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This case study describes the partnership between the Radiology Department Chair and the Vice President of Marketing at Baystate Health to transform the patient experience for breast imaging services. They implemented a 6-step process to change the organizational culture to focus on patient needs based on feedback. This included training leaders and staff, implementing a service promise, and rewarding staff for prioritizing patient care. As a result, diagnostic mammography volumes increased 17% and biopsies increased 36% in the first 4 months after moving locations, showing the positive impact of the new patient-centered approach.
baystateharvardfinal
- 1. Suzanne Hendery Vice President, Marketing & Communications Baystate Health Springfield, MA A Case Study of Patient Experience Design & Marketing Management March 1, 2013; Harvard School of Public Health Masters in Management Program Laurie Gianturco, MD Chair, Department of Radiology Baystate Health Springfield, MA baystatehealth.org
- 2. Clinical & Marketing Partnership Laurie 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
- 3. 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 Bostonincluding Baystate Medical Center, the largest hospital outside of Boston and the Western Campus of Tufts University School of Medicine. Baystateand the Western Campus of Tufts University School of Medicine. Baystate Health is the health care leader in Western Massachusetts with anHealth is the health care leader in Western Massachusetts with an insurance plan (HNE) and one of the largest employers with 400 employedinsurance plan (HNE) and one of the largest employers with 400 employed physicians and 10,000 employeesphysicians and 10,000 employees..
- 4. 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
- 5. 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 Ultrasound Screening Mammo Diagnostic Mammo Lumpectomy Chemo Radiation Therapy Visits 2012 Volumes 74,000 18,000 3.0M 34.4M 10.1M 278,000 2.1M 3.1M 11.1M
- 6. 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 Vision Baystate 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
- 7. 6 Steps to Transform Culture AssessAssess & Define& Define CultureCulture AssessAssess & Define& Define CultureCulture CommComm CampaignCampaign CommComm CampaignCampaign Leaders’Leaders’ ToolkitToolkit Leaders’Leaders’ ToolkitToolkit NewNew EmployeeEmployee OrientationOrientation NewNew EmployeeEmployee OrientationOrientation RewardReward & Recog& Recog RewardReward & Recog& Recog ACCOUNTABILITYACCOUNTABILITYACCOUNTABILITYACCOUNTABILITY On-the-On-the- JobJob TrainingTraining On-the-On-the- JobJob TrainingTraining Rounding Coaching Performance Evaluations Slide used with permission from Jake Poore, Integrated Loyalty Systems
- 9. We identified our “Graffiti”
- 10. Our Service Promise; We inspire hope and promote wellness in our community by creating outstanding experiences in a caring and compassionate environment.
- 11. Our leaders trained our employees
- 12. 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 & Recommendations Discussion
- 14. 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 onoperations, 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 NavvisAdapted from Navvis Strategy Markets Capabilities Investments Partnerships Brand Alignment Framework Operations Environment Quality/Safety Customer Service Business Processes Culture Mission Vision, Values Behaviors Marketing Targets Services Channels, Pricing
- 15. See What Our Patients & Staff Built!
- 16. 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 Volume Total Screening Mammo (MA offices) Total Diagnostic Mammos (Wason and Liberty) Total Breast Biopsies (Wason and Liberty)
- 17. 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.
- 18. 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 andEngaging Employed & Community Based Physicians: Impact and roles on brand, quality and service standardsroles on brand, quality and service standards Patient Experience Design Strategy: Impact on related servicePatient Experience Design Strategy: Impact on related service lineslines
Editor's Notes
- #6: Population aged 40+ 45 increase by 85% in the next decade. Advisory Board Company
- #7: Even more than the hospital downstream revenue from mammography—opportunity for loyalty in partnership with MDs and community. Focus on the female patient. “owning hearts and minds!” Private practice that sold sites to hospital for coordinated care.
- #8: Assess; focus group w staff at all sites, referring MD interviews, patient focus groups. Define culture=2 day retreat Communications=newsletter, naming of building, pep rally, 1-1s to get buy-in Leaders tool=retreat and training Reward & recognition= on the spot, service recovery New employee orientation= new people understand cultural norms On-the-job-training=coaching, feedback from patients, etc.
- #9: patient video here
- #10: Employee video here
- #11: Framed poster. Wallet cards in packets
- #12: Our own Chair, Director and Managers team led the education and training process. Showed them video comments from patients, graffiti from staff, discussed “How we treat each “How we’ll do things around here…” service promise, BH mission and vision, how we make priorities and 8 compassionate behaviors, asked them how they’ll do things differently, how they will “localize” the promise and behaviors in their area.
- #14: The term Experience Economy was first described in a book published in 1999 by B. Joseph Pine II and James H. Gilmore, titled "The Experience Economy". In it they described the experience economy as the next economy following the agrarian economy, the industrial economy, and the most recent service economy. Emotions drive decisions—an emotional connection makes the difference. Pine and Gilmore argue that businesses must orchestrate memorable events for their customers, and that memory itself becomes the product - the "experience". More advanced experience businesses can begin charging for the value of the "transformation" that an experience offers. As Time Magazine makes clear—spotlight on pricing. As Healthcare becomes more as a a commodity—it’s experience that differentiates us. Emotional component to decision making.
- #15: Adjusted citation to Navvis Marketing Plan in folder—explain. Plan for the year. 2 step operational component—whole facility together Feb 25. Waiting til operations is ready. So far, first 4 months. Going great. In anticipation of the Breast Center’s opening and in consideration of the consolidation of numerous R&I locations at this new site, Baystate is interested in understanding the following: Who are Baystate’s current best customers (in terms of revenue), how many more like patients are in the market, and what is the best way to reach them? Who are R&I’s best customers (in terms of volume) and what is the best way to engage with them? Who are the women between the ages of 40-74 within additional Baystate channels (i.e., Spirit of Women, Health New England, physician roster, Board members, donors, volunteers) who are in need of mammography services and what is the best way to reach them? Baystate Health believes they could benefit from a focused, customer segment driven, market specific approach to marketing campaign- and customer experience development around Women’s Services. Truven Health Analytics.
- #17: Trained call center as well. For easy accessibility, kept all our patients despite different ownership. Total delta 15 patients despite new location, new name. And—no new employees.
- #19: Changed discussion to neutral topics v. assuming these are their concerns.