Suzanne HenderyVice President, Marketing & CommunicationsBaystate HealthSpringfield, MA

A Case Study of Patient Experience Design & Marketing Management

March 1, 2013; Harvard School of Public Health

Masters in Management Program

Laurie Gianturco, MDChair, Department of RadiologyBaystate HealthSpringfield, MA baystatehealth.org

Clinical & Marketing PartnershipLaurie Gianturco, MD •Chair, Radiology Department, Baystate Medical Center•Associate Clinical Professor and Deputy Chair, Radiology Department, Tufts University School of Medicine MD role Patient Experience-Marketer role

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 CEO, CMO, CFO.

Advocated with CEOs/VPs. Communicated commitments.

Planned campaign and creative. Availability. Shared metrics. Delivered on promises.

Suzanne Hendery, MA •Vice President, Marketing & Communications, Baystate Health

Who we represent

Baystate Health, a Top 15 Integrated Delivery System of three hospitals, Baystate Health, a Top 15 Integrated Delivery System of three hospitals, including Baystate Medical Center, the largest hospital outside of Boston including Baystate Medical Center, the largest hospital outside of Boston and the Western Campus of Tufts University School of Medicine. Baystate and the Western Campus of Tufts University School of Medicine. Baystate Health is the health care leader in Western Massachusetts with an Health is the health care leader in Western Massachusetts with an insurance plan (HNE) and one of the largest employers with 400 employed insurance plan (HNE) and one of the largest employers with 400 employed physicians and 10,000 employeesphysicians and 10,000 employees..

Case Study; Patient Experience Design

Breast Health & Imaging at Baystate (Laurie)•Starting Situation & Driving Trends•Physician & Marketing Partnership •6 Steps to Transform Culture•Patient & Leadership Engagement Process

Marketing Management (Suzanne)•The Experience Economy & Loyalty•Building the Brand•Focus & Marketing Plan•Volumes & Results

Lessons Learned Discussion

Inpatient

Opportunity: Outpatient Breast Imaging•Escalating demand from aging population•80% of healthcare decisions made by women•Increased role and consumer demand for diagnostic imaging •Medicare lowering rates for free-standing, consolidate under hospital OP model•Align with ACO strategy

Sources: Impact of Change® v12.0,, Sg2; NIS; PharMetrics; CMS; .

Growth Rate, US Adults, 2012-2022

Outpatient

Surgical Medical UltrasoundScreening Mammo

Diagnostic Mammo Lumpectomy Chemo

RadiationTherapy Visits

2012 Volumes 74,000 18,000 3.0M 34.4M 10.1M 278,000 2.1M 3.1M 11.1M

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.

Our VisionBaystate Health will 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.

Two Organizations; One Baystate Vision

2010 Volumes R&I, site 1 R&I site 2 CBC Total

Mammo screening 7,679 7,211 13,168 28,058

Mammo DX 2,722 3,717 6,439

Biopsies 1,080 2,607 3,687

Total 11,481 7,211 19,492 38,184

6 Steps to Transform Culture

AssessAssess& Define & Define CultureCulture

CommCommCampaignCampaign

Leaders’Leaders’ToolkitToolkit

New New Employee Employee

OrientationOrientationReward Reward & Recog& Recog

ACCOUNTABILITYACCOUNTABILITY

On-the-On-the-Job Job

TrainingTraining

Rounding CoachingPerformance Evaluations

Slide used with permission from Jake Poore, Integrated Loyalty Systems

We asked patients…

We identified our “Graffiti”

Our Service Promise; We inspire hope and promote wellness in our community

by creating outstanding experiences in a caring and compassionate environment.

Our leaders trained our employees

Care Study in Patient Experience Design

Baystate Breast & Wellness Center •Starting Situation & Driving Trends•Physician & Marketing Partnership•6 Steps to Transforming Culture •Patient & Leadership Engagement Process Marketing Management•The Experience Economy and Loyalty•Building the Brand•Focus & Marketing Plan•Volumes & Results

Lessons Learned & RecommendationsDiscussion

Strategy for growth: Create a positive and memorable patient & referrer experience, consistently exceeding expectations over time = Loyalty

Valued segmentsValued segments: Who will we serve? : Who will we serve?

Value propositionValue proposition: How will we meet their needs better than anyone else?: How will we meet their needs better than anyone else?

Marketing-Brand-Business AlignmentMarketing-Brand-Business Alignment: How will we design and align strategy, : How will we design and align strategy, operations, clinical programs, culture and marketing investments to deliver on operations, clinical programs, culture and marketing investments to deliver on the strategy and value proposition every day?the strategy and value proposition every day?

Patient Experience & Referrer Relationships are Strategy-Critical

ACCESS

SAFETY

COMPASSION

EXPERTISE

TIME SENSITIVITY

Building the Brand

Adapted from Navvis Adapted from Navvis

StrategyMarkets

CapabilitiesInvestmentsPartnerships

Brand Alignment Framework

OperationsEnvironment

Quality/SafetyCustomer Service

Business Processes

CultureMission

Vision, ValuesBehaviors

MarketingTargetsServices

Channels, Pricing

See What Our Patients & Staff Built!

Year to Year “Snap shot” Volumes 10/11-1/12 vs 10/12-1/13 (4 months)

• Screening mammography flat

(no loss of patients despite move)

• Diagnostic mammo up 17%

• Biopsies up 36%

Volume by Modality(Date Range Oct-Jan)

0

1000

2000

3000

4000

5000

6000

7000

8000

2010-2011 2011-2012 2012-2013

Volu

me

Total ScreeningMammo (MA offi ces)

Total DiagnosticMammos (Wason andLiberty)

Total Breast Biopsies(Wason and Liberty)

Lessons Learned; Transforming Culture

1. Set aside ‘investment’ of time

2. Have a clear, simple blueprint

3. Help each employee understand their role. Constantly communicate. Make leaders present and accessible.

*Lots of listening / *1:1 time*Repetition, repetition, repetition *Reinforcement—be specific*Celebrate success

4. Get people ‘off the bus’ if they do not believe/ behave.

5. Stress and reward collaboration and teamwork. If you are not caring for a patient, you should be caring for someone who is.

6. Never take our eye off the ball. Share metrics and accountability.

Discussion

Stakeholders: Starting & Ending Views of Key Stakeholders: Stakeholders: Starting & Ending Views of Key Stakeholders: Board, CEO, CFO, COO, CMO, CNO, Referring PhysiciansBoard, CEO, CFO, COO, CMO, CNO, Referring Physicians

Physician Leader & Marketing Collaboration: Impact on other clinicians

Engaging Employed & Community Based Physicians: Impact and Engaging Employed & Community Based Physicians: Impact and roles on brand, quality and service standards roles on brand, quality and service standards

Patient Experience Design Strategy: Impact on related service Patient Experience Design Strategy: Impact on related service lineslines