Health Care Section Forum

Transcription

1 Name: Phone: Health Care Section Forum Leverage Client Feedback for Continuous Improvement Chris Franklin Executive Vice President LocumTenens.com locumtenens.com When Short Supply Meets Rapid Growth: The Shift in Health Care Staffing Bonnie Britton Vice President, Sales Staff Care Inc. staffcare.com Wednesday, Oct. 28 3:45 5 p.m.

2 Health Care Section Forum Leverage Client Feedback for Continuous Improvement Chris Franklin Executive Vice President LocumTenens.com Wednesday, Oct. 28, 3:45 5 p.m. Chris Franklin Executive Vice President LocumTenens.com AGENDA o The Locum Tenens Market o Demand o Supply o Engaging Customers o Why It s Important o How We Do It o LocumTenens.com Feedback Process o How It Started o How It Has Evolved o How We Use It o Questions 1

3 o About LocumTenens.com Since 1995, LocumTenens.com has been a leader in supplemental physician and advanced practice staffing. o We are part of the Jackson Healthcare family of companies. o o o o Each of our divisions offer in depth knowledge of one of the high demand medical specialties in which we work. LocumTenens.com operates the largest free online job board for the locum tenens industry. Our proprietary database stores information on thousands of job seeking physicians, CRNAs, NPs and PAs. Founder of MedicalMissions.org, one of the web s top sites that helps medical volunteers and mission centered organizations connect. The Locum Tenens Market Demand is Increasing What is driving the high demand for healthcare in the U.S.? More Access The Affordable Care Act added million people to insurance rolls, including 9 million on expanded Medicaid 1 Aging Population o 78 million: number of U.S. baby boomers o 1 baby boomer turns 65 every 8 seconds Unhealthy Population o $190 billion/year: obesity related treatment spending now exceeds spending on smoking related illnesses 3 o 5% of the U.S. population = 49% of healthcare spending 2 1. Forbes 2. AHRQ, The High Concentration of U.S. Health Care Expenditures Reuters Forbes, 3. Obesity Now Costs Americans More in Healthcare Spending than Smoking 2

4 Supply is Finite o As of 2013, there were 767,000 medical doctors in the U.S. o Research shows that most graduating physicians are choosing to be employed and live in more urban areas o 20% of the U.S. population lives in rural areas, but only 9% of physicians o The Association for Staff Physician recruiters last year reported that only 58% of full time searches were filled by year end. By 2025, the AAMC estimates that there will be a shortage of 90,000 physicians Locum Tenens Offers Solutions o The locum tenens industry has a 30 year history of helping provide access to healthcare professionals where they are needed, when they are needed. o The National Association of Locum Tenens Organizations (NALTO) lists more than 72 firms in its membership. o Staffing Industry Analysts estimates the locum tenens industry market size at $2.5 billion in o For clients: Locum tenens professionals provide staffing flexibility to healthcare providers o For talent: Locum tenens work provides the work life balance and independence that healthcare professionals want Engaging Customers 3

5 Our Role Model Customer Engagement How Engaged Are Your Customers? FULLY ENGAGED customers are strongly emotionally attached and attitudinally loyal. They ll go out of their way to locate a favored product or service, and they won t accept substitutes. True brand ambassadors, they are your most valuable and profitable customers. ENGAGED customers are emotionally attached, but not strongly loyal. They do like your product or service, but they can be tempted to switch by a more convenient, more attractive, or lower priced offer. NOT ENGAGED customers have a take it or leave it attitude toward your product or service. They re disconnected emotionally and are attitudinally neutral toward your brand and what you re selling. ACTIVELY ENGAGED customers are completely detached from your company and its products and services. They will readily switch or if switching is difficult or impossible may become virulently antagonistic toward your company or brand. Either way, they re always eager to tell others exactly how they feel. Our Service Promise We operate under the following guiding principles in order to deliver the best customer Experience possible and to demonstrate our obsessive dedication to our customers. Accessibility and Responsiveness Our associates are trained to respond quickly and keep you informed as things change. o What this means to you: You should be able to reach our associates when you need them. If we are not available, expect a timely return call or . Expertise Our associates know this business because they've been doing this for a long time. In fact, LocumTenens.com has one of the highest average employee retention rates in the business. o What this means to you: When you call LocumTenens.com, you will talk to someone who knows the ins and the outs of your particular specialty. You can expect to build a long lasting business relationship with a tenured professional. 4

6 Our Service Promise Respect Courtesy Empathy Transparency Every associate at LocumTenens.com, from our Interns to our President, is committed to delivering great customer service. Nothing is more important to us than treating our customers well our customers are the reason we are in business we understand this. o What this means to you: We understand that your time is valuable. Your contact will listen to you and invest whatever time is necessary to learn about what you need so that we can deliver results. When working with LocumTenens.com, expect honesty, fairness and open communication. We do what we say we're going to do. Innovation We know your needs and priorities are constantly changing and our culture is one that allows us to change course and make quick decisions as needed to support your needs. o What this means to you: When you work with LocumTenens.com you can expect your contact to focus on your needs. When issues or problems arise, expect quick resolution. When you are in a bind, expect new and innovative solutions not a one size fits all approach. The LocumTenens.com Process Evolution of the Process No formal process prior to Began phone surveys using questions developed by leadership team 2012 Process moved to customized, automated e mails no longer coming from a single person Now Have created formulas to prevent over surveying Annual client satisfaction survey in addition to postengagement surveys Dissatisfied responses are automatically escalated to team VP Confidential and Proprietary LocumTenens.com

7 Where Are We Now? Using the universally accepted Net Promoter Score (NPS) is a very clear way to measure the engagement of our clients and talent. Source: Medallia Inc. All rights reserved. NPS Benchmarks by Industry Source: Satmetrix 2015 US Consumer Study Satmetrix Systems Inc. All rights reserved. Net Promoter, NPS, and Net Promoter Score are trademarks of Satmetrix Systems Inc. Bain & Company Inc. and Fred Riechheld Net Promoter Score Physicians and CRNAs LT (72.8%) 33% 51% 77% 90% 0% 100% Staffing Industry Southwest Apple Zappos.com Talent Airlines 6

8 Net Promoter Score Clients and Facility Contacts LT (64.4%) 8% 51% 77% 90% 0% 100% Staffing Southwest Apple Zappos.com Industry Talent Airlines 2014 Satisfaction Survey Results Considering everything, please rate your level of overall satisfaction regarding your experience working with LocumTenens.com Combined Very Sat/Sat Providers: 95% Clients: 92% Very Satisfied Satisfied Neither Satisfied Nor Dissatisfied Dissatisfied Very Dissatisfied Total Provider 61% 34% 3% 2% 0% 114% Client 63% 29% 3% 4% 0% 89% Building a WOW Culture o Top Box Scores o Considering everything, rate your overall satisfaction with LocumTenens.com on this assignment o Specific questions about credentialing, travel, account executives, the provider, etc. o Specific questions about knowledge level and responsiveness o Top Box score are people who selected very satisfied o Satisfied is also shared o Goal is to move satisfied to very satisfied o Rolling average over 4 quarters 7

9 Other Feedback Sources Reporting Feedback responses are available on dashboard down to the individual level. Quality o In addition to service, we ask about the quality of the healthcare professionals we place. We report this annually to clients. o What we measure: o Clinical fit o Staff interaction o Overall satisfaction 8

10 Future Goals o Formally closing the feedback loop o Asking the right person the right questions (medical director vs. physician recruiter) Results o Tremendous growth o Low turnover of employees o Great loyalty from clients and talent o Industry recognition due to high NPS scores Questions? 9

11 Thank you for attending this Staffing World 2015 Section Forum Chris Franklin Executive Vice President LocumTenens.com 10

12 Health Care Section Forum When Short Supply Meets Rapid Growth: The Shift in Health Care Staffing Bonnie Britton Vice President, Sales Staff Care Inc. Wednesday, Oct. 28, 3:45 5 p.m. Bonnie Britton Vice President, Sales Staff Care Inc. Short Supply: Two Ways of Measuring the Physician Shortage 1. Check the numbers AAMC projects a growing physician deficit 100,000 90,400 (63,700 Specialists) 65,500 50,000 21,800 7, Source: Association of American Medical Colleges, March

13 Short Supply: Two Ways of Measuring the Physician Shortage 2. Try to schedule a physician appointment Average physician appointment wait times by city: Metro Area Average Wait Time Metro Area Average Wait Time Boston 45.4 San Diego 16.2 Denver 23.6 Seattle 16.0 Philadelphia 20.6 Atlanta 14.0 Portland 19.4 Houston 14.0 Minneapolis 19.2 Miami 13.6 Detroit 17.8 Los Angeles 12.2 Washington, D.C Dallas 10.2 New York 16.8 Overall 18.5 Source: Merritt Hawkins 2014 Wait Time Survey It s Not Just Physicians Physician assistants (PAs) and nurse practitioners (NPs): 20% deficit by 2025* Registered nurses: 526,800 additional needed by 2022** Physical therapists: 13,638 to 27,820 too few by 2020*** Sources: Richard Cooper, M.D., University of Pennsylvania. Physician shortage isn t the only looming one. Advance for NPs and PAs. July 28, 2011.* Bureau of Labor Statistics** American Physical Therapy Association*** What s Driving the Shortage? Hint: 10,000 Baby Boomers turn 65 every day (35 have turned 65 since I began this presentation) In-Patient Procedures by Age Group Number of Diagnostic Treatments/Test by Age 47.1% 37.4% 29.2% 30.0% 33.1% 14.0% 15.5% 14.0% 3.4% Under US Population % Under US Population 65+ Source: Center for Disease Control and Prevention 2

14 Other Factors The Affordable Care Act: 16.4 million people now insured More population growth: 45 million new Americans from (roughly the population of Ukraine) Provider aging: 55% of nurses are 50 or older; 28% of physicians are 60 or older Medical advances: Over 10,000 prescription drugs, organ transplants, Botox, and Bariatrics Our own success: 18 million cancer survivors by 2020 What Do Consumers Seek in an Era of Provider Shortages? Access The new mantra: Be everywhere, all the time The Rise of Convenient Care Walk in clinic: Walk in and be seen by a healthcare professional without an appointment Retail clinic Urgent care Pharmacies Emergency Room Employer clinics Occupational health clinics 3

15 Retail Clinics and Pharmacies Retail Clinics Typical Staff Services Nurse practitioners Physician assistants Pharmacists Pharmacy technicians Non-emergent injuries and illness Flu and cold symptoms, strep throat Minor cuts, scrapes and skin conditions Preventative Health Services: Immunizations Annual physicals and health screenings Expanding Services: Chronic disease management Prescribed medications adjacent pharmacies Slightly less advanced medical procedures than urgent care Urgent Care Centers Urgent Care Typical Staff Services At least one medical doctor Nurse practitioners Physician assistants Medical assistants Laboratory Imaging Physical therapists RNs (MS, PED) Pharmacists Non-emergent injuries and illness Falls, sprains, broken bones Preventative health services Laboratory services Imaging Slightly more advanced than a retail clinic, fill the gap between primary care doctor and ER U.S. Market Size 1,658 Retail Clinics As of June 2014, five organizations operated 90% of retail clinics CVS, Walgreens, Kroger, Target, and Wal-Mart 9,900 Urgent Care Centers Heavily fragmented market Large urgent care chains are only 2.2% of market Sources: Merchant Medicine, Rand Health Retail Clinics Play Growing Role in Health Care Marketplace, Urgent Care Association of America 4

16 Retail Clinic Growth Retail Clinics Growth Expectations 20-25% annually Source: Accenture, Aug 2013 "Retail Medical Clinics: From Foe to Friend? Between August 2013 and 2015, the number of retail clinics was predicted to grow 20% to 25% annually, doubling from 1,418 to 2, U.S. Retail Health Clinics to Double by Urgent Care Growth Urgent Care Center Growth Expectations $14.5 billion urgent care industry expected to grow 5.8% annually through % annually $20.0 $18.2 $18.8 $18.0 $17.0 $16.2 $15.3 $16.0 $14.5 $13.7 $14.0 $13.0 $11.9 $12.3 $12.0 $11.1 $10.0 $8.0 $6.0 $4.0 $2.0 $0.0 $ in Billions Source: IBIS World Sooner or Later, We All Need Therapy 5

17 Allied Health Growth Employment Outlook % of Job Growth from % Occupational Therapist 29% Occupational Therapy Assistant Physical Therapist 41% 41% Physical Therapy Assistant 36% Speech Therapist 19% Sonographers 39% Medical / Clinical Laboratory Technologist 22% Pharmacist All Other Occupations 14% 11% Source: Bureau of Labor Statistics Niche Target EHR projects requiring staffing support EHR implementation Paper to electronic Transition from one software to another Upgrade current system New facility opening Unit expansion EHR Positions Needed EHR Trainers EHR Super Users EHR Backfill Providers EHR Go-Live Support On-site Project Coordinator 6

18 Q&A Thank You! AMN Healthcare, Inc. San Diego Office High Bluff Drive San Diego, CA Phone: (866) Thank you for attending this Staffing World 2015 Section Forum Bonnie Britton Vice President, Sales Staff Care Inc. 7