10 Must Know Techniques for Managing Physician Relations in Today's Digital W...
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The Clinician's Role in Developing a Patient Experience Strategy
- 1. The Clinician’s Role in Developing a Patient Experience Strategy Jake Poore, Integrated Loyalty Systems & Suzanne Hendery, Baystate Health
- 2. 2 Jake Poore President & Chief Experience Officer Integrated Loyalty Systems, Inc., Orlando, FL Suzanne Hendery, MA Vice President Marketing & Communications Baystate Health Integrated Loyalty Systems Solutions for Elevating the Human Side of HealthcareSM
- 3. 3 Learning Objectives • Recognize that for a patient experience design to be successful, clinicians must be involved throughout the process and share a high sense of ownership in the outcomes. • Hear firsthand accounts from the employee perspective of lessons learned and best practices that had a direct impact on the successes and opportunities that surfaced when opening Baystate’s new center.
- 4. 4 About Baystate Health • Baystate Health, a Top 15 Integrated Delivery System of three hospitals, including Baystate Medical Center, the largest hospital outside of Boston and the Western Campus of Tufts University School of Medicine.
- 5. 5 • Vision: “Baystate Health will transform the delivery and financing o health care to provide a high quality, affordable, integrated and patient- centered system of care that will serve as a model for the nation.”
- 6. 6 Project Background... The Baystate Breast & Wellness Center is the natural evolution of a partnership between the two premier breast programs in western Massachusetts: Radiology & Imaging, and Baystate Health’s Comprehensive Breast Center.
- 7. 7 Our Challenge Baystate Comprehensive Breast Center Baystate Comprehensive Breast Center Radiology & Imaging (2 sites) Radiology & Imaging (2 sites) Baystate Breast & Wellness Center Baystate Breast & Wellness Center Patient Experiences that Consistently Exceed Expectations Patient Experiences that Consistently Exceed Expectations
- 8. 8 Our Approach Baystate Comprehensive Breast Center Baystate Comprehensive Breast Center Radiology & Imaging Radiology & Imaging Baystate Breast & Wellness Center Baystate Breast & Wellness Center Patient Experiences that Consistently Exceed Expectations Patient Experiences that Consistently Exceed Expectations
- 9. 9 Our Approach Patient Experiences that Consistently Exceed Expectations Patient Experiences that Consistently Exceed Expectations • To achieve our goals, we had to involve leaders, clinicians and staff on the designing the patient experience FIRST... ... then, with everyone aligned toward the same goal, we could create an effective team...
- 10. 10 ... and avoid any “turf battles.”
- 11. 11 Volume Goals 50,000 Total Procedures (maintain) •Mammo Screening •Mammo DX •Biopsies Comprehensive Breast Center & Radiology & Imaging (2 Sites)
- 12. 12 Clinical & Marketing Partnership Patient Experience Role (Jake) Patient Experience-Marketer Role (Suzanne) Vision for program; leadership Vision for patient engagement; service culture Interest in patient 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 patient input. Made priority for all committees. Conducted patient focus groups. Video highlights. Planned, facilitated, co-led Patient Experience retreats; planned strategy, had weekly update meetings. Set expectations for MDs, staff. Advocated with CEOs, CMO, VPs. Communicated commitments and results. Planned campaign and creative. Availability. Shared metrics. Delivered on promises.
- 13. 13 A Guiding Philosophy “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.
- 14. 14 Identifying the Construction Crew
- 15. 15 Six Pillars of Cultural Transformation 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
- 16. 16 Clinicians and staff who defined the “blue prints” own the culture. 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.
- 17. 17 We Asked Patients...
- 18. 18 We Identified Our “True North”
- 19. 19 We Identified Our “Graffiti”
- 20. 20 We Identified Operational Priorities 60% 30% 9% 1% Safety Efficiency Competency Courtesy • Patient satisfaction surveys reflect what matters most to patients: – Efficiency / Speed – Safety – Competency (my job tasks) – Courtesy /Compassion
- 21. 21 We Agreed on Our Priorities... 1. Safety 2.Compassi on 3. Expertise 4. Time- sensitivity 1. Safety 2.Compassi on 3. Expertise 4. Time- sensitivity
- 22. 22 And How to Use Those Priorities 1.. 2. 3. 4. Safety Time-sensitivity Expertise Compassion “True North”
- 23. 23 Six Pillars of Cultural Transformation 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, staf & each other.
- 24. 24 Leaders trained clinicians and staff
- 25. Year to Year “Snap shot” Volumes 10/11-9/12 vs 10/12-9/13 10/11-9/12 vs 10/12-9/13 10/11-9/12 vs 10/12- 9/13 • Screening mammography stable (no loss of patients despite move) • Diagnostic mammo up 20% • Biopsies up 98%
- 26. 26 Goal: #1 in Patient Satisfaction at Baystate Health At 6 months: #5
- 27. 27 • Goal: #1 in Patient Satisfaction Now, 1 yr: #1! (time to celebrate with staff!)
- 28. 28 Lessons Learned: Transforming Culture 1. Have a clear, simple blueprint. 2. Help each employee understand their role. Constant communication. Leaders need to be present and accessible. –Lots of listening –1:1 time –Repetition, repetition, repetition –Reinforcement—be specific –Celebrate success 1. Get people ‘off the bus’ if they do not believe. 2. Stress and reward collaboration and teamwork. 3. If you are not caring for a patient, you should be caring for someone who is. 4. Never take your eye off the ball. Share metrics, accountability. 5. Do not underestimate the amount of time this takes!
- 29. 29 “Warm Welcomes” for Staff & Patients
- 30. 30 Clinicians & staff collaborated to design consistent patient greetings.
- 31. 31 Clinicians developed ways to better address the “time-sensitivity” priority.
- 32. 32 Everyone collaborated to make the facility more “patient-driven.”
- 33. 33 Every interaction begins and ends on the “human” level.
- 34. 34 Integrated Loyalty Systems Solutions for Elevating the Human Side of HealthcareSM Jake.Poore@WeCreateLoyalty.com 407.859.2826 Suzanne.Hendery@bhs.org 413.794.7652 THANK YOU! THANK YOU!
- 35. 35 Suzanne Hendery, MA - Biography • Suzanne serves as Vice President, Marketing and Communications for Baystate Health, a Top 100 Integrated Delivery System of three hospitals. Baystate Health is the health care leader in Western Massachusetts and one of the largest employers with 300 employed physicians and 10,000 employees. Suzanne oversees an in-house marketing and communications agency of 25 professionals. Over the last 20 years the team that has achieved national recognition for their innovative communications and focus on the patient and family. 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.
- 36. 36 Jake Poore - Biography • Jake is president and chief experience officer of Integrated Loyalty Systems, an Orlando-based firm that specializes in healthcare strategy development, cultural transformation, service development, process improvement, the physical architecture of service and leadership development around the theme of service excellence. Mr. Poore spends most of his time with his sleeves rolled up in the trenches of healthcare institutions. You may find him shadowing a physician in the emergency department at 3 a.m., learning of the needs of the sterile processing department, interviewing patients and family members, or facilitating a training class with staff and leaders. Previously, Mr. Poore spent more than 18 years with The Walt Disney Company in various roles at Disney University Leadership Development and Disney Institute, where he established and led the Healthcare division. He has been a member of ACHE Faculty for the past 5 years.
