Activity & Volume– Physician Liaison Team (shared with Kevin Garvin) Final Graded Version, S. Hendery, 10/19/15
Goal area: Growth & Financial Stewardship
Complete = 
Not Complete = X
Comments
Threshold:
 Activity Metrics
o Face to face meetings with area physicians and referral staff to
include at least 15 visits per week.
 Average 22.21 Visits per week
 Volume Metrics
o Increase patient visits to one Top Priority Area (as defined in
Crimson Initiatives) by at least 2% from FY14 baseline.

As of 3Q, BJ helped to increase patient visits by 173 in Medical
Oncology (a Top Priority Area) from 2,072 in FY14 to 2,245 in FY15,
or an increase of 8.3%, which exceeds the 2% level.
50 points of 50 possible points 50
Target:
 Activity Metrics
o Face to face meetings with area physicians and referral staff to
include at least 18 visits per week.
 Average 22.21 Visits per week
 Volume Metrics
o Increase patient visits to two Top Priority areas (as defined by in
Crimson Initiatives) by at least 2% from FY14 baseline.

As of 3Q, BJ helped to increase patient visits by 672 in Heart &
Vascular (a Top Priority Area) from 18,075 in FY14 to 18,747 in FY15,
or an increase of 3.71% which exceeds the 2% level.
50 points of 50 possible points 50
Max:
 Activity Metrics
o Face to face meetings with 5 Physicians and 16 referral staff for a
total of 21 visits per week.
 Average 22.21 Visits per week
 Volume Metrics
o Increase patient visits to three or more Top Priority areas (defined
by in Crimson Initiatives) by at least 3% from FY14 baseline.

As of 3Q, BJ helped to increase patient visits by 41 in BH’s Northern
Region (a Top Priority Area) from 313 in FY14 to 354 in FY15, or an
increase of 40% which exceeds the 2% level.
50 of 50 possible points 50
Overall Rating: 150%

13. What’s Next?