Learn how to measure the return on investment of your physician relations program.

1. Measuring Physician Relations ROI:Measuring Physician Relations ROI:
Techniques and ToolsTechniques and Tools
Special Workshop Session: Wednesday, April 15, 2015; 12:30-2:30 p.m.Special Workshop Session: Wednesday, April 15, 2015; 12:30-2:30 p.m.
Suzanne Hendery
VP, Marketing & Public Affairs
Baystate Health
Mitzi Kent, RN BSN
Senior Director, National Physician Liaison Program
LifePoint Hospitals
Summer M. Lesic
Group Director, Provider Relations,
Mountains and North Denver Operating Group
St. Anthony Hospital

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Suzanne Hendery
Vice President
Marketing & Public Affairs
Baystate Health, Springfield, MA
Summer M. Lesic
Group Director, Provider Relations
Mountains and North Denver Operating Group
St. Anthony Hospital, Lakewood, CO
Mitzi Kent RN BSN
Senior Director
National Physician Liaison Program
LifePoint Hospitals, Nashville, TN

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Learning Objectives
• Recognize that for physician relations teams to be
successful they must be accountable for measuring and
reporting return on investment for relationship sales efforts.
• Learn how three different organizations are demonstrating
results through tracking and reporting measures that align
with organizational goals. Examine their ROI models. Hear
how to get internal buy-in and a shared sense of purpose.

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Suzanne Hendery - Biography
• Suzanne serves as Vice President, Marketing & Public Affairs for Baystate Health,
a Top 100 Integrated Delivery System of four hospitals. Baystate Health is the
health care leader in Western Massachusetts and one of the largest employers
with 400 employed physicians and 11,000 employees. Suzanne oversees an in-
house marketing, public affairs, loyalty, special events and physician relations
agency of 24 professionals. Over the last 20 years the team has achieved national
recognition for their innovative communications and focus on the patient and
physician. Personally, she is dedicated to creating a team and communications
that are "Best of Class" and works to create a collaborative work environment
where staff can grow, contribute and share in the satisfaction of a job well done.
Suzanne has a Master's Degree in Marketing Communications from The
University of Connecticut and a Bachelor's Degree in Media Systems and
Management from Westfield State University.

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Baystate Health- Who We Are
Baystate Health, a Top 15 Integrated Delivery System of four hospitals, includingBaystate Health, a Top 15 Integrated Delivery System of four hospitals, including
Baystate Medical Center, the largest hospital outside Boston and the WesternBaystate Medical Center, the largest hospital outside Boston and the Western
Campus of Tufts University School of Medicine. Baystate is the health care leader inCampus of Tufts University School of Medicine. Baystate is the health care leader in
Western Massachusetts with an insurance plan (HNE) and one of the largestWestern Massachusetts with an insurance plan (HNE) and one of the largest
employers with 400 employed physicians/providers, 11,500 employees and 1500employers with 400 employed physicians/providers, 11,500 employees and 1500
independent physicians in a 100 mile radiusindependent physicians in a 100 mile radius..

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Baystate’s Approach
Comprehensive
Breast
Center
&
Radiology &
Imaging
(2 Sites)
• Serve as “value added” for referring providers
– One “point person” in the field for access, response
– Support for navigating the referral process
– Expedite consults/appointments – particularly for new,
complex and/or acutely ill patients (Gold Card)
– Consistently communicate back to the referring physician
and primary providers
• And as a result, retain current referrals, earn trust and
additional referrals

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Physician Liaisons-Baystate
2 Physician Liaisons Existing
Entity-Based
Representatives
Collaboration
Field
Intelligence
Data
Analytics
~ Primary Duties ~
•2.0 FTEs are solution shop
for referring physicians (300
each)
•Spend 70% of time with
physicians in the field for
growth/ retention
•Ensure thorough
understanding, match needs
with BH specialists and
clinical services, effectively
triage issues/concerns
•Develop relationships with
internal stakeholders to
further support growth of
referrals from physicians,
practices
Vice President
Marketing & Public Affairs

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Clinical & Marketing Partnership
Service Providers/Service Lines agree to:
 Ensure ongoing operational readiness
 Collaborate on challenging scheduling requests, issue resolution
 Collaborate with Physician Liaisons & Director of Referral Line
 Support messaging
 Provide quality data
Physician Leaders agree to:
 Endorse the concept
 Build awareness of the program
 Respond to referring physician concerns
 Meet with providers/referring physicians as needed
 Join the Physician Liaison staff in the field
 Assign “Go To People” to serve as contacts for Liaisons & Referral Line

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Priority Setting Process
Criteria Service
Profile
Expressed interest in growing services 
Access: 3rd
next available appointment, other 
Patient Satisfaction 
Quality Outcomes 
Evidence of Differentiation:
e.g., highly skilled/trained providers, state/professional
organization recognition or certifications, etc.


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Metrics for Staff
Office of Referral Services
•Total appointments booked (new patients/returns), now: 50 week
•Days to Close (service concerns)
Physician Liaisons
•Face to face meetings with area physicians and referral staff to include at least 18
visits per week. (Activity)
•Increase patient visits to “Ready to Grow” areas from FY baseline. (Volume)
•Report out @ MD Operations Meetings: Top 3 Issues and status
•Establish and report on: 1) Referring Physician Advisory Council, 2) Referring
Practice Manager Advisory Council
•Participate in marketing plan process. Contribute to MD referral growth and
recruitment plan.

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Added Value
• Growth of referrals in “ready to grow” areas
• Timely street intelligence: competitive threats met head on
• Introduction of new senior leaders to key physicians/groups in market
• New specialist “onboarding” (reduce time in getting to full panel)
• Expand partnerships (insurance partner, new hospital & MDs, CVS, etc.)
• Physician Matrix by service line, a proactive MD landscape for
partnerships, employment
• Aligned with marketing/growth/revenue goals for: consumer marketing
plans, malpractice, Professional development/CMEs, GPA/ACO, EMR

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Reporting/Updates
• Monthly
– Visits
– Field intelligence
o Anecdotal progress – relationships and
referral business
o Feedback mechanism – service
recovery/enhancements, recruitment
• Annual Goal (with quarterly feedback)
– Interim Report Card on activity and volume goals

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Results – Baystate Health
Year Over Year (YOY), Physician Liaison Program
– +$8M (total adjusted new revenue) Year 1.
Annual budget: $316K; 25 to 1 investment or
2500% ROI
Other Direct Referral Business
• Contacts: 1,400 face to face visits (20+ per week) to 600 referring
physicians/staff by 2 liaisons.
• Fill panels of new specialists 50% faster.
• “Gold Card” service: since 11/13, 1039 visits have been scheduled for
BMP Specialty Practices, allowing new/urgent patients to be booked 4x
sooner, exceeding BH goal of 14 days.
• Contract and fax numbers updated for over 1000 providers to improve
communications.
• In Oncology, visits to referring providers increased referrals by over 25%.

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Sample ROI Report

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Other Results- Baystate Health

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Questions/Group Discussion
• Getting internal buy-in for the measurement
approach
• Wish list of things you plan to measure in the
future
• Other topics for discussion?

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Suzanne.Hendery@bhs.org
413.794.7652
THANK
YOU!
THANK
YOU!