Learn how to merge 2 or more cultures into one. Read how this is important especially as competitors become collaborators. Read how the chief physician and vice president of marketing worked together with team members, referring physicians and patients to exceed customer expectations for service and its resulting impact on increasing referrals and volumes.

1. Engaging Physicians &
Customers in the Experience
Laurie Gianturco, MD & Suzanne Hendery, Baystate HealthLaurie Gianturco, MD & Suzanne Hendery, Baystate Health
Healthcare Marketing and Physician Strategies SummitHealthcare Marketing and Physician Strategies Summit
Friday, May 2, 2014; 11:00a-12:15p, OrlandoFriday, May 2, 2014; 11:00a-12:15p, Orlando

2. About Baystate Health
Baystate Health, a Truven Top 15Baystate Health, a Truven Top 15
Integrated Delivery System of threeIntegrated Delivery System of three
hospitals, including Baystate Medicalhospitals, including Baystate Medical
Center, the largest hospital outside ofCenter, the largest hospital outside of
Boston and the Western Campus ofBoston and the Western Campus of
Tufts University School of Medicine.Tufts University School of Medicine.
2

3. Learning Objectives
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Learn how to merge 2 or more cultures into one.
How is this especially important when competitors
need to become collaborators.
Hear how the chief physician and VP of marketing
worked together with employees, referring
physicians and patients to exceed customer
expectations for service and its resulting impact on
referrals and volumes.

4. Our Challenge
4
Baystate
Comprehensiv
e Breast Center
Baystate
Comprehensiv
e Breast Center
Independent
Practice Sites
(2 sites)
Independent
Practice Sites
(2 sites)
Baystate
Breast &
Wellness
Center
Baystate
Breast &
Wellness
Center
Patient &
Referrer
Experiences
that
Consistently
Exceed
Expectations
Patient &
Referrer
Experiences
that
Consistently
Exceed
Expectations

5. Patient &
Referrer
Experiences
that
Consistently
Exceed
Expectations
Patient &
Referrer
Experiences
that
Consistently
Exceed
Expectations
Our Approach
5
Baystate
Comprehensiv
e Breast Center
Baystate
Comprehensiv
e Breast Center
Independent
Practice Sites
(2 sites)
Independent
Practice Sites
(2 sites)
Baystate
Breast &
Wellness
Center
Baystate
Breast &
Wellness
Center

6. To achieve our goals, we needed toTo achieve our goals, we needed to
involve leaders, clinicians and staffinvolve leaders, clinicians and staff
on the designing the patienton the designing the patient
experience FIRST...experience FIRST...
... then, with everyone aligned... then, with everyone aligned
toward the same goal, we couldtoward the same goal, we could
create an effective team...create an effective team...
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Patient &
Referrer
Experiences
that
Consistently
Exceed
Expectations
Patient &
Referrer
Experiences
that
Consistently
Exceed
Expectations
Our Approach

7. 7
... and avoid any
“turf battles.”

8. Volume Goals
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50,000 Total Procedures
(maintain)
•Mammo Screening
•Mammo DX
•Breast
•Biopsies
Comprehensive
Breast
Center
&
Independent
Practice Sites
(2 Sites)

9. Clinical & Marketing Partnership
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Chief Physician/Medical Director Role
(Laurie)
Customer Marketer Role (Suzanne)
Vision for program; leadership Vision for customer engagement; service culture
Interest in customer experience as differentiator; selected consultant
Met with referring MDs; listened, implemented
changes, coached, 1:1 communications
Drafted “latest milestone” newsletters, distribution to
MDs & staff
Supplied questions for customer input. Compiled
retreat list. Made participation mandatory.
Conducted patient focus groups. Video highlights,
Retreat prep and invitations..
Planned, facilitated, co-led Patient Experience retreats; planned strategy, had weekly update meetings.
Set expectations for MDs, staff. Watched and
coached, communicated.
Advocated with CEOs, CMO, VPs. Communicated
commitments and results.
Planned campaign and creative. Availability at all times. Shared metrics. Delivered on promises.

10. A Guiding
Philosophy
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“In every block of marble I
see a statue as plain as
though it stood before me,
shaped and perfect in
attitude and action. I have
only to hew away the rough
walls that imprison the
lovely apparition to reveal it
to the other eyes as mine
see it.”
- Michelangelo
Release the unique
strengths that already
exist within an
organization’s culture,
rather than try to
impose one from the C
suite or outside.

11. Identifying the Construction Crew
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12. Six Pillars of Cultural Transformation
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AssessAssess
& Define& Define
CultureCulture
Comm.Comm.
CampaignCampaign
Leaders’Leaders’
ToolkitToolkit
NewNew
EmployeeEmployee
OrientationOrientation
RewardReward
& Recog.& Recog.
On-the-On-the-
JobJob
TrainingTraining
ACCOUNTABILITYACCOUNTABILITY
Rounding
Performance Evaluations
Coaching
Clinicians involved in each pillar...
...and accountable to leaders, staff
& each other.

13. Clinicians and staff who
defined the “blue prints” own
the culture.
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Smile & make eye contact.
Smile & make eye contact.
Sit at ptSit at pt
level.level.
““Belly buttons.”Belly buttons.”
VoiceVoice
tone.tone.
Explain inExplain in
plainplain
language...language...
no jargon.no jargon.

14. We Asked Patients...
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15. We Identified Our “True North”
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16. We Identified Our “Graffiti”
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17. We Agreed on Our Priorities...
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1. Safety
2.Compassi
on
3. Expertise
4. Time-
sensitivity
1. Safety
2.Compassi
on
3. Expertise
4. Time-
sensitivity

18. And How to Use Those Priorities
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1..
2.
3.
4.
Safety
Time-sensitivity
Expertise
Compassion
“True
North”

19. Leaders trained clinicians and staff
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20. Goal:
#1 in Patient
Satisfaction at
Baystate
Health
At 6 months:
#5
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21. Goal:Goal:
#1 in Patient#1 in Patient
SatisfactionSatisfaction
Now, 1 yr:Now, 1 yr:
#1!#1!
(time to celebrate(time to celebrate
with staff!)with staff!)
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23. Year to Year “Snap shot” Volumes
10/11-9/12 vs 10/12-9/13
• ScreeningScreening
mammography upmammography up
7%7%
(no loss of patients despite move)(no loss of patients despite move)
• Diagnostic mammoDiagnostic mammo
up 20%up 20%
• Biopsies up 98%Biopsies up 98%

24. Lessons Learned
• Have a clear, simple blueprint.Have a clear, simple blueprint.
• Help each employee understand their role with constantHelp each employee understand their role with constant
communication.communication.
Leaders need to be present and accessible. Lots of listening.Leaders need to be present and accessible. Lots of listening.
• Reinforcement—be specific.Reinforcement—be specific.
• Get people ‘off the bus’ if they do not believe.Get people ‘off the bus’ if they do not believe.
• Stress and reward collaboration and teamwork. Celebrate it!Stress and reward collaboration and teamwork. Celebrate it!
• Never take your eye off the ball. Share metrics, problems,Never take your eye off the ball. Share metrics, problems,
accountability.accountability.
• Do not underestimate the amount of time this takes!Do not underestimate the amount of time this takes!
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25. “Warm Welcomes” for Staff & Patients
25

26. Clinicians & staff
collaborated to
design consistent
patient greetings.
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27. Clinicians developed ways
to better address the
“time-sensitivity” priority.
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28. Everyone collaborated to
make the facility more
“patient-driven.”
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29. Every interaction begins and
ends on the “human” level.
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