Engaging Physicians & Customers in the Experience

Transcription

1 Engaging Physicians & Customers in the Experience Baystate Breast & Wellness Center A service of Baystate Medical Center 2015 Platinum Achievement Award Recipient Suzanne Hendery VP, Marketing & Public Affairs Jason Newmark VP, Diagnostic Services

2 Baystate Health Baystate Health, a Top 15 Integrated Delivery System of four hospitals, including Baystate Medical Center, which is the largest hospital outside of Boston and the Western Campus of Tufts University School of Medicine. Baystate Health is the health care leader in Western Massachusetts and one of the largest employers with 400 employed physicians and 11,500 employees.

3 Learning Points 1. Explain importance of clinician & staff involvement throughout design process for successful patient experience 2. Discuss learned and best practices that had direct impact on successes and opportunities 3. Review clinicians, staff s, and marketers roles and accountability 4. Relate how focus on human element, new processes, and details were incorporated into improving patient experience 5. Evaluate data and metrics used to determine success of process and program

4 The Challenge

5 Our Challenge Baystate Comprehensive Breast Center (Hospital) R & I Independent Practice Sites (2 sites) Baystate Breast & Wellness Center Patient & Referrer Experiences that Consistently Exceed Expectations

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7 Our New Approach

8 Our New Approach Baystate Comprehensive Breast Center (Hospital) Independent Practice Sites (2 sites) Patient & Referrer Experiences that Consistently Exceed Expectations Baystate Breast & Wellness Center

9 Our Vision

10 Baystate Vision Transform the delivery and financing of health care to provide a high quality, affordable, integrated and patient-centered system of care that will serve as a model for the nation.

11 Baystate Breast & Wellness Center Vision Combine the best practices of 2 existing cultures into a single entity to: 1. Enhance the provision of quality breast health in the region 2. Develop a culture dedicated to exceptional patient experiences and true staff engagement 3. Achieve improved financial performance.

12 Baystate Vision And let s do it all without losing one patient or referrer.

13 ... and avoid any turf battles.

14 Clinical & Marketing Partnership

15 Clinical & Marketing Partnership Chief MD & VP Operations Role (Laurie & Jason) Vision for program; leadership and operations Customer Marketer Role Suzanne) Vision for customer engagement; service culture Interest in customer experience as differentiator; selected consultant Met with referring MDs and staff; listened, implemented changes, coached, 1:1 communications Supplied questions for customer input. Compiled retreat list. Made participation mandatory. Drafted latest milestone newsletters, distribution to MDs & staff Conducted patient focus groups. Created video highlights, Retreat prep and invitations. Planned, facilitated, co-led 2 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, facilitated co-led train the trainer MD & Staff Meetings. Availability at all times. Shared metrics. Delivered on promises.

16 Identifying the Construction Crew

17 Our Transformation

18 Six Pillars of Cultural Transformation Assess & Define Culture Commun Campaign Leaders Toolkit Reward & Recog. New Employee Orientation On-the-Job Training Clinicians involved in each pillar......and accountable to leaders, patients & each other. ACCOUNTABILITY Rounding Coaching, Feedback Performance Evaluations

19 We asked patients When you consider this experience, what matters most to you?

20 We Identified Our Graffiti

21 We Identified Our True North

22 We Agreed on Our Priorities Safety 2.Compassion 3. Expertise 4. Timesensitivity

23 Leaders trained clinicians and staff

24 Building the Brand

25 Building the Brand Strategy for growth: A positive and memorable patient & referrer experience Valued segments: Who will we serve? Value proposition: How will we meet their needs better than anyone else? Strategy Markets Capabili1es Investments Partnerships Culture Mission Vision, Values Behaviors Brand Alignment Framework Opera1ons Environment Quality/Safety Customer Service Business Processes Marke1ng Targets Services Channels, Pricing Marketing-Brand-Business Alignment: How will we design and align strategy, operations, clinical programs, culture and marketing investments to deliver on the strategy and value proposition every day?

26 Building the Brand Patient Experience & Referrer Relationships are Strategy-Critical ACCESS SAFETY COMPASSION EXPERTISE TIME SENSITIVITY

27 See what our patients and staff built! David March, MD Medical Director, Breast Imaging, Baystate Breast & Wellness Center Holly Mason, MD Medical Director, Baystate Breast Surgical Specialists

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30 Goal: #1 in Patient Satisfaction at BH At 3 Months: At #5

31 Goals

32 And the Scores Began to Climb Not just at the Breast Center, but all Radiology areas (3 quarters) 32

33 At Year One, BBWC was #1 at Baystate Goal: #1 in Patient Satisfaction At Year One: #1! And we celebrated with the staff! 33

34 PRC awarded us honors!

35 Then After 1 Year, Scores Dropped

36 Why Do Initiatives Die?

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

38 Taking Action, Scores Increased

39 Everyone collaborated to make the facility more patient-driven. 39

40 Clinicians & staff collaborated to design consistent patient greetings. 40

41 We provided Warm Welcomes for Staff & Patients 41

42 Clinicians developed ways to better address the timesensitivity priority. 42

43 Every interaction begins and ends on the human level. 43

44 Volumes Screening mammography increased: 7% in year 1 (no loss despite move) 24% in year 2 (+9,000p) (49,000 patients seen) Diagnostic mammography: Up 20% Biopsies up 98%

45 Staff Engagement 100% participation in last 2 surveys Overall engagement scores 4+ (on 5 point scale) My opinion counts and I have all the tools to do my job, are two of the questions with sustained high scores and positive feedback

46 Increased Consumer Preference

47 Selected as a Marketing Case Study

48 Why We Do this Work

49 Just recently, something happened and I needed to have a mammogram ASAP. I remembered your presentation. I called immediately after my PCP appointment from the parking lot at 4:55 pm the most pleasant person answered and noticed something in my voice she proceeded to engage me, get me an appointment immediately (the next day), and took the time to have a brief conversation with me to ease my anxiety and wished me well. Not once did I feel rushed knowing now it s past 5 pm. The next day I enter the new location- lovely and bright. I was greeted by a very pleasant young woman. She even thanked me for having all my info ready for her. I was called in within 5 minutes by another woman who was smiling and letting me know what was going to happen next. I got dressed in a great robe (not a gown) and was escorted to a waiting area that looked a spa. The tech was excellent, professional, and compassionate. She took time to explain everything. She had to call in a doctor. He came in and was so engaging and kind as he explained the next steps for me. He has such great patient interaction. I have never experienced this type of care! They made sure my records and results were going to be where they needed to be to ensure the next doctor had what they needed to do their part. My care has been timely and excellent! I am happy to say thanks to you and your presentation and the new Baystate Breast & Wellness Center team, I am really going to be ok. Laura

50 Lesson Learned Have a clear, simple blueprint. Help each employee understand their role with constant communication. Leaders need to be present and accessible. Lots of listening. Reinforcement be specific. Get people off the bus if they do not believe. Stress and reward collaboration and teamwork. Celebrate it! Never take your eye off the ball. Share metrics, problems, accountability. Do not underestimate the amount of time this takes! 50

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52 Breakout Session Survey Please take the next few minutes to complete the survey for this breakout session on the PRC conference app. Thank you!

53 Learning Points 1. Explain importance of clinician & staff involvement throughout design process for successful patient experience 2. Discuss learned and best practices that had direct impact on successes and opportunities 3. Review clinicians, staff s, and marketers roles and accountability 4. Relate how focus on human element, new processes, and details were incorporated into improving patient experience 5. Evaluate data and metrics used to determine success of process and program