Measuring PhysicianRelations ROI: Techniquesand Tools

Mitzi Kent RN BSN NationalPhysician Liaison Program

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Mitzi serves as the leader for the National Physician Liaison Program for LifePointHospitals based in Nashville,TN. LifePoint Hospitals has 65 hospitals in 22 states inmainly rural communities. Mitzi oversees 60 physician liaisons and is responsiblefor providing overall direction, development and evaluation of sales staff to achievemeasurable sales objectives, and for establishing targeted sales objectives for servicelines, markets and individual facilities.

Mitzi brings over 18 years of progressive healthcare marketing and sales experienceto her role with LifePoint. Mitzi has held the position as VP of Sales with GentivaHome Health and Hospice leading the Southeast Division, Worked 8 years withHCA starting their physician liaison program for the TriStar Division and has arespiratory and infusion background with her experience of leading sales teamswith American HomePatient and PharmaThera. She is a certified ProfessionalSelling Skills Trainer and has conducted national sales trainings for manyorganizations. Kent, a native of Philadelphia PA, earned a bachelor of science inNursing from the University of South Carolina and specialized in PediatricOncology.

Mitzi Kent RN BSN – Biography

LIFEPOINT HOSPITALS: Who We Are• Founded in 1999• Leading healthcare provider in its

communities• Committed to keeping healthcare local• Financially strong - $5+ billion in

revenues• National footprint – More than 60

hospitals in 21 states• 38,500+ employees• 4,150+ physician relationships• Fully accredited by The Joint

Commission• Proven partnership strategies – 6 joint

venture partnerships

Quality ServicesClose to Home

Physician Relations Program Critical Success Factors

People

Training

Measurement Target physicians Activity tracking Results reporting

PhysicianFeedback

Sales Leader Dedicated Sales, focused on

Business Plan Standardized Sales rep selection,

job description, and compensation

Data-driven sales targets Robust CRM Some regular activity / volume

correlation

Formal process for ongoing hospitalCEO and Group Presidentengagement and issue tracking andresolution

Selling skills training for sales andleaders

National Physician Relations-at-a-Glance

Sale

s Te

am

1 National Sales Leader

1 Director of Sales

60 Physician Liaisons

•12 shared markets

• 9 Business & IndustryReps with contractWellness Works

• 15 Home Health andHospice Reps

Avg Targets per Rep: 50

Avg Calls per Day: 6

31,479 face-to-facecustomer calls in 2014

Activ

ity

Reps make over 7,200 callsper month ranging from:

•Calls with MD’s (61%)•MD Visits (46%)•MD-to-MD Visits (10%)•MD & Administrator

(5%)

•Physician Onboarding•Imaging Growth• Primary Care Growth

Identify and help solve1,377 issues annually

>80% resolvedsatisfactorily:

•Access•Clinical•Customer Service

Mar

ket

Cove

rage

Sales Reps target 3,000+Physicians

Other Targets include:•EMS/Fire Stations•Employers•Senior Care Facilities•Occ-Med

Physician Sales targets :28% of Primary Care36% of Specialists

Targets lists & call cyclesare segmented into:•Loyalists•Splitters•Non-Loyalists

Growth Team Documentation PEG GroupDocumentation

PRI- Targeted Visits Onboarding Issue Res

Physician Resource Initiative (PRI)

• Drive Incremental volume in services lines aligned with hospital strategic plans• Engage with physicians to support key hospital services• Connect physicians with physicians in support of the referral process• Communicate & collaborate with physicians to remove barriers to growth• Own issues and follow-up with timely resolution• Ask questions, provide feedback and identify new opportunities• Coordinate growth activities in collaboration with the CEO – be the right hand

on growth to the CEO

LifePoint’s Physician Relations Key Objectives

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LifePoint’s Team Approach

Key

Serv

ice

Line

s

Imaging ED

SurgeryReferral

Development/Primary Care

• Purpose: Profitable service line Growth• Data driven, action oriented, coordinated approach

– Key service line director involvement– Establish accountability for strategic initiatives

Strategy

Measure

Execute

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“Do what we do better”

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Growth Strategy

Strategy Tactics Project Owner CompleteDate Measurable Results

Create referral service that has clearfeatures and benefits that physicianoffices and patients value

• Coordinated effort with PRI, Admin, Directors and Staffaddressing and following up on any referral concerns

• Turnaround time of reports, and communication byradiologist to physicians

COOs, CFOsQ4 2014

Q3 2014

Incremental GrowthYOY

More efficient and flexible schedulingand registration

• Online registration and scheduling• Centralize into DRMC process for scheduling and

pre-reg/pre-certCOOs Q1 2015 Incremental Growth

YOY

Imaging healthcare access in Chatham • Development of imaging services and FSED Market CEO,COO-DRMC Q2 2015 Incremental Growth

YOY

Growth Strategy 3: Outpatient Imaging 2014 2015Est. Volume Impact

2015 Outpatient Imaging Strategies

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2015 Outpatient ImagingMarketing & Sales Tactical Plan

Mar

ketin

gM

arke

ting

Sale

sSa

les

Tactics (What are you specifically going to do?) Project Owner CompletedDate Budget Measurable Results

1. PreService Program - enrollment of new physician offices and follow-up with existing offices andresearch online scheduling for screening Mammography & extended scheduling hours

2. Creation of website and brochure/rack card for DDIC (focus on key differentiation points)3. Development of ordering guidelines for imaging studies & Quarterly Newsletter4. Bimonthly Meeting with Radiologist, COO & Managers to discuss Marketing of Practice5. Chatham – Open house, media stories, promotion of competitive pricing; mailer/fax blast to physicians6. Create collateral to promote Tomosynthesis for Breast Imaging / Breast CA Awareness

1. DB

2. KF & DB3. DB4. DB5. KF, DB & LS6. DB & LS

1. Q32. Q23. Quarterly4. Quarterly5. Q3-46. Q3

$500-website

$1,000-printing

$5,000-OpenHouse

Improved time>ThroughputEase of Schedule

Increase Referrals

Tactics (What are you specifically going to do?) ProjectOwner

CompletedDate # Calls Measurable Results

1. Routine Visits: Focus to be turnaround time of reports and how reports are received, feedback oncommunication by radiologists to physicians, connection to PACS

2. Breast Biopsy project – F/U Meeting with OB/GYN, Surgeons, & RADS to promote & improve process;further share information with PCPs

3. Schedule visits to focus on imaging service coordination: Target cardiology, ortho, oncology, surgery, neuro,PCPs, OB/GYN, other markets (Greensboro, Eden, Duke, Carilion, Centra)

4. Ease of scheduling for referral through Preservice Program to increase referrals from Danville and Out ofTown

5. Review Physician imaging referral patterns by modality, quarterly, and research any changes greater than 10%6. Saturday Imaging Screening Clinic: Vascular (Carotid & Leg), Chest CT, Screening Mammo w/ Dr. Sweezer,

Canver and Radiologist. Price individually and/or combination pricing7. Pending Tomosynthesis approval, regaining lost Mammography referrals to local and out of town facilities8. Perform in-service on Imaging procedures with Ortho group9. Participation at Wellness Works health fairs, sponsorships and other events

David

D,K&DPDavid

DB&DougDavid

D,K,DP,KF & LSDB DP

1. Ongoing

2. Q2

3. Q1/Ongoing

4. Q15. Q16. Q27. Q28. Q3

9. Ongoing

12 permonth

Monitor referrals –increase in surgicalprocedures

Monitor TAT

Keeps patients in localmarket

Increased outsidereferralsPost Screening furtherimaging> Lost volume

Sample Sales TacticPlan

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2015 Surgical ServicesMarketing & Sales Tactical Plan

Mar

ketin

gM

arke

ting

Sale

sSa

les

Tactics (What are you specifically going to do?) ProjectOwner Completed Date Budget Measurable

ResultsSL Target for Growth: GI, CV, Vascular, Spine, General Surgery, Ortho, GYN1. Branding Campaign – SL focus2. New CV Surgeon promotion3. Content update – website, scheduling services4. Support Sales with collateral pieces as needed5. Pad in Motion – provided to ortho patients6. LiveWell content weekly series & Media Stories - 6 articles total in 20157. Sponsorships/Events (see detailed plan)

LS,KF,KC

1. Q32. Q13. Q34. Quarterly5. Q16. Ongoing7. Ongoing

$50,000-BrandingCampaign

$60,000 – LiveWell

$20,000-sponsor/events

Websitemetrics

2% YOYGrowth

Tactics (What are you specifically going to do?) ProjectOwner Completed Date # Calls Measurable

ResultsSL Target for Growth: GI, CV, Vascular, Spine, General Surgery, Ortho, GYN1. New CV Surgeon ‘road show’2. Recruitment of Spine, GI, Ortho3. Director of Surgery and physicians ‘road show’ to focus on OR improvements and share market

data4. Focus visits on GYN & Breast surgical services with PCPs5. General Surgery – coordination of referrals between DPP & MPP; schedule dinner between groups;

schedule visits between surgeons6. Surgical Focus for one Medical Staff Quarterly Meeting/PEG7. Physician Satisfaction Survey - Trends, Action plan per Key Drivers, Priority Index Scores8. Utilize quarterly medical staff meetings to promote services/provide hospital update9. Quarterly event with office managers - “what can we do for you theme”

JA, AH, DS,DB,KC

1. Q12. TBD3. Q3 & Q44. Q25. Quarterly6. Q3/Q47. Q28. Quarterly9. Quarterly

12 calls – ‘roadshow’

20 per quarter

Increasedvolume –Axiom VolumeReport

# of physiciansmeetings inMarketWare

2% YOYGrowth

Sample Sales TacticPlan

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Sample ROI Report

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Sample Activity Dashboard

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Another Sample Dashboard

Growth Team Action Plan

Hospital Name: Clark Regional Medical Center

Date of Meeting: 23-Jan-15Date of Next Meeting: 27-Feb-15

DISCUSSION ITEM ACTION to be TAKEN OWNER DUE/DEADLINE COMPLETED NOTES1 Catch up/close out 2014

action itemsUpdate and complete all open2014 action items

team 1/14/2015COMPLETED

2 Registration H&P's pre-authorizations with Dr.Meek

Barb/Kay 5/1/2014 In Progress 4/1- Barb is working on the communication piece with thephysicians and anesthesiologists about the H&P authorizations

Volumes Sheri Volumes for 2014 was 48,135. This is a 10.2% increase over 2013Actuals of 43,249 Increase of 4,886

4 ICU Volumes Chris 1/21/2015Completed Volume for 2014 was 1566 and budgeted for 1874.

5 Cardiovascular ServiceVolumes

Chris 1/21/2015Completed Volume for 2014 was 10,024 and budgeted for 8,879.

6 Respiratory Service LineVolumes

Chris 1/21/2015Completed Volume for 2014 was 24,008 and budgeted for 23,901

7 Surgical Service Volumesincluding ENDO

Kay 1/22/2015Completed Volume for 2014 was 251,302 and budgeted for 221,906.

8 Surgical Service Cases Kay 1/22/2015Completed 2014 Cases 3382 compared to 2013 Cases 3011, 371 increase

9 Endoscopy Cases Kay 1/22/2015Completed 2014 Cases 2319 compared to 2013 Cases 1898, 421 increase

Growth Team – Take Action on Strategic Plan

Grow GI VolumeDirect Access Colonoscopy from ER began Q3 2014•Developed campaign for Direct Access Colonoscopy•Implemented process to ask patients in ED if they would like to becontacted about scheduling a screening

•Revised process to ask in Registration•Addressed efficiencies in OR and GI clinics•Resulted in 28% growth in Endo Volume

Worked with Dr. Reynolds andDr. McMenamin on project

Grow Outpatient Imaging Volume• PET Scanning started September 2014 – 20 visits in 2014• PRI/Radiology follow up visits to providers with decrease in order

volumes, thank you notes to providers with increased orderingvolumes

• Restructured registration/ central scheduling process resulting in15% increase in physician satisfaction

• Low Dose Lung CT Scanning starting Q1 2015• CT volume increased 20%• MRI volume increased 18.6%

Worked with Dr. McQuaide andDr. Anderson on project

Grow Surgery Volume•Joint Camp started in October 2014, Promoted Camponly program around like it incorporating Orthopedic Clinicprocess before surgery•Patient and caregiver feedback of camp is excellent•Ortho Inpatient Surgery volume up 20% since start of program•Excellent collaboration opportunity with our physician partners•Strengthened working relationship with office staff and hospitalsurgery schedulers, surgical team, marketing and physician liaison

Worked with Dr. Grau andDr. Heilig on project

Grow Neurology ServiceAccess

•TeleNeurology service started in ED in August 2014 PromotedService to EMS and outlying ED’s by Physician Relations Team•Inpatient Units are utilizing TeleNeurology service as well•Aug – Dec 2014 resulted in 42 admissions that would have beentransferred from ED•Resulted in $250K in new revenue•Reduced ED transfers for Neurology by half

Worked with Dr. Mogilevski andDr. Downs on project

2014 PhysicianRelations TeamSuccess Stories

Changing Emergency Medicine withTeleNeurology

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Questions?