Engaging Physicians & Customers in the Experience
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Learn how to merge 2 or more cultures into one. Read how this is important especially as competitors become collaborators. Read how the chief physician and vice president of marketing worked together with team members, referring physicians and patients to exceed customer expectations for service and its resulting impact on increasing referrals and volumes.
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Engaging Physicians & Customers in the Experience
- 1. Engaging Physicians & Customers in the Experience Laurie Gianturco, MD & Suzanne Hendery, Baystate HealthLaurie Gianturco, MD & Suzanne Hendery, Baystate Health Healthcare Marketing and Physician Strategies SummitHealthcare Marketing and Physician Strategies Summit Friday, May 2, 2014; 11:00a-12:15p, OrlandoFriday, May 2, 2014; 11:00a-12:15p, Orlando
- 2. About Baystate Health Baystate Health, a Truven Top 15Baystate Health, a Truven Top 15 Integrated Delivery System of threeIntegrated Delivery System of three hospitals, including Baystate Medicalhospitals, including Baystate Medical Center, the largest hospital outside ofCenter, the largest hospital outside of Boston and the Western Campus ofBoston and the Western Campus of Tufts University School of Medicine.Tufts University School of Medicine. 2
- 3. Learning Objectives 3 Learn how to merge 2 or more cultures into one. How is this especially important when competitors need to become collaborators. Hear how the chief physician and VP of marketing worked together with employees, referring physicians and patients to exceed customer expectations for service and its resulting impact on referrals and volumes.
- 4. Our Challenge 4 Baystate Comprehensiv e Breast Center Baystate Comprehensiv e Breast Center Independent Practice Sites (2 sites) Independent Practice Sites (2 sites) Baystate Breast & Wellness Center Baystate Breast & Wellness Center Patient & Referrer Experiences that Consistently Exceed Expectations Patient & Referrer Experiences that Consistently Exceed Expectations
- 5. Patient & Referrer Experiences that Consistently Exceed Expectations Patient & Referrer Experiences that Consistently Exceed Expectations Our Approach 5 Baystate Comprehensiv e Breast Center Baystate Comprehensiv e Breast Center Independent Practice Sites (2 sites) Independent Practice Sites (2 sites) Baystate Breast & Wellness Center Baystate Breast & Wellness Center
- 6. To achieve our goals, we needed toTo achieve our goals, we needed to involve leaders, clinicians and staffinvolve leaders, clinicians and staff on the designing the patienton the designing the patient experience FIRST...experience FIRST... ... then, with everyone aligned... then, with everyone aligned toward the same goal, we couldtoward the same goal, we could create an effective team...create an effective team... 6 Patient & Referrer Experiences that Consistently Exceed Expectations Patient & Referrer Experiences that Consistently Exceed Expectations Our Approach
- 7. 7 ... and avoid any “turf battles.”
- 8. Volume Goals 8 50,000 Total Procedures (maintain) •Mammo Screening •Mammo DX •Breast •Biopsies Comprehensive Breast Center & Independent Practice Sites (2 Sites)
- 9. Clinical & Marketing Partnership 9 Chief Physician/Medical Director Role (Laurie) Customer Marketer Role (Suzanne) Vision for program; leadership Vision for customer engagement; service culture Interest in customer experience as differentiator; selected consultant Met with referring MDs; listened, implemented changes, coached, 1:1 communications Drafted “latest milestone” newsletters, distribution to MDs & staff Supplied questions for customer input. Compiled retreat list. Made participation mandatory. Conducted patient focus groups. Video highlights, Retreat prep and invitations.. Planned, facilitated, co-led Patient Experience retreats; planned strategy, had weekly update meetings. Set expectations for MDs, staff. Watched and coached, communicated. Advocated with CEOs, CMO, VPs. Communicated commitments and results. Planned campaign and creative. Availability at all times. Shared metrics. Delivered on promises.
- 10. A Guiding Philosophy 10 “In every block of marble I see a statue as plain as though it stood before me, shaped and perfect in attitude and action. I have only to hew away the rough walls that imprison the lovely apparition to reveal it to the other eyes as mine see it.” - Michelangelo Release the unique strengths that already exist within an organization’s culture, rather than try to impose one from the C suite or outside.
- 11. Identifying the Construction Crew 11
- 12. Six Pillars of Cultural Transformation 12 AssessAssess & Define& Define CultureCulture Comm.Comm. CampaignCampaign Leaders’Leaders’ ToolkitToolkit NewNew EmployeeEmployee OrientationOrientation RewardReward & Recog.& Recog. On-the-On-the- JobJob TrainingTraining ACCOUNTABILITYACCOUNTABILITY Rounding Performance Evaluations Coaching Clinicians involved in each pillar... ...and accountable to leaders, staff & each other.
- 13. Clinicians and staff who defined the “blue prints” own the culture. 13 Smile & make eye contact. Smile & make eye contact. Sit at ptSit at pt level.level. ““Belly buttons.”Belly buttons.” VoiceVoice tone.tone. Explain inExplain in plainplain language...language... no jargon.no jargon.
- 15. We Identified Our “True North” 15
- 16. We Identified Our “Graffiti” 16
- 17. We Agreed on Our Priorities... 17 1. Safety 2.Compassi on 3. Expertise 4. Time- sensitivity 1. Safety 2.Compassi on 3. Expertise 4. Time- sensitivity
- 18. And How to Use Those Priorities 18 1.. 2. 3. 4. Safety Time-sensitivity Expertise Compassion “True North”
- 19. Leaders trained clinicians and staff 19
- 20. Goal: #1 in Patient Satisfaction at Baystate Health At 6 months: #5 20
- 21. Goal:Goal: #1 in Patient#1 in Patient SatisfactionSatisfaction Now, 1 yr:Now, 1 yr: #1!#1! (time to celebrate(time to celebrate with staff!)with staff!) 21
- 23. Year to Year “Snap shot” Volumes 10/11-9/12 vs 10/12-9/13 • ScreeningScreening mammography upmammography up 7%7% (no loss of patients despite move)(no loss of patients despite move) • Diagnostic mammoDiagnostic mammo up 20%up 20% • Biopsies up 98%Biopsies up 98%
- 24. Lessons Learned • Have a clear, simple blueprint.Have a clear, simple blueprint. • Help each employee understand their role with constantHelp each employee understand their role with constant communication.communication. Leaders need to be present and accessible. Lots of listening.Leaders need to be present and accessible. Lots of listening. • Reinforcement—be specific.Reinforcement—be specific. • Get people ‘off the bus’ if they do not believe.Get people ‘off the bus’ if they do not believe. • Stress and reward collaboration and teamwork. Celebrate it!Stress and reward collaboration and teamwork. Celebrate it! • Never take your eye off the ball. Share metrics, problems,Never take your eye off the ball. Share metrics, problems, accountability.accountability. • Do not underestimate the amount of time this takes!Do not underestimate the amount of time this takes! 24
- 25. “Warm Welcomes” for Staff & Patients 25
- 26. Clinicians & staff collaborated to design consistent patient greetings. 26
- 27. Clinicians developed ways to better address the “time-sensitivity” priority. 27
- 28. Everyone collaborated to make the facility more “patient-driven.” 28
- 29. Every interaction begins and ends on the “human” level. 29