SWOPE HEALTH SERVICES

SWOPE HEALTH SERVICES

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Exectutive Summary

Situation Analysis

Secondary Research

Primary Research

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INTRODUCTION

SWOT

Target Audience

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PLANNING

TABLE OF CONTENTS

Goals + Objectives

Strategies + Tactics

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EXECUTION

Predictions + Evaluation

Budget

Appendix

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CONCLUSION

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MEET THE TEAM

RJ SeidelPublic Relations

Meghan ScheehanAccount Executive

Alyssa Bower Creative Director

Zoe Jewell Media Director

Maddie NavePresentation Director

Will Nye Research Director

INTRODUCTION

Exectutive Summary

Situation Analysis

Secondary Research

Primary Research

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EXECUTIVE SUMMARY

Swope Health Services (SHS) provides healthcare to low-income and medically underserved communities in the Kansas City area. SHS is non-profit, Federally Qualified Health Center with locations throughout the Kansas City community. To expand the Swope Health Services Brand, Limestone Creative created the “Live Life to the Fullest” campaign to reposition SHS as the provider of choice for those seeking health and wellness services.

Our objective is to increase SHS’s patient population while also retaining current patients. Through the “Live Life to the Fullest” campaign, we hope to build lasting, beneficial relationships between SHS and the Kansas City community. Perception is a major challenge for SHS, both in the quality of services provided and of the patient population it serves. The perception of SHS must be altered in order to retain and increase patient population.

SHS also finds difficulty in maintaining relationships with current patients. The patient population often waits until they believe a trip to the emergency room is their only option, overlooking SHS as a provider that can address their preventive needs. SHS must better promote the importance of preventative care in order to retain and gain regular patients.

The “Live Life to the Fullest” campaign is designed to reach several goals by the end of 2017. The goals our campaign set out to accomplish are to increase the patient population at SHS from 39,000 to 45,000 by May of 2017, raise awareness of SHS by 20 percent by January 2017, establish relationships with two Kansas City retirement homes by January 2017 and to reduce the patient no-show rate by 20 percent by January.

Overall, this campaign is created to increase the integration of SHS into the Kansas City community. To achieve these goals, the “Live Life to the Fullest” campaign has suggested patient referral programs, a walking group, a mural for the Kansas City public to contribute to, texting reminders and more participation on social media. Our goal is to not only increase awareness about SHS, but to build relationships within the Kansas City community.

The “Live Live to the Fullest” campaign will begin with promoting a sense of community through word-of-mouth and interaction. By creating a “raffle for referrals” program at SHS, current patients, Millennials and Baby Boomers will be more inclined to discuss aspects of SHS. According to our research, word-of-mouth is an effective means of attracting new patients. Our hope with this idea is that it will get new

patients into the door through the current patient population. Referrers will be entered to win a Fitbit, as well as first-time patients.

Along with a raffle, SHS’s social media will be active with monthly stories from SHS patients. Social media is part of many Millennial and Baby Boomer’s daily lives. Facebook will feature “Stories of Swope” with pictures of a patient and a story about how they are living their life to the fullest. Through increasing visibility of SHS, digital boards will be implemented throughout the Greater Kansas City area to increase people’s interaction with SHS. The digital boards will provide SHS information, such as nearest locations, hours of operation and possibly recent “Stories of Swope.”

Continuing the initiative of living life to the fullest, there will be a mural and mobile clinic to establish the presence of SHS in the community. The mural will spread happiness and inspiration by allowing individuals to write with chalk what they live for. We’d also like to encourage pictures of the mural on social media, with posts featuring the hashtag #livewithSwope. To attract people to SHS, we would like the mobile clinic to offer screenings for blood pressure and other simple tests. This

will create an outlet to learn more about Swope and get new patients through the door. To further connect with different aspects of the community, we suggest developing a walking group for retirement homes. Based on our research, the Baby Boomer population needs to be encouraged to stay healthy. We would also like to reduce the no-show rate for current patients by implementing a text-reminder system so patients do not forget about their appointments. This campaign will run from May 2016 through May 2017. We would like to devote the entire year to increasing the patient population while also raising awareness. Our primary tactics will cost an estimated $39,000. We believe that these tactics will not only encourage new populations to visit SHS, but also retain the current patient demographic.

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Swope Health Services (SHS) is a Federally Qualified Health Center (FQHC) providing primary healthcare and behavioral health services to individuals in lower socioeconomic classes since 1969. As an FQHC, the center receives grants under Section 330 of the Public Health Service Act (PHS) and receives reimbursement from Medicare and Medicaid and other benefits. The sole purpose of an FQHC is to serve medically underserved areas and populations. Serving individuals in over 15 zip codes with nine locations in the greater Kansas City area, SHS focuses on patient-doctor interaction to ensure patients return regularly for healthcare. It is most important for SHS to focus on giving its patients the best care and doctor relationship because so many low-income individuals put their healthcare on the backburner.

WHAT IS SWOPE HEALTH SERVICES?

SITUATION ANALYSIS

SHS provides the following services:

Medical Services:

Immunizations

Health screenings

Eye exams

Physical examinations

Laboratory services

Radiology services

Wellness checkups

Treatment of ear,

nose, throat, cough

and respiratory issues

Pediatric Services:

Well-baby exams

Immunizations

Physicals

Treatment of chronic and

acute illnesses such as

asthma and diabetes

Prescriptions

Parent education

Behavioral Health Services:

Treatment of depression,

anxiety, bipolar disorder,

grief, schizophrenia, post-

traumatic stress, attention

deficit, hyperactivity and

conduct disorders

Other Services:

Transportation for

qualified patients

Healthcare outreach and

enrollment assistance

Health care home program

After hours clinic

OB/GYN Services:

Pregnancy testing

Well-woman exams

Prenatal and postpartum care

Minor surgical procedures

Family planning services

Preventative education

Treatment for HIV/AIDS and

other STDs

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SHS currently serves 40,000 patients whose demographics include 59 percent African Americans, followed by 26 percent Whites, 13 percent Hispanics and 2 percent of other races (e.g., Asians). Of these patients, 51 percent are uninsured and 35 percent have Medicaid coverage. it had 213,000 healthcare visits this past year. 80 percent live below the 200 percent Federal Poverty Level, which allows them to be eligible for sliding-fee discounts. This discount allows them to pay for prescriptions and appointments at a much lower cost.SHS is focused on maintaining its current population while attracting new patients who can afford insurance.

Target Audience

As part of the ever-growing health industry, SHS provides healthcare, costly by nature, to those who cannot afford it or are uninsured. According to data from the Kaiser Family Foundation, there are 16 federally-funded, federally qualified health centers (FQHC’s) in Kansas. These report to the federal Bureau of Primary Health Care (HRSA), unlike the approximately 100 FQHC look-alikes that are estimated to exist across the United States (kff.org, 2016). In our assigned zip codes on average 29 percent of the population is 18-34 years old. The percentage of average annual income below $25,000 varies from 35 percent to 55 percent (udsmapper.org, 2016).

Market Analysis

SHS faces several challenges involving its image and awareness. People see SHS as a low-quality provider of basic health needs. SHS needs to fight the image that it is only basic healthcare providers for the uninsured poor, and differentiate itself from other organizations that provide perceivably similar services, such as urgent care or minute clinics. Of those who are aware of SHS’s services, many wait too long to address their health issues. At times, when patients finally decide they must visit the doctor, their condition has worsened to the point where they believe the emergency room is a smarter, cheaper option. SHS must better promote its wide range of services in order to combat this costly misstep. Furthermore, SHS must better promote the importance of preventative care and its expertise therein. When patients do utilize SHS’s services, oftentimes SHS has a hard time building lasting relationships with them. SHS must establish a system of regular contact with patients to remind them of the services available, and to retain them for future, and hopefully more frequent, services.

Challenges

It is imperative that SHS take action immediately; there is an increasing perception among low-income individuals that preventative healthcare is not important. SHS must reposition itself as the provider of choice for those seeking health and wellness services.

To do this, SHS must educate the audiences of the importance of preventative healthcare and how SHS can play a critical role in improving each patient’s overall health and wellness. Additionally, the perception of SHS must be changed to one that reflects the high-quality, convenient services that SHS provides in order to retain more patients. SHS provides excellent services, it just needs to communicate them and their importance to those who matter most.

Take Action Now

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SECONDARY RESEARCH

Swope Health Services provides comprehensive care to patients in the Kansas City area, regardless of their ability to pay. While its services are vital, SHS needs help to grow its reach and better serve the community. This section presents organized information from secondary sources relevant to SHS and the challenges it faces.

Swope Health Services (SHS) mission is to provide medical services to underserved communities in the Kansas City metropolitan area. As a federally qualified health center, SHS generally serves working class individuals and has dedicated employees available to help patients through the process of becoming insured. SHS hosts open enrollment events annually and community events are regularly held to educate its patients on how to make the most of their insurance benefits. The New Access Point grant put into place in 2011 is an program aimed at improving America’s “underserved communities vulnerable populations by assuring access to comprehensive, culturally competent, quality primary health care services.” SHS locations qualify as access points because each is a “full-time service delivery site for the provision of comprehensive primary and preventive healthcare services that will improve the health status and decrease health disparities of the medically underserved and vulnerable populations to be served” (hrsa.org). Not only is there a high level of need in the Greater Kansas City area, but the employees of SHS also find joy in helping individuals obtain the healthcare they need. With operating hours every weekday starting at 8:30 a.m. and six different service locations provided, (clinic, behavioral health, PromptCare, dental services, emergency walk-in services and pharmacy), SHS’s main location is the perfect exemplar of an access point (Swope, 2016). The center represents the mission statement of SHS: to improve the health and wellness of the community by delivering accessible, quality and comprehensive patient care.

BACKGROUND ON SWOPE

SHS’s current patient demographic is 59 percent African Americans, 26 percent Whites, 13 percent Hispanics, and 2 percent other races. 80 percent of patients live below the 200 percent federal poverty level ($23,540 or less for a single person; $48,500 or less for a family of four) (Kansas, 2016). Also, 51 percent of current patients do not have healthcare and 31 percent are on Medicaid. These statistics reveal that a majority of patients have to pay for their healthcare out of pocket. However, if a patient is below the 200 percent federal poverty level they will be eligible for a sliding-fee discount, which allows patients to have a portion or all of their bill paid. In this way are the majority of patients at SHS able to afford their healthcare. Our target zip codes are 64106, 64108, 64109, 64110, and 6411, all within the Kansas City area. Each zip code has a particular demographic makeup that helps to define its populations specific wants and needs when it comes to healthcare. This allows us to focus on the specific age range/generation most found in these areas. The majority of the population in these zip codes falls within the ages of 18-34, providing the basis for the target audience of SHS Millennials (udsmapper). Those over the age of 65, categorized as the Baby Boomer generation, make up 14.5 percent of the Kansas City population (Population estimates, 2015). This group often requires health services more frequently, making the Baby Boomer demographic a lucrative secondary audience. This information will allow us to create targeted tactics based on our findings.

Current Patient Population

$48,500 or less for a family of four

$23,540 or less for a single person

200 Percent Federal Poverty Level

Those over the age of 65 make up 14.5 % of the Kansas City population (Population findings, 2015)

80% of patients live below the 200 percent federal poverty level

51 % of current patients do not have healthcare

31% are on Medicaid

African Americans

Whites

Hispanics

Other

59%

26%

13%

2%

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The National Institute of Health recommends adults receive annual or bi-annual check-ups by a physician to monitor health and check for early signs of disease.

Despite this, The U.S. Census Bureau says during 2010, 33% of men and 22% of women did not visit a medical care provider (PublicHealth.org, 2016).

Preventive healthcare, such as healthy diets, exercise, vaccinations, check-ups and routine tests and exams, is essential to good health. 40% of mortalities in the United States stem from preventable causes.

The USDA classifies our target zip codes not only as low income areas, but also where at least 33% of the population live over a mile away from the nearest supermarket. (this is also called a food dessert).

As the target Millennials age, they make their own decisions about healthcare. Unfortunately, many will ignore preventative healthcare as part of their routine. Preventive healthcare, such as healthy diets, exercise, vaccinations, check-ups and routine tests and exams, is essential to good health. 40 percent of mortalities in the United States stem from preventable causes (Insweb, 2016). While high, this statistic can be reduced by following simple guidelines.

The National Institute of Health recommends adults receive annual or bi-annual check-ups by a physician to monitor health and check for early signs of disease. Despite this, The U.S. Census Bureau says during 2010, 33 percent of men and 22 percent of women did not visit a medical care provider (“Preventive Care”).

Some preventative healthcare can be monitored without regularly visiting a physician. Healthier eating habits is one method that combats a range of diet-related diseases, such as cardiovascular disease or diabetes (“Access to Affordable and Nutritious Food”, 2015). Unfortunately, not every area has immediate access to affordable, healthy food. The USDA classifies our target zip codes not only as low income areas, but also as food deserts, defined as areas where at least 33 percent of the population live over a mile away from the nearest supermarket. These disadvantaged areas also face the problem of low vehicle access. The USDA classifies areas with low vehicle access as those with more than 100 households in a zip code having no access to a vehicle and being over a half mile away from the nearest supermarket (Ver Ploeg, 2015). Residing in areas recognized as low income, food deserts and low vehicle access, our target audiences face substantial barriers to obtain healthcare of any kind.

Preventative Healthcare

Seeking preventative healthcare is not a priority among low-income patients. While they associate preventative health with eating healthy and staying active, they often do not have the resources to eat nutritional foods and exercise regularly. The current patient population delays preventative healthcare measures and waits until there is an emergency to seek treatment from clinics. This in turn, puts them at risk for poor health outcomes and further need for treatment services.

Low-income persons often perceive preventative medical healthcare measures as too expensive to afford because they do not have health insurance to cover their visits. They believe that a visit to the emergency room will be cheaper than visiting a clinic every few months for a check-up (Fleary, 2013). They also believe that if they visit the doctor for a check-up, they will be told that they have a serious health condition that will require extensive treatment (Keller, 2016).

Residents in our assigned zip codes also have a difficult time regularly obtaining healthy food. In these food deserts, the population often opts for cheap, fast and less healthy food out of convenience. The population may be aware that these options are less healthy, but they are often left with little choice. These more immediately convenient choices come at the expense of the population’s overall health (“Access to Affordable and Nutritious Food”, 2015).

Current Market’s Perception of Preventative Healthcare

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SHS offers preventative health education for medical issues such as high blood pressure, asthma and diabetes.

One in three Americans have high blood pressure, according to report on HealthFinder.gov. By taking steps to lower blood pressure, the risk of heart disease, stroke and kidney failure is reduced (“Get Your Blood Pressure Checked”).

Asthma is a chronic, incurable disease. Using an inhaler only treats the symptoms and not the cause. Untreated asthma can permanently damage airways, so it is important to learn about preventative treatments before the symptoms occur (Griffin).

Learning about preventing diabetes is essential because it can delay or prevent diabetes altogether. Patients can be tested for diabetes, but have a higher possibility of getting diabetes if they are overweight or obese, have a family member with diabetes, have high blood pressure or abnormal cholesterol. African Americans, Pacific Islanders or Hispanics are also more likely to be at risk for diabetes (“Preventing Diabetes”). 9.5 percent of the adult population of Kansas has a form of diabetes and 10 percent of Missouri’s adult population has a form diabetes as well, according to the U.S. Diabetes Surveillance System.

Why this pertains to current market or future patients

MEDICAL PREVENTATIVE HEALTH SERVICES

Physical examinations and sports physicals

Eye Exams

Labratory Services

Immunizations

includes the flu vaccine

Despite the reservations of the target market, SHS provides a variety of services, regardless of a patient’s ability to pay. SHS provides the following services to everyone:

Radiology Services

Health screenings

Preventive health education

Well-men check-ups

Well-women check-ups

including tips on managing chronic conditions such as asthma, diabetes and high blood pressure

(clinical breast exams, mammograms)

(prostate exams)

including tests for HIV/AIDS, STDs and tuberculosis (TB)

SHS also offers immunizations to prevent numerous diseases. It is important to prevent these diseases by getting immunizations to prevent an outbreak of disease (“Vaccines and Immunizations”).

Eye exams are important to get yearly eye exams because when detected early vision problems are easier to treat and loss of vision can occur if untreated over time (“Comprehensive Eye and Vision Examination”).

Women’s and Men’s wellness exams can detect early cancers. By catching cancers early more treatment options are available and can prevent the cancer from spreading (“Preventive Health Screenings for Women”).

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In 2016, about 4,120 women will die from untreated cervical cancer and about one in eight women will be diagnosed with invasive breast cancer. SHS provides comprehensive and advanced care for women ages 10 and older. Daily, the OB/GYN clinic sees the most traffic. According to the 2015 American Community Survey, women account for 52 percent of the total population in the Kansas City area (Kansas City). It is recommended by the United States Department of Health and Human Services that women receive a well-woman check up once a year. At this visit, women obtain the recommended preventive services that are age-and-developmentally appropriate. Women also receive breast and cervical cancer exams at well-woman exams. Women widely recognize cervical cancer screening via the Pap test as an important health behavior. Little research, however, has explored knowledge regarding Pap testing among socioeconomically disadvantaged women, and even less has focused on women undergoing routine screening in the general clinic setting (Breitkopf, 2005). According to the Center for Disease Control and Prevention, in 2000, 81 percent of U.S. women aged 18 and older had received Pap testing within the preceding three years, although screening rates were lower among Hispanics, poor and less educated women. In a study done

Why this pertains to current market or future patientsOB/GYN Preventative Health

SHS provides the following OB/GYN services:

Minor and major surgical

procedures

Well-woman exams

Family planning services

Prenatal and postpartum care

Preventative education and

treatment

Pregnancy testing exams

for HIV/AIDS and other STDs

In 2016, about 4,120 women will die from untreated cervical cancer and about one in eight women will be diagnosed with invasive breast cancer.

by the University of Texas Medical Branch, large proportions of a sample of 338 women answered incorrectly to questions pertaining the purpose of Pap testing. Some thought Pap testing had to do with checking ovaries and testing for sexual diseases, although the majority of the sample knew that the purpose of Pap testing is to check for cancer. In all, minority women and those of lower socioeconomic status had poor understanding of Pap testing (Breitkopf, 2005). Preventative care and knowledge of the situation may assist in early diagnosis and prevention in women. STD testing is also important for women to receive frequently as more than half of people in their lifetime will receive and STD/STI. Family planning services as well as prenatal/postpartum care is important for these women to ensure the health of their baby. Prenatal and postpartum care is very important when a woman is expecting and recently gave birth. In 2013, six percent of Missouri women and four percent of Kansas women received late or no prenatal care during their pregnancy (Kansas & Missouri). Once a woman conceives, she should “typically

attend regular prenatal visits seven to 11 times per pregnancy” (Gryzbowski, 2005). The first visit should occur within the first trimester. Counseling about the risks of smoking and alcohol and drug use are to be given and information about care issues such as breastfeeding are discussed. In the postpartum period, women are susceptible to postpartum haemorrhages, genital infections, complications with the urinary tract, psychological problems and a number of other concerns, which need to be addressed in regular checkups. Appropriate care for a woman and her newborn is also addressed in regular checkups in the postpartum period (“Postpartum Care of the Mother and Newborn”).

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Children require higher levels of care than adults. Physicians recommend several immunizations for children before reaching age six, in addition to annual check-ups. At least 24 visits to the doctor are recommended for proper health before a child turns two years old.

Despite the necessity of these services for children, the U.S. Department of Health & Human Services says 10 percent of children do not receive the proper level of preventive medical care (“Preventive Care”). Factors contributing to children not receiving proper health care:Poverty: Poverty is associated with higher rates of poor health and chronic health conditions in children. Children in poverty have higher rates of poor nutrition, hospital stays and days missed from school due to sickness. Parents of these children more frequently rate their child’s health as “fair” or “poor” than do financially stable parents (Wood, 2003).

Language barriers: One quarter of Spanish-speaking parents defer treatment for their child because of communication issues with healthcare providers. Additionally, children from Spanish-speaking families are less likely to have a usual source of healthcare (Clemans-Cope, 2007). Hispanics make up 13 percent of SHS’s patients.

Why this pertains to current market or future patientsPediatric Preventative Care

SHS’s expert pediatric staff provides a complete range of health services, including:

Parent Education

Well-baby exams

Immunizations

Prescriptions

Treating chronic and acute illnesses

Physicals

such as asthma and diabetes

At least 24 visits to the doctor are recommended for proper health before a child turns two years old.

This pertains to the current dental care market because it allows SHS to offer a unique additional service in dental care that its competitors cannot, potentially drawing in new patients if the appeal is strong enough. However, currently SHS has a backlog of patients who need to be treated; due to this, they do not want to push awareness of their dental care services at this time.

SHS offers continuing oral health education, an outreach program they use as an alternative to advertising to comply with FQHC regulations. Competitors of SHS, like the KC Care Clinic among others, offer some, but not all of the same dental services that SHS does. SHS staff confirm that currently SHS’s dental clinic serves only children and pregnant women with Medicare, due to the backlog of patients that it currently has to serve. A 2015 oral care report found that only 45 percent of Americans currently have dental insurance and only 30 percent have visited a dentist within the past 12 months (“Marketing Health to Blacks and Hispanics”). This trend is reflected in consumers with dental insurance and those without, implying a significant lack of concern over dental health compared to other forms of healthcare, such as pediatric or OB/GYN. The same report found a significant group of parents exhibit some form of confusion over what constitutes proper oral care for children. “Parents who are already confused over fluoride claims are receiving no clarification or guidance by brands since product claims differ just as much as professional opinions”. This presents an opportunity for a healthcare organization to educate parents on which ingredients are safe and which are not, the kind of education that SHS emphasizes strongly in its marketing technique.

Why this pertains to current market or future patients

Dental Preventative Care

SHS provides the following dental services:

Extractions

Cleaning

Crowns and dentures

Sealants

Oral health education

Fillings

A 2015 oral care report found that only 45 percent of Americans currently have dental insurance and only 30 percent have visited a dentist within the past 12 months (Mintel, 2015).

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BEHAVIORAL HEALTH PREVENTATIVE CARE

SHS Competitors With Behavioral Care

Without Behavioral Care

KC Care ClinicSamuel U. Rodgers Health CenterHealth Partnership ClinicJaydoc Free ClinicMercy & Truth KCK Clinic

Duchesne ClinicSilver City Health CenterSouthwest Boulevard Family Care Health Services for Greater Kansas City

SHS provides community support services. SHS offers outpatient treatment for:

Depression, Anxiety, Schizophrenia, Bipolar disorder, Grief, Post-traumatic stress, Attention deficit, Hyperactivity, Conduct disorders

SHS has programs targeted to specific mental health needs and offers the following support services: Psychiatric evaluation and medication services, Psychological testing, Prevention programs, Crisis intervention, Intensive in-home consulting for all family members, Support groups for all ages, Support services in the schools,

Domestic violence intervention

Supportive services for the chronically mentally ill, including housing options (group homes, apartments) and day programming

Mental Health Court

Behavioral health is a term that encompasses the full range of mental and emotional well-being—from the basics of how we cope with the day-to-day challenges of life, to the treatment of mental illnesses, such as depression or personality disorder. Substance abuse disorder and other addictive behaviors also qualify under behavioral health. There are different methods to treat different behavioral health problems. Most notable are outpatient services, community support services, group homes for inpatient services and substance abuse services (“What is Behavioral Health?”). Outpatient services include treatment for depression, anxiety, schizophrenia, bipolar disorder, grief, post-traumatic stress, attention deficit, hyperactivity and conduct disorders. Specific services that SHS offers targeted to specific mental health needs include psychiatric evaluation and medication services, psychological testing, prevention programs, crisis intervention, intensive in-home consulting for all family members, support groups for all ages, support services in the schools, domestic violence intervention and housing options for the chronically mentally ill (Swope Health Services).

Three out of four of SHS’s primary competitors offer behavioral healthcare services. As a competitor, SHS offers it as well and must continue to push awareness of that offering to the public. A 2014 report by Rutgers about the role of behavioral health conditions in avoidable hospital use and cost examined the extent of behavioral health diagnoses among high users of hospital care and people with potentially avoidable hospitalizations. It found that there was a high rate of behavioral diagnoses among patients in inpatient services at hospitals in 13 low-income areas of New Jersey. This could indicate that a similar trend exists within the new access points (NAPs) served by SHS. By emphasizing the financial savings attainable by using the behavioral health services at SHS, our client can increase its value to healthcare consumers (Chakravarty, 2014).

Why this pertains to current market or future patients

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Primary Competitors

Truman Medical Center (Trumed.org)- services offered:

TransportationPreventative Health EducationAsthma & PulmonologyBehavioral HealthBirthing Cancer Center / OncologyCardiologyChiropractic ServicesDiabetes & EndocrinologyEmergency CareGastroenterology (GI)

Hernia CenterInfectious DiseasesMedical Pavilion at Hospital HillNeurologyNeurosurgeryObstetrics & GynecologyOral Maxillofacial SurgeryOrthopaedicsPodiatryPrimary Care

Samuel U. Rodgers Health Center (RodgersHealth.org)- services offered:

Southwest Boulevard Family Health Care Services of Greater Kansas City (swbfhc.org):

Kansas City CARE Clinic (kccareclinic.org) - Services offered:

General Medical Services (Including Treatment for chronic illnesses such as HIV, Hep C, Transgender, Diabetes, etc.)ObstetricsPediatricsOphthalmologyChiropracticMental Health TherapyDental CareFQHC status

Adult & Senior CareBehavioral HealthChildren & Adolescents’ HealthDental ImagingOB/Prenatal CarePharmacyPodiatryWIC Program (Women, Infants & Children)Women’s HealthFQHC status

General MedicineTesting & ScreeningHIV Primary CareHIV Case ManagementEducation, Training and AssistanceBehavioral HealthSupport GroupsDental ServicesPediatric ServicesAdult and Senior Health ServicesFQHC status, obtained grant in Oct. 2015, benefits provided to patients through their Sliding Fee Payment program based out of their Midtown location.

RadiologyRehabilitation ServicesOphthalmology ServicesSurgical ServicesTrauma ServicesUrologyPharmacy ServicesChronic Disease ManagementFQHC status, benefits offered to patients through their TMC Discount program.

Secondary Competitors

Walgreens Healthcare Clinic (64128) MinuteClinic

Offers immunizations, physicals, blood pressure, cholesterol and diabetes screenings, treatment to minor injuries and common illnesses. These clinics offer their own pharmacy. (Walgreens.com)

Located within CVS locations, offers treatment for minor illnesses and injuries, screenings, vaccinations, wellness exams and physicals. Open until 9 p.m. Does not offer discounts for uninsured. (cvs.com)

Among its competitors, Samuel U. Rodgers Health Center is the most similar to SHS because it is an FQHC offering similar services and convenience. Samuel U. Rodgers offers behavioral healthcare, dental, and an in-house pharmacy, substance abuse treatment and healthcare for children, adults and seniors. It also provides transportation for patients; however, it is only available for those who live within a five-mile radius of its locations. Patients there pay a sliding scale flat fee based on their income, meaning they will pay anywhere from $35 to $125 for services, depending on what percentage they are below the Federal Poverty Line (RodgersHealth.org).

Similar to Samuel U. Rodgers, SHS provides a sliding fee discount on services depending on the patient’s income. SHS also offers an after hours clinic open until 8:15 p.m., while Samuel U. Rodgers closes its doors, depending on the service and the day, between noon and 8 p.m.

Overall, although these two clinics have similarities, SHS offers more to patients by providing better transportation options, an after hours clinic and discounted rates tailored to individuals rather than a flat rate. SHS and Samuel U. Rodgers were the two most common health centers patients used within our zip codes.

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Repositioning

SHS must reposition itself in the minds of its target market in order to better serve their needs. The case of Hillcrest Health Center in Tulsa, Oklahoma, provides a classic example of how effective brand positioning can turn the fortunes of a struggling hospital. Hillcrest needed a way to not only stand apart from competitors in the saturated Tulsa healthcare market, but to also stand above them. Hillcrest had to make deep connections with those who mattered most. Simply from the nature of the business, hospitals have incredible stories. Hillcrest is no exception to this rule. However, many of these positive tales go unnoticed by the communities hospitals serve. Many communities do not hear how their neighborhood hospital helps people they grow up with and care about. This phenomenon can be intensified by the fact that many consumers of a hospital’s services keep their stories to themselves, or expound mainly on the difficulties involved in having to stay at a hospital in the first place. The key to building awareness of a hospital in its community is to brand from the inside out. The often-large staff of a hospital lives in the community it serves. Their tales of long hours, sacrifice and service are just as noteworthy as the stories of excellent treatment their patients tell. This method

lets the community know that staff treating their families are real, relatable people that care about their well being. This also shows the Hillcrest staff that their sacrifice is recognized and appreciated. Hillcrest used this tactic in a line of new posters as part of the strategic campaign that turned its image around. Furthermore, this tactic should not solely include the doctors and nurses that work inside the hospital. First-responders, who are often already viewed as heroes in their community, should be included in this group. The hospital associates these everyday heroes with themselves as part of their campaign. Using the methods that have seen success in repositioning the brand of Hillcrest Health Center in Tulsa, SHS can reposition its brand to see increased awareness in the Kansas City area.

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PRIMARY RESEARCH

To further our secondary research findings, we progressed onto primary research. To accurately gather information for our primary research goals, we conducted a series of interviews on Millennials in the Kansas City area and employees of SHS. As a class, we conducted an exit survey to gauge the perceptions of SHS from current patients. Finally, we conducted a survey on the general public in the Kansas City area to gain information about how healthcare providers are chosen and the current public perception of SHS.

Dan Gillen Paige Kovarik, 23

For a better grasp on SHS, Limestone Creative interviewed Dan Gillen, a nurse practitioner in the yellow clinic at SHS.

Gillen believes SHS offers the best care for uninsured patients. The underinsured and uninsured have a limited number of places where they can seek healthcare and often are at a disadvantage for the quality of service provided to them. Gillen, who served as a nurse practitioner at three other providers prior to SHS, believes SHS provides the same quality of care found at private practitioners. SHS is unique because it has one central location that houses all services, as well as satellite clinics in the communities. An additional factor that makes SHS unique is the patients. Gillen feels that SHS goes out of its way to accommodate patients as best it can by connecting them with transportation, food, clothing and healthcare services.

When asked what his favorite part was about working at SHS, Gillen replied it was a combination between his co-workers and patients. To Gillen, all of his co-workers work at SHS because they genuinely enjoy improving the health for people who need it most. He loves inspiring others to make lifestyle changes and putting patients on track for a healthier life, one small step at a time.

To learn more about Millennials’ perception of preventative healthcare, we interviewed a young Kansas City native. Paige Kovarik recently found full-time employment and moved from her family’s residence. Faced with the expenses of living on her own, we believe Paige Kovarik is a good candidate for SHS services.

Kovarik currently resides in zip code 66206 and is fully covered by an insurance company based in Kansas City. Kovarik believes preventative healthcare means being prepared and doing what she can to ensure she remains healthy and does not get sick or have any medical issues throughout the year. Kovarik believes that healthcare is very important for Millennials and that Millennials should adopt healthy habits early on to ensure a healthier life later. She expressed that her 20s are the unhealthiest years because of alcohol consumption and smoking. Because of this, it is important to seek health check-ups to ensure serious damage has not been done. Kovarik thinks people should receive check-ups annually. Kovarik’s insights were relevant because it validates our assumptions that Millennials would make for a great secondary audience and why preventative health services would be important for Millennials.

INTERVIEW FINDINGS

Hannah Hall, 23 Abby Melgren, 23

For our secondary audience’s needs, we wanted an insight into why Millennials seek preventative healthcare. We interviewed Hannah Hall, a 23-year-old woman in Lawrence, Kansas. Hannah Hall currently resides in zip code 66044 and has full health coverage provided by her family until she turns 26.

Over the past year, Hall has visited a healthcare clinic for a physical, strep throat, a cough, a sinus infection and an ear infection. Hall believes everyone aged 18-34 should visit a physician at least once a year for a check-up. When asked what was important when seeking a healthcare provider, Hall responded that it was important to find a healthcare provider who she can feel comfortable around and build a long-term relationship with. She stressed the importance of finding a provider who she could be open with and relay her personal health needs without feeling uncomfortable.

When seeking healthcare needs, Hall would ideally like to schedule an appointment 3-5 days in advance. She believes a doctor’s appointment, in total, should take from 60 to 90 minutes but understands that certain times of the day are busier than others. This information was helpful to us because it gave us an insight into which services Millennials are currently seeking and what qualities Millennials look for in a healthcare provider.

To understand why many Millennials do not get annual physicals, we interviewed 23-year-old Abby Melgren who is currently living and working in the Kansas City area. Her zip code is 64111. Though she has insurance through her work, Melgren does not go to the doctor for annual check-ups. When asked what is important when looking for a healthcare provider, Melgren expressed she does not need to go to the doctor in her 20s because she is young and healthy. However, she does think it is important to have healthcare in case she gets sick. Melgren considers healthcare important when illness is present, rather than as a preventative measure.

The conducted interviews gave us valuable data into Millennials’ perception of preventative healthcare. Most participants valued preventative healthcare, however, some valued healthcare as something that is important only when one is ill. We gained insight into the preferred qualities young Millennials look for in a provider. We also gained perspective from an employee of SHS and why he feels SHS stands out from competitors.

INTERVIEW TAKEAWAY

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To gain the current patient population’s perception of SHS, we conducted a series of exit surveys with patients who were finished with their appointments. As a class, we were able to interview 162 patients . The survey consisted of 18 questions based on their perception of the services SHS provides. Through the survey, we aimed to find ways to make SHS better and look for ways to improve patient retention rates.

Demographics

Not all participants completed this section of the survey, the following results are based on the number of participants who responded.

PATIENT EXIT SURVEY FINDINGS

Forty-eight percent of individuals surveyed were in the age group of 51-65 years old. Eighteen percent of participants were in the age group of 36-50 years old. Seventeen percent of participants were in the Millennial age range of 18-35. Lastly, the rest (n=97) were in the age range 66-75, just above six percent (n=97).

Nineteen percent of respondents live in our designated zip codes of 64106-64111. The zip code with the most patients in our designated zip codes was 64109 (n=33, 30%).

The majority of patients (n=54, 37%) stated they were unemployed. There was almost an equal number of participants who were full time (N=30, 21%) and part-time (n=29, 20%).

Women were prevalent as respondents (n=87, 59%) and men lesser so (41%).

Majority of respondents were ‘African American’ (n=110, 74%) and ‘White’ (21%). The least prevalent were ‘Hispanic or Latino’ (3%). An interesting aspect of demographics is that the receptionist made a point to tell group member Madeline Nave that SHS sees all types of ethnicities--not just African American and White. While that does not necessarily apparent in our data, it is important to realize SHS is all inclusive and caters to all ethnic groups.

The majority of the patients surveyed used Medicaid for insurance coverage (n=64, 42%). The next predominant answer was ‘None’ (n=35, 23%).

Medicaid

No insurance

42%

23%

Patient Insurance

Perception of Healthcare

Positive Perception of SHS

A majority of patients were most likely to strongly agree with thefollowing statements:

I consider healthcare a priority on a daily basis (n=89, 56%), positive interactions with a medical professional would make them want to see the same provider in the future (n=101, 63%), it is convenient to have primary care and behavioral care in the same facility (n=104, 65%), I feel a personal connection with my healthcare provider (n=69, 43%) and staying healthy is important (n=118, 74%). Patients were most likely to disagree that they have difficulties paying for healthcare (n=72, 45%) yet the second most common response was patients agree to (n= 68, 43%) finding difficulty paying their healthcare bills.

Patients were most likely to disagree with the following statements:

I find it hard to keep my appointments (n=51, 32%), following my treatment plan is sometimes difficult (n=66, 42%), I find it difficult to fill my prescriptions (n=67, 43%) and when choosing between healthcare expenses and daily expenses I choose healthcare more often (n=50, 32%).

Overall, current patients at SHS feel personal interactions are most important when choosing a healthcare provider and the price of healthcare is a concern.

Out of the 156 patient responses, a majority (n=70, 45%) of patients drove themselves to SHS, followed by public transportation (n=36, 23%). Patients were most likely to visit SHS for medical appointments (n=45, 28%) or for other reasons (n=46, 29%) such as the pharmacy (n=25).

Patients were most likely to describe their services at SHS as excellent (n=78, 48%), followed by very good (n=41, 25%). When patients were asked what could make their visit better, the most common suggestions were to have less wait time (n=59, 38%) and the ‘other’ category. The ‘other’ category was compiled of patients specifying improvements such as less wait time in registration, more staff and more transportation.

Patients said the most common reasons they continue to use SHS for their healthcare needs was for its convenient locations (n=89, 56%), the affordability (n=72, 45%), they feel they are treated with respect (n=58, 36%) and the interactions with healthcare providers (n=53, 33%).

Patients were most likely to hear about SHS from a friend or a family member (n=84, 55%). Patients also heard about SHS through their relative mission shelter, caseworker or other hospitals such as Truman Medical Center.

Patients agreed that SHS is their first choice in healthcare (n=124, 78%), that SHS offers the same quality care found in private healthcare (n=112, 70%), that the non-medical staff at SHS is professional (n=143, 89%), that the medical staff at SHS is qualified (n=147, 92%). Patients also agreed that SHS is a valuable asset to the Kansas City community (n=151, 94%) and that SHS providers know a lot of important information about their medical history (n=135, 84%).

Nearly half of the patients said they had missed an appointment (n=78, 49%). Of the patients that missed appointments, the most common reasons they missed appointments were because they forgot about it (n=19, 22%), a scheduling conflict (N=17, 20%), not being able to find a ride (n=16, 19%) and the most common response was ‘other’ (n=35, 41%). Of the 35 patients that responded with ‘other,’ the most common reason patients specified they had missed an appointment was because of bad weather (n=9).

It can be assumed from the data that SHS patients are loyal to the organization.

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Perception Of Healthcare Logo

When patients were asked to look at the SHS logo, 40 percent of patients noted they immediately thought of healthcare (n=63). When patients were asked if the SHS logo communicates a high-quality healthcare center to them, 72 percent agree or strongly agree (n=153). Lastly, whether the SHS logo accurately represents the healthcare industry, 73 percent chose strongly agree and somewhat agree (n=154).

Regarding changes to the SHS logo, many respondents said it was fine how it was. Of the respondents who had an opinion in enhancing or changing the logo, most said to make the logo bigger. Many others noted possibly a change of color to make it ‘pop’ could be successful in enhancing the logo. Also, somehow adding some sort of medical symbol would enhance the SHS logo’s connection to healthcare.

In all, patients associate the SHS logo with healthcare and a welcoming community. They also do not want to drastically change the logo, but to possibly enlarge the emblem.

Exit Survey Takeaway

Current patients at SHS are very pleased with the care they are currently receiving. Patients value SHS because of its convenience, affordability and they feel they are treated with respect. To improve SHS, patients would like less wait time for their appointments.

As a class, we created a joint class survey to conduct with the general public to continue our primary research exploration. The survey was conducted online through Qualtrics, an online survey service tool. Our goal was to gain an understanding of what makes an ideal healthcare provider and what factors go into choosing a healthcare provider. We also wanted to gather data about how aware the general public is of SHS and what their current perceptions are. In total, we were able to gather valuable insight from 252 participants.

GENERAL PUBLIC SURVEY FINDINGS

Demographics

Not all participants completed this section of the survey. The following results are based on the number of participants who responded.

Participants were most likely in the age group 18-35 (n=30, 30%). The second most common age group was 35-50 (n=28, 28%).A majority of participants who completed the survey were women (n=159, 63%).

When asked to describe their ethnicity, participants were most likely to describe themselves as ‘White’ (n=218, 87%). The least common ethnicity of participants was ‘Hispanic or Latino’ (n=1, 1%) and ‘Native American’ (n=1, 1%).

Regarding employment status, the largest group of participants said that they are working full-time (n=93, 37%). The other most common responses were retired (n=74, 29%) or unemployed (n=51, 20%).

The largest majority of respondents said their total household income was somewhere between $50,000-$74,999 in 2015 (n=58, 23%). Only eight percent of respondents said they make over $150,000.

The largest majority of participants have employee-sponsored insurance (n=112, 44%). The second most common was Medicare (n=62, 25%), followed by private insurance (n=38, 15%). Only seven percent of respondents did not have insurance at all.

Sponsored insurance

Medicare

Private insuracne

No insurance

44%

25%

15%

7%

Participant Insurance

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Healthcare Perceptions Among the General Population

Qualities of a Good Healthcare Provider

Healthcare Trends

Sixty-eight percent indicated that they strongly agree that where they get their own healthcare is important to them (n=171).

Sixty-five percent indicated that they strongly agree that where their families get their healthcare is important to them (n=163).

Seventy-six percent indicated that they strongly agree that it is important to maintain their own health (n=192).

Seventy-six percent indicated that they strongly agree that preventative healthcare (cancer screenings, preventive visits, dental exams and vaccinations) is important (n=191).

Sixty-two percent indicated that they strongly agree that they see their healthcare provider for a physical or checkup every year (n=158).

Seventy-six percent indicated that they strongly agree that it is important to maintain their family’s health (n=193).

When evaluating a good healthcare provider, respondents prefer a provider who listens to, cares for and respects their patients (33%, n=41). Respondents also look for a properly trained doctor who seems qualified and stays up-to-date with current medical practices when choosing a medical provider (16%, n=20).

Ninety-one percent of respondents have visited a healthcare provider at least once in the past year (n=230). The leading services provided to the respondents were medical (n=208, 83%), followed by yearly check-ups (n=182, 72%) and dental (n=181, 72%). Seventy-nine percent of patients agree that they generally receive care from the same provider for medical needs.

When selecting a healthcare provider, respondents were more likely to gain information from a family or friend (66%, n=167). However, the majority of respondents said they are in charge of making the primary decisions for healthcare (56%, n=142).

Respondents Described Preventative Healthcare as...

32%

23%

Receiving regular checkups, eating healthy, and exercising

Something that prevents illness or disease from spreading

Receiving screenings, tests, and vaccinations.

Taking care of yourself

21%

17%

Perception of Non-Profit Health Centers

Ten percent of participants associate “non-profit, community-owned” healthcare center with one that is not concerned with making a profit, but is more concerned with patient well-being (n=26).

Seven percent of people associate a “non-profit, community-owned” healthcare center with a center that provides healthcare for low income persons at a lower cost (n=18).

Only one percent of participants associate the words “non-profit, community-owned” healthcare center with one that provides a lower quality service (n=3).

General Survey Take Away: Final Take Away:

Through the implementation of the general public survey, we were able to find that respondents most look for a doctor who shows qualities of empathy and understanding. Most prefer a doctor who listens to, cares for and respects them while also staying up-to-date on current practices. Ninety percent of respondents have visited a doctor at least once within the past year. The most popular services provided were medical, yearly check-ups and dental work. The survey suggested that few people have negative connotations with non-profits, which leaves opportunity for SHS.

It is clear from our in-depth interviews, exit survey and general public survey that the general population of Kansas City understands the importance of healthcare. The exit survey at SHS suggests current patients highly value SHS and all services provided. However, based on the general population survey, it is also clear that SHS is not a first, or even third choice for healthcare services in Kansas City. Therefore, our campaign should focus on raising awareness among the Kansas City population of what SHS has to offer. Our goal is to focus on retaining current patients while growing awareness among the Millennial and Baby Boomer population.

Sixty percent of participants surveyed have not heard of SHS prior to the survey (n=152).If the participants were aware of SHS, they primarily heard about the clinic through a family or friend (n=32, 32%) or a television ad (n=23, 23%).

AWARENESS OF SHS

have not heard of SHS

through family or friend

through a television ad

60%

32%

23%

PLANNING

SWOT

Target Audience

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SWOT

A SWOT analysis is a study used to identify the strengths, weaknesses, potential opportunities and potential threats of an organization. After completion of the SWOT, strategies can be formed in order to improve the company or business in the best way possible. The SWOT analysis is ultimately the backbone for research and furthers objectives, strategies and tactics.

Strengths Weaknesses:

All services in-house

Transportation service available

Staff is welcoming, connects with patients and treats them with respect

Quality Service: Forty-eight percent of surveyed patients said all services were excellent Thirty-five percent of surveyed patients said their experience was great and needed no improvement

Satellite clinics accessible in Kansas CityAffordability: Forty-five percent of surveyed patients return because of the affordability

Seventy-five percent of surveyed patients strongly agreed that SHS is a valuable asset to Kansas City

Strong word-of-mouth referrals from current patients

A valuable asset to Kansas City

Large need for healthcare among Baby Boomers, as 54 percent of current patients are over the age of 50

Long wait time

Only eight percent of patients have private insurance, which means lack of awareness from people who can afford other healthcare clinics

Lack of awareness among Millennials

Logo does not accurately represent a healthcare clinic to patients

Thirty percent of patients do not show up to appointments

Opportunities: Threats:

A large need for healthcare among Baby Boomers

Baby Boomers spend more money on healthcare than any other generation of patients

Health is important among the general public

Rising importance of preventative healthcare (cancer screenings, preventive visits, dental exams and vaccinations) in the U.S.

Importance of targeting Millennials, the largest demographic in the area

Most Baby Boomers have stayed with their healthcare provider for years, making it difficult to persuade them to change to a new healthcare provider

Difficulty of targeting Millennials, who overlook annual checkups

Millennials also do not feel the need to continue going to the same doctor--this may prevent patients from returning to SHS if they go one time

Millennials are covered under their parents’ insurance so they have the option of private health services

Other competing healthcare services in the area

In conclusion, our group finds that the main strengths of SHS are its relationships with current patients. It is affordable, convenient and the staff treats the patients with respect and kindness. Unfortunately, there is a lack of awareness among Millennials or other demographics that may be able to afford other healthcare providers. This fact, paired with long wait times for the pharmacy, could make it difficult to persuade other people in the Kansas City area to choose SHS. Though Millennials’ value of healthcare is a major opportunity, SHS must be top-of-mind to ensure they do not choose another provider first.

S

O

W

T

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TARGET AUDIENCE

Retaining current patients is incredibly vital as they are the group most in need of SHS. Current patients cannot afford to go to other healthcare providers and, when in need of quality care, they turn to SHS. The majority of patients that took the exit survey at SHS are unemployed (36%) and need an affordable healthcare provider that can assist in all medical needs. SHS fulfills current patients’ number one need of being inexpensive, while also being a one-stop shop.

According to the client briefing document, the current patient demographic is 59 percent African Americans, 26 percent whites, 13 percent Hispanics and 2 percent other races. Also, 80 percent of patients who go to SHS live below the 200 percent federal poverty level. The 2015 Poverty Guidelines state that for a family of four to be below the 200 percent poverty level they must make an annual income of $48,500 or less (www.medicaid.gov). These families need to put food on the table, pay their bills, and take care of other life expenses. Healthcare, though important, can often be pushed to the wayside for other expenses that may be more pressing. Thanks to SHS, these patients can afford to take care of their families and get quality healthcare. The client briefing document also states that 51 percent of current patients do not have healthcare and 31 percent are on Medicaid.

The current patients of SHS fit into the “survivor” archetype in the VALS framework. This class of consumers has the least resources and, therefore, is the least likely to adopt any innovation. As they are not likely to change their course of action regularly, they form into brand loyal customers

Primary: Current Patients

Based on the VALS framework, current SHS patients are likely to be/do:

Cautious and risk averse

The oldest consumers

Thrifty

Not concerned about appearing traditional or trendy

Take comfort in routine, familiar people, and places

Heavy TV viewers

Loyal to brands and products

Spend most of their time alone

The least likely use the internet

The most likely to have a landline-only household

These statistics reveal that a majority of patients are having to pay for healthcare out of pocket, but they will be loyal to SHS for as long as they need healthcare. SHS is a valuable asset to their community because it provides healthcare at little-to-no cost. Additionally, if a patient is below the 200 percent federal poverty level, they will be eligible for a sliding-fee discount, which helps cut the cost of prescription medication, among other benefits.

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Our interviews with Kansas City Millennials gave us enough information to reach the conclusion that Millennials would make for a great secondary audience. Millennials are young, open-minded, technology-oriented and make up the largest majority of the zip codes that SHS serves. Millennials are also impressionable and at a point in their lives when they are starting to lay down their own roots, separate from their parents. This means finding a quality healthcare provider that is also affordable and fits their on-the-go lifestyle.

Through through our research, we were able to find that healthcare is important among Millennials. They are quick to use their laptops and smartphones to book their healthcare appointments. Whether they are moving out of their family’s home or starting a family of their own, Millennials are concerned with finding a good financial deal. Many have also been hit hard by the recent economic recession and currently have below-average salaries. Fifty-four percent of Millennials say they have delayed or avoided treatment due to cost considerations. They feel that the cost of healthcare and prescription drugs is alarming, making them ideal candidates for a low-income healthcare provider. http://academic.mintel.com.www2.lib.ku.edu/display/760452/(http://www.pewsocialtrends.org/2010/02/24/Millennials-confident-connected-open-to-change/)

Millennials:

According to the VALS framework, Millennials generally fit into the “Experiencer” and “Striver” archetypes. Experiencers are the group of consumers who have high resources, but also need a mode of self expression. Mostly characterized by young adults, it consists of people who want to experience being different. This class of consumers is filled with early adopters who spend heavily on food, clothing and other youthful products and services. The Striver archetype is a low resource consumer group that wants to reach some achievement. These customers do not have the resources to be an achiever, the next level in the VALS framework. If a Striver can gain the necessary resources such as a high income or social status, then they can move on to become an Achiever.

Based on the VALS framework, our target audience of Millennials is likely to:

Want everything

Be first in and first out of trend adoption

Go against the current mainstream

Be up on the latest fashions

Love physical activity (are sensation seeking)

See themselves as very sociable

Believe that friends are extremely important

Be spontaneous

Have a heightened sense of visual stimulation.

Have revolving employment; high temporary

unemployment

Use video and video games as a form of fantasy

Are fun loving

Are imitative

Rely heavily on public transportation

Are the center of low-status street culture

Desire to better their lives but have difficulty in realizing

their desire

Wear their wealth

According to an article in “Current Gastroenterology Reports,” most Baby Boomers have at least one chronic health problem. Fifty-four percent of participants who took the SHS exit survey were above 50 years old, suggesting the majority of SHS patients are Baby Boomers. Older adults (45+) are most likely to point to the importance of physical wellness. Because aches and pains may begin to arise at this point in life, the limitations of abilities could begin to show. Nutritional health is more important to women, particularly women 55 and older. http://academic.mintel.com.www2.lib.ku.edu/display/760448/

Baby Boomers are a generation that fits into the “Achiever” and “Believer” archetypes. Achievers are mainly motivated by achievements. These individuals want to excel at their job as well in their family life. Thus, they are more likely to purchase a brand that has shown its success over time. Achievers are said to be high-resource consumers but, at the same time, if any brand is rising, they are more likely to adopt that brand faster. Believers are more social by nature and, because of this, they are also more likely to believe other consumers. They are characterized by lower resources and are less likely to accept innovation on their own. They are the best class of word-of-mouth consumers.

Baby-Boomers:

Based on the VALS framework, our target audience of Baby Boomers is likely to:

Have a “me first, my family first” attitude

Believe money is the source of authority

Be committed to family and job

Be fully scheduled

Be goal oriented

Be hardworking

Be moderate

Act as anchors of the status quo

Be peer conscious

Be private

Be professional

Value technology that provides a productivity boost.

Believe in basic rights and wrongs to lead a good life

Rely on spirituality and faith to provide inspiration

Want friendly communities

Watch TV and read romance novels to find an escape

Want to know where things stand; have no

tolerance for ambiguity

Not desire to change society

Find advertising a legitimate source of information

Value constancy and stability (can appear to be loyal)

Have strong me-too fashion attitudes

These archetypes are not guaranteed to be 100 percent accurate, but they are a set of standards we can uniformly apply to research so that we can generate data. A Striver or Experiencer might have more resources than most of the other individuals grouped into that archetype.

EXECUTION

Goals + Objectives

Strategies + Tactics

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GOALS + OBJECTIVES

PHASE 1

GOAL:

OBJECTIVE:

STRATEGY:

To retain current patients while utilizing word-of-mouth to attract new patients

To grow population of patients from 39,000 to 45,000 by May 2017

Promote a sense of community through word of mouth and a strong social media presence.

PHASE 2

GOAL:

OBJECTIVE:

STRATEGY:

To put SHS in people’s minds

To raise awareness of SHS from 40 percent to 60 percent by January 2017

Establish integration with Kansas City community

PHASE 3

GOAL:

OBJECTIVE:

STRATEGY:

To encourage healthy living among baby boomers

To establish relationships with 2 Kansas City retirement homes by January 2017 in order to start walking groups

Promote healthy, active living to those living in or near retirement homes in Kansas City

PHASE 4

GOAL:

OBJECTIVE:

STRATEGY:

To reduce no-show rate for current patients

To reduce patient no show rate to 20 percent by January 2017

Implement a text-reminder system so patients do not forget about their appointments.

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STRATEGIES + TACTICS

PHASE 1

We would like to reward current patients and attract new patients by creating a raffle. According to our research, word-of-mouth is a very successful way of attracting new people. Current patients of SHS will have the ability to grab a referral card from the check-in desk. One card will be kept on file at SHS with the current patient’s name (Patient A). Patient A can then give the other card to Patient B— someone they think will attend SHS. If Patient B returns to SHS with the card and gives it to the front desk, Patient A will be entered into a raffle to win a Fitbit. Patient B will also be entered into a separate raffle for new patients.

Patients will be allowed to take as many referral cards as they wish and can be entered into the drawing as many times as they would like. There will be a drawing every six months for current patients and for new patients. Our hope with this idea is that it will get new patients through the door thanks to the current patient population.

Tactic #1 Raffle for Referring

“Stories of Swope” will be a series of postings on Facebook where current patients can share their stories about how SHS has changed their lives or why their health is important to them. We would like to focus on inspiring and uplifting stories. Our goal is to have a patient of the month that has an inspiring story to share. Currently, SHS has 661 likes on Facebook and we believe that this new series will attract more traffic to the page. To encourage patients to share their stories, we suggest SHS gives a $50 gift card to a restaurant or grocery store for each patient that agrees. Willing participants write and share their story on Facebook, tag SHS and then SHS chooses one to win.

To get people to follow this “Stories of Swope” Facebook, we would encourage people to follow the account at the events that would be held (mural/mobile clinic, photo kiosk, walking group), as well as current patients.

Tactic #2 Stories of SHS

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We would like to implement an interactive digital screen that will be placed at bus stops around the Kansas City area. Screens will be fitted to a side of the bus stop. The interactive digital screens will show bus stop patrons where SHS clinics are located. They can touch the screen to see the nearest SHS clinic, what services they provide, hours of operation and what bus route can be taken to reach each clinic. We suggest to start with one bus stop and integrate 5 more digital screens by May 2017.

Tactic #3 Digital Board

Update website: We suggest updating the current website to make it more user-friendly and inviting. We suggest using a new color scheme, which can be found below, as well as integrating specific infographics on the main page.

Increase likes: Our goal is to increase SHS Facebook likes from its current 661 to 1,000 by January 2017.

Secondary TacticsPrimary Palette

Secondary Palette

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To establish the presence of SHS in the Kansas City community, we would like to create a mobile mural that will inspire our target audience to live life to the fullest. Chalkboard paint will be painted on 10’ X12’ wooden board with wheels. This blank, mobile chalkboard will have “I Live For…” written across the top. Ideally, the mobile chalkboard will be positioned in popular pedestrian areas and at events. Because this tactic encourages creativity and empathy, we think Millennials would respond well. We would like to place the chalkboard at First Fridays in the Kansas City Crossroads Art District. This monthly event is heavily populated among Millennials and will help put SHS in their minds. Along with First Fridays, we would like to place the mural at a

farmers market on the third Saturday of the month, as we believe that the Millennial target audience is health conscious.

As pedestrians walk by, we would like them to give inspiring reasons for why they live. This in turn will hopefully inspire them, and others, to live a healthier life so they can continue doing the things they love. Chalk is the ideal medium because, if for some reason profanity written, it can be easily erased. We would also like to place a sign in front of the board that reads, “Please keep in mind, this board is for inspiration and encouragement.”

To attract people to SHS, we would like the mobile clinic to follow the mural and offer

screenings for blood pressure and other simple tests. This will create an outlet to learn more about SHS which in turn could get new patients through the door. We would also like to encourage people to sign up for an appointment at SHS while they are in the mobile clinic. We would like to film and take pictures of the participants’ responses to place on mediums such as Facebook and Instagram. Digital media will help spread the word and gain further awareness about SHS. We would also like to implement the hashtag #LiveWithSwope in all SHS media posts.

COST: The total cost of the operation will be at the very most $115.00 for the board, chalk paint and markers.

Tactic #1 Mural + Mobile Clinic

PHASE 2

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We created a 60-90 second long advertisement that could be posted on SHS’ social media platforms, as well as on local television stations.

Tactic #2 Commercial Advertisement for SHS

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Our group would like to start walking groups in September, when the weather has cooled, at local retirement homes. This time frame also gives SHS some time to build relationships with a specific retirement home. The Baby Boomer population needs to be encouraged to stay healthy to live a long life, but they are also the population that desires social activities. A walking group is the perfect way for this specific population to spend time with others and it encourages living healthy. We would like to conduct the walking group once a week at different locations throughout the greater Kansas City area. Once a month, we would like the mobile clinic to also visit the retirement home (maybe the first walk of each month). The first session could be from September 2016 to November 2016. The second session could be March 2017 to May 2017.

Tactic #1 Walking Group for Retirement Homes

PHASE 3

First Fridays | October 7Crossroads @ 7 p.m.

Farmers Market | October 15City Market @ 7 a.m.

Senior Walking Club | October 11Meet at Crown Center @ 10 a.m.

Senior Walking Club | October 25Meet at the Nelson Atkins @ 10 a.m.

We would like to create a newsletter called “Live With Swope,” which ties into the hashtag previously mentioned, #livewithswope. We’d like this newsletter to go out at the beginning of the month to current patients and the retirement homes that SHS builds relationship with. The newsletter content will also be posted on social media. The newsletter will share the dates of when events will be going on for the month, like the walking group, mural + mobile clinic, as well as sharing the Facebook testimonial. Information about the raffle for current patients and new patients would also be mentioned.

Secondary Tactics

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We would like to develop a text message system to remind patients of their upcoming appointment in order to reduce no-show rates. From the surveys conducted, we found that a large reason why patients do not show up for appointments is because they simply forget. Doctor’s offices today have an automated system that sends out text messages to current patients on designated days to remind patients of their appointments. We would like to send a friendly message four days prior to their appointment, saying the date and time of their appointment, along with a reminder to coordinate travel needs ahead of time. We would also like the system to send a text message the day before their appointment, again reminding them of the date and time. We suggest a note that SHS doctors are looking forward to meeting with them in the texts also. Positive messages will hopefully alleviate anxiety the patient may be experiencing about the appointment. This system could eventually be expanded to the pharmacy services to alert patients that prescriptions are ready to be picked up, thus relieving patients of wait time.

Tactic #1 Text Message Reminders

PHASE 4

CONCLUSION

Predictions + Evaluation

Budget

Appendix

67

PREDICTIONS + EVALUATION

OVERALL GOAL

OBJECTIVE:

PREDICTION:

EVALUATION:

To increase the integration of Swope Health Services (SHS) into the Kansas City community.

We predict that through the use of Limestone Creative’s “Live Life to the Fullest” campaign, SHS will see an increase in patient retention rates and growth among millennial and Baby Boomer demographics.

Through the evaluation of each tactic, the overall campaign’s success can then be evaluated.

PHASE 1

OBJECTIVE:

PREDICTION:

EVALUATION:

To grow population of patients from 39,000 to 45,000 by May 2017

We predict that the patient population will grow from 39,000 to 45,000 by May 2017.

SHS will document all new patients who come to SHS in its database and will be able to evaluate the success of the campaign from that data.

PHASE 2

OBJECTIVE:

PREDICTION:

EVALUATION:

To raise awareness of SHS from 40 percent to 60 percent by January 2017

By January 2017, we predict that the awareness of SHS will increase by 20 percent in the Kansas City community.

SHS will reconduct the general public survey in popular millennial and Baby Boomer locations to gauge increase in awareness.

PHASE 3

OBJECTIVE:

PREDICTION:

EVALUATION:

To establish relationships with 2 Kansas City retirement homes by January 2017 in order to start walking groups

By establishing walking groups at two Kansas City retirement homes, we predict that some of the residents will become interested in SHS.

By comparing the registration for the walking groups to SHS’s database, SHS can evaluate the effectiveness of the walking groups for driving new traffic.

PHASE 4

OBJECTIVE:

PREDICTION:

EVALUATION:

To reduce patient no show rate to 20 percent by January 2017

We predict that the patient no-show rate will be reduced by 20 percent by January 2017 through the implementation of the “Live Life to the Fullest” tactics.

Through the SHS database, SHS will be able to monitor patient no-show rates.

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BUDGET

This is the projected budget for the overall campaign. Only primary tactics are quoted here. Additional budget line items may be added. This is also an estimate of what will need to be spent on each individual aspect. Projected costs are subject to change.

Raffle for Referring Change

Stories of SHS: ($50 a month)

Digital Board: ($6,000 per board)

Mural + Mobile Clinic

Newsletter: ($30 for 150 printed per month)

Text message reminders: ($200 a month)

Grand Total:

$320

$600

$35,000

$115

$360

$2,400

$38,795

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Swope Health Services Central 3801 Blue Pkwy, Kansas City, MO 64130

The Gardens at Northgate3000 Swift Ave North Kansas City, MO 64116 816-471-4222Megan, assistantmanager@gardensatnorthgate.com

Bishop Spencer Place4301 Madison AveKCMO 64111(816) 931-4277Jo Hendrix, jhendrix@bishopspencerplace.org

19 min

drive

12 min

drive

APPENDIX

15

7

OCTOBER WALKING GROUP DATES

Senior Walking Club | October 11Meet at Crown Center @ 10 a.m.

Senior Walking Club | October 25Meet at the Nelson Atkins @ 10 a.m.

First Fridays | October 7Crossroads @ 7 p.m.

Farmers Market | October 15City Market @ 7 a.m.

11

25

OCTOBER MURAL DATES

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