SECHC Clinical Leadership Review

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<p>Slide 1</p> <p>1Mid Year Presentation</p> <p>February 23, 2016</p> <p>Nina JainRitika Tawani</p> <p>Agenda</p> <p>OverviewObjectiveFindings to date</p> <p>RecommendationsPilot SelectionLonger-Term Operational Recommendations2 Objective</p> <p>Objective of the projectEvaluate and improve our market position for middle- and high-income residents of the South End neighborhood. This includes:an analysis of competitors and substitutes, development of customer segmentation, and proposing recommendations to change our marketing and operations to better appeal to these residents. This will assist in:Improving our reputation throughout the communityIncreasing patient visits Increasing revenue3</p> <p>Agenda</p> <p>OverviewObjectiveFindings to date</p> <p>RecommendationsPilot SelectionLonger-Term Operational Recommendations4 Findings to date</p> <p>Findings to dateCompetitors: Other community health centers (Whittier, Fenway South End)Harvard Vanguard (Dartmouth Street)Boston Medical Center ambulatory careSubstitutes:</p> <p>Customer Segmentation:Newcomers to the cityNew parentsEmployees of local businesses5</p> <p>5</p> <p>Findings to date: providersCustomer value proposition: Small, personable and bilingually friendly in a prime locationLower wait times than academic medical centersServices not geared to high income patients:Longer wait times to see a provider, longer wait times at the Center due to no-show rate; Lower procedure times allocated (eg: Dental)Cumbersome private insurance reimbursement process Registration requirement for gateway servicesLow awareness and the word community in name; Lower level of customer serviceInsufficient # of providers and inaccurate provider perceptionUnavailability of certain physical infrastructure (eg WiFi, TV)6</p> <p>6</p> <p>Findings to date: community members7SECHC Perception - Low awareness and perception of lower quality geared towards low income / hispanic populations (word community)For their kids, people want the best quality possible, thus, perception of superior quality is extremely important in pediatricsMost people choose their PCP based on recommendations, proximity to work / home and are averse to changing itWhen choosing urgent care, proximity and longer hours are importantHealth center has longer appointment wait times (~2 weeks) compared to other clinics / hospitals (~2 days)Lot of people rely on word of mouth / recommendations for health careEye care / dental care could be good gateway services to introduce people to the health center - People more open to experimentation</p> <p>7</p> <p>Agenda</p> <p>OverviewObjectiveFindings to date</p> <p>RecommendationsPilot SelectionLonger-Term Operational Recommendations</p> <p>8 Pilot Selection</p> <p>Pilot Option 1: Physician-led SessionsPain point: Community members may be unaware of the Center and the services it offers. Potential customers may incorrectly perceive that the Center offers lower quality care as compared to local alternatives.Solution: Hold monthly physician-led sessions at the Center on health-related topics of interest.Increase awareness of the Center through advertising these sessions.In local businesses.Via social/local media.Through board members.Showcase physician talent.Demonstrate the quality of the Centers facilities.Potential topics: Wellness for New Moms, Seasonal Affective Disorder9</p> <p>9</p> <p>Pilot Option 2: Leverage Gateway ServicesPain point: Dental and Eye Care services are not currently utilized as recruiting tools for primary care patients.Solution: Leverage gateway services to increase the number of middle/high income patients using the Center for primary care.Simplify registration process for these gateway services. Eliminate required registration to the Center if possible.Advertise primary care services in Dental and Eye Care waiting rooms.Facilitate connection with Insurance Coordinators if patient is interested.Giveaways (e.g. pediatric thermometers) as enticements to sign up for a PCP at the Center.Follow-up with advertising materials accompanying patient satisfaction survey.</p> <p>10</p> <p>link to patient satisfaction surveys?10</p> <p>Pilot Option 3: Partnerships Pain Point: Low awareness of the community health center among south end residentsSolution: Partnerships with smaller business and communities in the South End to spread awareness and provide incentives to people to check out the health center (giving out branded thermometers for eg)SMB Businesses - RestaurantsProfessional Schools - BU DentalClasses for Kids / Groups for Working Moms - Little Lovage, Little Groove, Garden MomsMom Blogs - http://boston.citymomsblog.com, http://mommypoppins.com/kids/13-boston-parent-blogs-we-loved-in-2013Buildings - Immunizations for the residents11</p> <p>Agenda</p> <p>OverviewObjectiveFindings to date</p> <p>RecommendationsPilot SelectionLonger-Term Operational Recommendations</p> <p>12Longer-Term Operational Recommendations</p> <p>Longer-Term Operational RecommendationsBuilding relationships with the CenterOffice staffChristmas cardsAdditional hires to reduce appointment wait timesNurse practitionersCertified diabetes educatorStreamline private insurance proceduresEnsure minimal doctor churn (it is expensive!)Smooth transition for patients when a doctor leavesReduce no-show rateCare messageVirtual physician1Change urgent care hours13</p> <p>1. Izard 2005</p> <p>Izard, Tito. Managing the habitual no-show patient. Family practice management 12.2 (2005): 65-66.</p> <p>13</p>

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