This document summarizes a case study of the redesign of the breast health and imaging center at Baystate Health led by Suzanne Hendery, Vice President of Marketing and Communications, and Dr. Laurie Gianturco, Chair of the Radiology Department. The redesign involved extensive patient and stakeholder engagement to create a patient-centered environment and transform the patient experience. Marketing aligned its strategies and messaging with the new priorities and brand. The results included significantly improved patient satisfaction, physician referrals, and volume growth. Lessons learned emphasized the importance of patient input, leadership commitment, and maintaining focus on the patient experience vision.

1. Suzanne Hendery
Vice President, Marketing & Communications
Baystate Health
Springfield, MA
baystatehealth.org
A Case Study of Patient Experience Design & Marketing Management
March 1, 2013; Harvard School of Public Health
Masters in Management Program
Laurie Gianturco, MD
Chair, Department of Radiology
Baystate Health
Springfield, MA
baystatehealth.org

2. Baystate Health
Baystate Health, a Top 15 Integrated Delivery System of three hospitals,Baystate Health, a Top 15 Integrated Delivery System of three hospitals,
including Baystate Medical Center, which is the largest hospital outside ofincluding Baystate Medical Center, which is the largest hospital outside of
Boston and the Western Campus of Tufts University School of Medicine.Boston and the Western Campus of Tufts University School of Medicine.
Baystate Health is the health care leader in Western Massachusetts and oneBaystate Health is the health care leader in Western Massachusetts and one
of the largest employers with 400 employed physicians and 10,000of the largest employers with 400 employed physicians and 10,000
employeesemployees..

3. Case Study; Patient Experience Design
Breast Health & Imaging at Baystate
•Starting Situation & Driving Trends
•Initial Steps in Redesign & Stakeholder Goals
•Patient & Leadership Engagement Process
Marketing Management
•Focus & Marketing Plan
•Brand & Objectives
•Creative & Results
Lessons Learned & Recommendations
Discussion

4. Starting Situation & Driving Trends
Common ground: new facilityCommon ground: new facility
and combined leadershipand combined leadership

5. Outpatient Areas Encounter Growth
*Note: includes pap smear, biopsy of integument skin lesions and screening mammography.
Source: Sg2, “Clinical Intelligence: Pushing Cancer Programs From Viability to Profitability,” 2008.
What are the cancer
care components
that are driving
outpatient growth?
What are the cancer
care components
that are driving
outpatient growth?
2008 Total U.S. OP
Cancer Volume:
229 Million*
Add
New
SG2
slide

6. First Steps, Baystate Breast & Wellness Center:
“Changing culture is challenging, time consuming, and totally worthwhile.”
1.1. Senior leaders (CFOs, CEOs, Boards) identified opportunities in efficiency,Senior leaders (CFOs, CEOs, Boards) identified opportunities in efficiency,
care and collaboration through partnership. Purchased radiology practices.care and collaboration through partnership. Purchased radiology practices.
2.2. Identified leaders (Chair, VP-Marketing, Directors), executive sponsorsIdentified leaders (Chair, VP-Marketing, Directors), executive sponsors
(CMO and CSO) and consultant.(CMO and CSO) and consultant.
3.3. Marketing solicited input from referrers, patients, staff on perceptions,Marketing solicited input from referrers, patients, staff on perceptions,
changes needed. Videotaped comments.changes needed. Videotaped comments.
1.1. Leadership held 2 day retreat with representatives of each patientLeadership held 2 day retreat with representatives of each patient
touchpoint, HR, PI, Marketing. Shared input. They planned improvementstouchpoint, HR, PI, Marketing. Shared input. They planned improvements
(people/communications) (process) (physical setting).(people/communications) (process) (physical setting).
2.2. Held 1 day retreat for leadership, management. Coached on training andHeld 1 day retreat for leadership, management. Coached on training and
presentation skills. Holding others accountable. Celebrating success.presentation skills. Holding others accountable. Celebrating success.
““Efforts quickly built visibility and credibility for the program and leadership.”Efforts quickly built visibility and credibility for the program and leadership.”

7. Marketing - Physician partnership
Laurie Gianturco, MD
Chair, Department of Radiology, Baystate Medical Center, Springfield, MA
Associate Clinical Professor and Deputy Chair, Department of Radiology,
Tufts University School of Medicine
MD role Patient Experience-Marketer role
Vision for program; leadership Vision for patient engagement
Interest in patient experience as differentiator; selecting consultant
Met with referring MDs; listened,
implemented changes, 1:1 comm
Drafted “latest milestone” newsletters,
distribution to MDs & staff
Supplied questions for patient input.
Made priority for all committees.
Conducted patient focus groups.
Video highlights.
Planned, facilitated, mandatory “Patient Experience” retreats; planned strategy,
weekly update meetings.
Set expectations for MDs, staff.
Advocated with CEO, CMO, CFO.
Advocated with CEOs/VPs.
Communicated commitments.
Planned campaign and creative. Availability. Shared metrics. Delivery on promises.

8. We asked patients…

9. We identified our “Graffiti”

11. Leaders trained staff

12. Staff chose art for
the facility
Thanks!
We’re all in this
together!
Opening Day for staff
and patients
Thanks!

13. We are building our culture

14. See what we built!

15. Steps to Hardwire Cultural
Transformations
DefineDefine
CultureCulture
DefineDefine
CultureCulture
CommComm
CampaignCampaign
CommComm
CampaignCampaign
Leaders’Leaders’
ToolkitToolkit
Leaders’Leaders’
ToolkitToolkit
NewNew
EmployeeEmployee
OrientationOrientation
NewNew
EmployeeEmployee
OrientationOrientation
RewardReward
& Rec& Rec
RewardReward
& Rec& Rec
ACCOUNTABILITYACCOUNTABILITYACCOUNTABILITYACCOUNTABILITY
On-the-On-the-
JobJob
TrainingTraining
On-the-On-the-
JobJob
TrainingTraining
RoundingRounding CoachingCoaching
Performance EvalsPerformance Evals
“Under construction!”

16. Why Do Initiatives Die?
Baseline Performance
Performance
Time
Rollout Phase
Campaign Phase
Becomes “Business as Usual”
Support Systems
Initiative Fails
Performance
is lower
than before!

17. Tying it
backThis effort
furthers our
vision, goals and
strategy
BH strategy map

18. 5 Lessons Learned; Developing Culture
Do not underestimate the amount of time this takes!
1. Have a clear, simple blueprint.
2. Help each employee understand their role. Constant communication.
Leaders present and accessible.
*Lots of listening
*1:1 time
*Repetition, repetition, repetition
*Reinforcement—be specific
*Celebrate success
3. Get people ‘off the bus’ if they do not believe.
4. Stress and reward collaboration and teamwork!
If you are not caring for a patient, you should be caring for someone who is.
5. Never take your eye off the ball. Share metrics, accountability.

19. Building the Facility
“No one was excited; so we changed the conversation”
1. MD and Marketing leader engaged patient focus groups on
experiences—good or poor.
2. MD and Marketing leader hosted retreats with staff, patients,
advocates, architects, donors to design the program and
experience.
3. Heard POVs; developed theme reorganized by functions instead
of silos.
4. MD and Marketing leader created subcommittees to design
areas w/ patients and leaders approving plans.
5. Reviewed by Core Group to ensure consistency with theme,
goals, budget and timing.
Strategy for growth: “An engaging customer experience.”Strategy for growth: “An engaging customer experience.”

20. Center Built by Patients, for Patients
“Architectural design and care to create harmony, comfort.”
Open access, limit waits for informationOpen access, limit waits for information
• Benchmark: 5 business daysBenchmark: 5 business days
• Reduce no-value added follow up visitsReduce no-value added follow up visits
• Complimentary shuttle from other hospitalsComplimentary shuttle from other hospitals
Peaceful, healing environmentPeaceful, healing environment
• BBright, natural light “the outside, in”
• Reduce physical barriers (glass/desks)
• Charts, phones and noise off patient floors
• “Living Area” for community meetings, art, kitchen
• Individual satellite radio to customize music in rad units.
• Complimentary valet parking

21. Personalizing the Patient Experience
“Based on Listening and Learning from Patients”
Care around the Patient
•Multi-disciplinary consults; MDs work side by side.
•Social work at every consult, re-inquiry at every visit.
•Teaching appointment at conclusion of treatment (graduation);
individualized manual on side-effects.
•Private gowning areas; private and ‘public’ waiting space.

22. Cancer Care Study in Patient Experience
Design
Baystate Health’s D’Amour Center for Cancer Care
•Starting Situation & Driving Trends – 2000
•Initial Steps in Redesign & Stakeholder Goals
•Patient Engagement Process
Marketing Management
•Focus & Marketing Plan
•Brand & Objectives
•Creative & Results
Lessons Learned & Recommendations
Discussion

23. Marketing Aligns with Business Priorities
MD & Marketing leader developed core positioning strategy to:
• Define and articulate the value proposition
• Select target markets and segments
Product and pricing strategies to:
• Adapt or design services meeting needs of target customers
• Comprehensive approach to breast imaging and management
Channel and customer service strategies to:
• Enable access to services and optimize the delivery process
• Cultivate MD, patient loyalty and repeat business/donations
Promotions strategy:
• Raise awareness and build recognition
• Stimulate demand for target services
Slide from Karen Corrigan, chief strategy officer Navvis & CompanySlide from Karen Corrigan, chief strategy officer Navvis & Company

25. Creating a Targeted Marketing Plan
for Oncology Services
Adult hematology oncology: 15% market share
(rest to private oncology)
Radiation oncology: Declining consult volume
(loss of 30% in 3 years)
Surgical oncology: dramatic (90%) shift to
community with departure of hospital based
faculty
MD satisfaction Only 15% of our MDs referred
Patient satisfaction: Mediocre
Consumer confidence: Low rating

26. Valued segmentsValued segments: Who will we serve?: Who will we serve?
Value propositionValue proposition: How will we meet their needs better than: How will we meet their needs better than
anyone else?anyone else?
Value networkValue network: How will we design and align our operations,: How will we design and align our operations,
clinical programs, systems, processes, culture, and marketingclinical programs, systems, processes, culture, and marketing
investments to deliver on the value proposition every day?investments to deliver on the value proposition every day?
Patient Experience &
Referrer Relationships
are Strategy-
Critical
ACCESS
EXPERTISE
PERSONALIZATION
COMPASSION
Building the Brand
Slide from Karen Corrigan, chief strategy officer Navvis & CompanySlide from Karen Corrigan, chief strategy officer Navvis & Company

27. Designing the Brand Experience
Strategy
Markets
Product Portfolio
Capabilities
Investments
Partnerships
Brand
Alignment
Framework
Operations
Operating Model
Environment
Quality/Safety
Customer Service
Business Processes
Culture
Mission
Beliefs
Values
Behaviors
Marketing
Targets
Products
Channels
Pricing
R & D
Slide from Karen Corrigan, chief strategy officer Navvis & CompanySlide from Karen Corrigan, chief strategy officer Navvis & Company

28. Strategic MD-Marketing Partnership Objectives
• Demonstrate leadership through actions.
• Emphasis on expertise, positive relationships, clinical trials,
research, teaching. Message: “Experts in Cancer, Every
• Positive partnerships with patient advocacy groups.
• Test messages with patients/families.
• Position BH as a leader regionally and nationally.
• Work inside—then out.

29. Transforming Employee Culture & Experience
• Passivity “not an option.”Passivity “not an option.”
• MDs & staff engaged with direct feedback from patients, referrers.MDs & staff engaged with direct feedback from patients, referrers.
• Signing of “Baystate Promise” contract of careSigning of “Baystate Promise” contract of care
• Ongoing recognition/celebration, “why we’re here…what patients appreciateOngoing recognition/celebration, “why we’re here…what patients appreciate
about you.”about you.”
Opening Dedication
ceremony not of the
building, but of ourselves,
as we opened the doors
to a new way of caring for
cancer patients.

30. Baystate Regional Cancer Program;
D’Amour Center for Cancer Care

32. Add TV spot here

33. Results
Before
Patient satisfaction
60-70% “very good” (PG)
MD referrals: 15%
Volumes: Flat
Consumer confidence: -
50% said “best”
AfterAfter
84% “Excellent” (PRC) 10084% “Excellent” (PRC) 100thth
% nationally% nationally
70%70%
Hem/Onc +43%; overall +30%Hem/Onc +43%; overall +30%
70% “best” (+20 points)70% “best” (+20 points)
Revenues: up by 35%.Revenues: up by 35%.

34. Cancer Program Experience = Competitive Advantage
Baystate
Mercy Hosp
Dana-Farber Cancer Inst
Other
Uncertain
0.0% 20.0% 40.0% 60.0%

35. First floor, radiation therapy
Second floor, central concourse
doubles as wayfinding and waiting
areas. Natural light from open ceiling,
“living wall” with glass floor insert.
35
Experience us now!

36. Recommendations
• Vision the final first.Vision the final first.
• Ask for input. Listen.Ask for input. Listen.
• Don’t compromise vision.Don’t compromise vision.
• Include patients, families,Include patients, families,
staff at every stepstaff at every step
• Question past practicesQuestion past practices
• Tell the story well and oftenTell the story well and often
• Use Theme as guidepost forUse Theme as guidepost for
decision making.decision making.
• Deliver on the promiseDeliver on the promiseLinear Accelerator features clean lines
enhanced by closets that maintain unsightly
clinical equipment “off-stage” and artwork and
music to reduce patient anxiety while in

37. Discussion
What were the starting and ending view of key stakeholders in thisWhat were the starting and ending view of key stakeholders in this
process (Board, CEO, CFO, COO, CMO, CNO, Referring Physicians,process (Board, CEO, CFO, COO, CMO, CNO, Referring Physicians,
and others)? What mattered most?and others)? What mattered most?
This is all great. But my organization won’t authorize a $40mThis is all great. But my organization won’t authorize a $40m
center.center. What can I do?
How do I best work with my marketing department to get results?
With both an employed and community medical staff caring forWith both an employed and community medical staff caring for
patients at 3 sites,patients at 3 sites, how do you maintain your brand, quality and
service standards?
Have you been able to replicate this patient experience designHave you been able to replicate this patient experience design
strategy across other service lines, facilities?strategy across other service lines, facilities?

38. Notes
Adamson, Gary, Starizon, Keystone, Colorado; starizon.org
Corrigan, Karen, Marketing Cancer Service Lines webcast, Navvis & Company, 2010.
B. Joseph Pine II, James H. Gilmore, The Experience Economy, Boston: Harvard
Business School Press, 1999.

39. Suzanne Hendery
Suzanne HenderySuzanne Hendery serves as Vice President, Marketing andserves as Vice President, Marketing and
Communications for Baystate Health.Communications for Baystate Health.
Suzanne oversees an in-house marketing and communicationsSuzanne oversees an in-house marketing and communications
agency of 23 professionals, providing market research andagency of 23 professionals, providing market research and
plans, patient satisfaction/service, marketing communications,plans, patient satisfaction/service, marketing communications,
e-marketing, social media and web services, photography,e-marketing, social media and web services, photography,
graphic design, writing, special events, employeegraphic design, writing, special events, employee
communications and two affinity programs (seniors, women)communications and two affinity programs (seniors, women)
for the community.for the community.
Suzanne has a Bachelor’s degree in Media Systems &Suzanne has a Bachelor’s degree in Media Systems &
Management from Westfield State University, and a Master’sManagement from Westfield State University, and a Master’s
degree in Marketing Communications from the University ofdegree in Marketing Communications from the University of
Connecticut.Connecticut.