engaging physicians & customers in the experience

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

About Baystate Health

Baystate Health, a Truven Top 15 Integrated Delivery Baystate Health, a Truven Top 15 Integrated Delivery System of three hospitals, including Baystate Medical System of three hospitals, including Baystate Medical Center, the largest hospital outside of Boston and the Center, the largest hospital outside of Boston and the Western Campus of Tufts University School of Medicine. Western Campus of Tufts University School of Medicine.

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Learning Objectives

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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.

Our Challenge

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Baystate Comprehensive Breast Center

Baystate Comprehensive Breast Center

Independent Practice Sites

(2 sites)

Independent Practice Sites

(2 sites)

BaystateBreast & WellnessCenter

BaystateBreast & WellnessCenter

Patient & Referrer

Experiences that

Consistently Exceed

Expectations

Patient & Referrer

Experiences that

Consistently Exceed

Expectations

Patient & Referrer

Experiences that

Consistently Exceed

Expectations

Patient & Referrer

Experiences that

Consistently Exceed

Expectations

Our Approach

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Baystate Comprehensive Breast Center

Baystate Comprehensive Breast Center

Independent Practice Sites

(2 sites)

Independent Practice Sites

(2 sites)

BaystateBreast & WellnessCenter

BaystateBreast & WellnessCenter

To achieve our goals, we needed to To achieve our goals, we needed to involve leaders, clinicians and staff involve leaders, clinicians and staff on the designing the patient on the designing the patient experience FIRST...experience FIRST...

... then, with everyone aligned ... then, with everyone aligned toward the same goal, we could toward the same goal, we could create an effective team...create an effective team...

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Patient & Referrer

Experiences that

Consistently Exceed

Expectations

Patient & Referrer

Experiences that

Consistently Exceed

Expectations

Our Approach

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... and avoid any“turf battles.”

Volume Goals

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50,000 Total Procedures(maintain)

•Mammo Screening•Mammo DX•Breast •Biopsies

ComprehensiveBreastCenter

&

Independent Practice Sites

(2 Sites)

Clinical & Marketing Partnership

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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.

A Guiding Philosophy

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 “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.

Identifying the Construction Crew

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Six Pillars of Cultural Transformation

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AssessAssess& Define & Define CultureCulture

Comm.Comm.CampaignCampaign

Leaders’Leaders’ToolkitToolkit

NewNewEmployee Employee

OrientationOrientation

Reward Reward & Recog.& Recog.

On-the-On-the-Job Job

TrainingTraining

ACCOUNTABILITYACCOUNTABILITYRounding

Performance EvaluationsCoaching

Clinicians involved in each pillar...

...and accountable to

leaders, staff & each other.

Clinicians and staff who defined the “blue prints” own

the culture.13

Smile & make eye contact.

Smile & make eye contact. Sit at Sit at pt pt level.level.

““Belly Belly buttons.”buttons.”

VoiceVoicetone.tone.

Explain in Explain in plain plain language.language... no .. no jargon.jargon.

We Asked Patients...

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We Identified Our “True North”

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We Identified Our “Graffiti”

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We Agreed on Our Priorities...

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1. Safety2.Compassion3. Expertise4. Time-sensitivity

1. Safety2.Compassion3. Expertise4. Time-sensitivity

And How to Use Those Priorities

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1..

2.

3.

4.

Safety

Time-sensitivity

Expertise

Compassion

“True North”

Leaders trained clinicians and staff

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Goal: #1 in Patient Satisfaction at Baystate Health At 6 months: #5

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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!)

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Year to Year “Snap shot” Volumes 10/11-9/12 vs 10/12-9/13

• Screening Screening mammography up mammography up 7%7%

(no loss of patients despite move)(no loss of patients despite move)

• Diagnostic mammo Diagnostic mammo

up 20%up 20%

• Biopsies up 98%Biopsies up 98%

Lessons Learned

• Have a clear, simple blueprint.Have a clear, simple blueprint.

• Help each employee understand their role with constant Help 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

“Warm Welcomes” for Staff & Patients

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Clinicians & staff collaborated to

design consistent patient greetings.

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Clinicians developed ways to better address the

“time-sensitivity” priority.

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Everyone collaborated to make the facility more

“patient-driven.”

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Every interaction begins and ends on the “human” level.

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