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Using patient stories to create a culture that cares: MD Anderson & Gelb - Beryl Institute
The document discusses the implementation of patient experience mapping to enhance cancer care at MD Anderson's Proton Therapy Center, aiming to align organizational practices with patient expectations. It highlights insights gathered from over 20,000 stakeholders and outlines current challenges in patient experience management, emphasizing the need for clear communication and emotional support. The document concludes with strategies for improving patient care and marketing outreach to raise awareness of proton therapy as a treatment option.
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Using patient stories to create a culture that cares: MD Anderson & Gelb - Beryl Institute
- 1. Using Patient Storiesto Create a Culture of Caring The Beryl Institute April 2013
- 2. PAGE 2 Agenda 1. Background 2.Approach 3. Insights 4. Insights to Action 5. Adapting Practices
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- 4. PAGE 4 Our missionis to eliminate cancer in Texas, the nation, and the world. With the launch of the Moon Shots Program, we have committed to initially eliminating eight cancers. Patient Care - Research - Education Our mission is to eliminate cancer in Texas, the nation, and the world. With the launch of the Moon Shots Program, we have committed to initially eliminating eight cancers.
- 5. PAGE 5 Enhance Business Decisions Develop and Managethe Brand Understand the Customer Manage Growth • Financial ROI • Campaign effectiveness • Project management & metrics • Customer, community research • Voice of the patient • Customer experience • Demand generation for institutional priorities • Service line marketing • Global partnerships • Brand management • Sponsorships • Brand advertising Measure Success Global leader in cancer • Market intelligence • Trends, data, competitive tracking • Business planning support Marketing at MD Anderson
- 6. PAGE 6 We havelistened to 20,000+ patients, caregivers, healthy public, staff and faculty Over Eight Years…
- 7. PAGE 7 Proton TherapyCenter • Overview • What is proton therapy? • 11 centers in operation across US • What makes our center unique? • Strategic goals of our efforts • Marketing: educate, drive demand to grow patient volume • Clinically: expand use of proton therapy to help people with a wider variety of cancers • Embedded marketing support • Dedicated team of marketers • More involvement in operational issues
- 8. PAGE 8 Why WeUse Experience Mapping • Evaluates the entire experience • From the moment someone hears of us • Through the transition of care back to the community providers • Creates a framework for alignment • Care – How we deliver • Communication – What we say • Coordination – How we manage the process • This framework is then be used to assess and monitor the experience over time • Follow-up assessments • Patient satisfaction monitoring • Experience dashboards
- 9. PAGE 9 Our Partner 10+year relationship Works with Nationally-Recognized Institutions: • 5 “Honor Roll” institutions • 5 out of the top 10 cancer programs • 3 out of the top 4 pediatric hospitals • 2 out of the top 4 cardiovascular programs Conducts National Benchmarking Studies: • Patient experience • Marketing • Physician relations • International programs
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- 11. PAGE 11 Philosophy Cultureand your brand promise are linked through the experience delivered. Leaders translate customer expectations to the organization and reinforce desired employee behaviors. This alignment creates an exceptional experience and a sustainable competitive advantage. We call this desired state enchantment. EXPERIENCE EXPECTED BEHAVIORS Cultural Alignment Transformational Leadership Brand Promise
- 12. PAGE 12 Examined practicesrelated to: • Strategy • Communications • Service Delivery • Coordination • Technology • Feedback
- 13. PAGE 13 77% linkto revenue | 87% word of mouth
- 14. PAGE 14 Current OrganizationalChallenges Defining Experience Mgmt Only 54% say senior executives and staff are aligned in their view of patient experience management Only 43% of respondents report that their organization has a common set of expected behaviors to manage the patient experience across multiple functions Coordination and Cooperation Meeting Emotional Needs Only 20% report having systems that are designed to enable each person who interacts with a patient to understand his/her preferences Source: Gelb / APQC / Beryl Institute Survey
- 15. PAGE 15 Common Challenges •Balancing costs and experience management • Multiple referral flows • Managing multiple touchpoints • Aligning all stewards toward common outcomes
- 16. PAGE 16 Experience Mappingis an in-depth qualitative research technique that utilizes a visual cue (the experience map) to help physicians, patients, staff, and other influencers recall specific episodes in their journey. It provides: Assessment of the total experience • Expectations- before first encounter • Activities and Touchpoints • Changes in attitudes, if any Framework for action • Experience stewards who are responsible for delivery • Steward can appreciate the relationship of their actions to the rest of the journey • Interactions or “touchpoints” are categorized at each step Fitting it All Together
- 17. PAGE 17 Planning • Treatmentoptions • Knowledge about MDACC PTC • Educational resources • Word of mouth Arrival • What it’s like to be a patient • Discussion with patients (diagnosis, referral options) Treatment • Clinical interactions • Staff interactions • Treatment planning • Coordination of care • Self-care Transition of Care • Coordination of on-going care • Ongoing patient care/support • Call-backs for assistance Primary Experience Stewards • Lay Influencers • MDACC Staff • Online Ads • Community Physicians • Front Desk Staff • Faculty/Medical Staff • Faculty/Medical Staff • Support Staff • Faculty/Medical Staff • Support Staff • Faculty/Medical Staff • Support Staff Scheduling • Initial contact with MDACC PTC • Timing and ease of process • Accessing resources for patients and their families “There is hope for a better quality life” “Proton Therapy Center is my best option” “I feel at ease” “I’m in caring hands” “I have continued care” Ideal Outcomes Key Touchpoints
- 18. PAGE 18 Physical Environment Communications Review 1. Interviews From Data… Video/ Audio Recordings Interview Transcripts 2.
- 19. PAGE 19 …to Insights DetailedFindings: • Key themes • Verbatim comments • Strengths and barriers 3. Day in the Life Touchpoint Assessment: • Key Recommendations • Illustrate with pictures • Enrich with clips 4.
- 20. PAGE 20 Differences inNeeds What We Do • Services offered • Clinical outcomes • Transfer efficiency • Scheduling delays Functional Needs How We Do It • Inclusion in treatment • “Feel” of the interactions • Subjective quality judgments • Feeling valued Emotional Needs NUMBERS STORIES
- 21. PAGE 21 Structure MDACC providesthe best care and communication They are experts, but I need to know more about what it’s like to be a patient I an anxious about the travel requirements and changes to my lifestyle High performance Moderate performance Low performance “MD Anderson is the best option to beat cancer” Ideal Outcome: Day in the Life: Touchpoint Performance: Icons for each stage: Electronic communications, telephone communications, facility, written communications, interpersonal communications
- 22. PAGE 22 Proton TherapyPatient (summary) DESCRIPTORS • Most are males, approaching retirement age or older with prostate cancer or difficult to treat/reach cancers • Knowledgeable, independent individuals who conduct research for their best chance at a better quality life; place high value on information BEHAVIORS • Research is an important part of decision-making • While time is of the essence, they invest a lot of effort on primary (e.g., interviewing patients and physicians) and secondary research (e.g., online information) • Rely on their physicians, family members and friends to provide insight (e.g. treatment options, providers), but they make their own decisions “I didn’t realize proton therapy was an option for me until I started doing my homework. Without a nudge, I probably would have gone with a more common approach, so I’m glad I took the extra step. I believe this will provide me with a higher quality of life.” NEEDS • Severity of diagnosis and side effects of traditional cancer treatments create sense of urgency and determination to find best option for a quality life • Involved and enduring treatment increases anxiety for patients and amount of care needed • Knowledge about Proton Therapy Center is limited to nonexistent
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- 24. PAGE 24 Many NotAware of Proton Therapy Option Please indicate your familiarity specifically with proton therapy for cancer treatment:
- 25. PAGE 25 Ideal Outcome Patientswant overall “I have the resources I need.” Proton Therapy Center Functional Needs Flexible scheduling Resources that facilitate process (shuttle to main campus) Clear contact information Timely appointments
- 26. PAGE 26 Ideal Outcome Patientswant overall “They truly care about me here.” Proton Therapy Center Emotional Needs Connectedness with other patients Feelings of care and ease Calming environment Assurance they’ve made the right choice
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- 28. PAGE 28 Translating Insightsinto Action Communication CoordinationCare Awareness Need Scheduling Treatment Transition of Care
- 29. PAGE 29 Brand MessageRefinement Message Communicated Current Interpretation Desired Interpretation Best Hope Last Chance First Choice Top-Rated Cancer Center Serious/Rare Cancer Only All Cancers Research Driven Care Impersonal Care Compassionate Care International Reputation Expensive Best Treatment Anywhere Contact Us Need Physician Referral Can Self-Refer
- 30. PAGE 30 Proton Marketingand Outreach Efforts • Advertising has to educate and create demand • Define proton therapy quickly • Strong digital component required • Reach prospective patients at the point of searching for treatment options • Find ways to raise awareness and educate more people about proton therapy • Public relations • Sponsorships • Partnerships and activities with advocacy groups widen audience reach – ProtonPals – American Brain Tumor Association – National Lung Cancer Partnership – American Childhood Cancer Organization
- 31. PAGE 31 Digital Presence •Expanded online presence allows prospective patients and families to find us more easily • More robust content • Launched mobile site • Social media • Facebook/Twitter serve as a community of prospective, current and past patients • Patient/physician blogging
- 32. PAGE 32 Patients StoriesOffer Hope, Inspiration Website • Goal: At least one patient story for every disease treated Facebook, Twitter, YouTube • Share photos and links to patient stories • Videos of patient testimonials and tips about their experiences with proton therapy; “graduation” celebrations; profile clinical teams • Share “case studies” to show the difference between protons and photons to educate about possible side effects
- 33. PAGE 33 Patient Stories– Gene
- 34. PAGE 34 Patient stories– Addison
- 35. PAGE 35 New Standards •Weekly patient education meetings (some patient led) • Build out of private area for pediatric patients and families • Earlier appointment times for young patients who require sedation • Greater integration and increased hours for child life specialist • Included specific service standards and communication efforts in staff performance plans
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- 37. PAGE 37 Process Improvement •Reaching out to internal stakeholders: education and relationship building • Increased information and support to help patients register for the online patient portal • New process for patient follow-up appointments • Education for external referrers: Proton Therapy Center Conference and other efforts • Easier access for prospective patients: Create dedicated online referral form; contact center coming online soon
- 38. PAGE 38 Call Modeland Dashboard 1. Align around goals and objectives 2. Assess current call center experience 3. Define ideal workflows and system needs 4. Design call model, call center system, service recovery application, and dashboards
- 39. PAGE 39 Results • Strengtheninternal relationships and referrals • More collaboration among centers; expansion of diseases treated • Education and increase in external referrals • Staff alignment • Increase in self referrals • Patient satisfaction scores
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- 41. PAGE 41 Status QuoVision Transformation Requires Commitment Employees will travel up a “commitment curve” that defines the stages for building personal commitment to support the brand; the design of implementation will take this into consideration using a combination of pilots, mandates, and sharing of practices. Internalization Individuals make new process their own and create innovative ways to use and improve T I M E COMMITMENT High Contact Individuals have heard new initiative exists Low Awareness Individuals are aware of basic scope and concepts of new initiative Understanding Individuals understand impacts to organization and their functional area Positive Perception Individuals understand new process impacts and benefits to them Adoption Individuals are willing to work with and implement new process Institutionalization New process is the way work is done -- the new status quo While the speed with which an individual moves up the commitment curve may vary, the stages themselves are inevitable
- 42. PAGE 42 Prescriptions forYour Organizations • Sell in the concept by linking to revenue potential • Satisfaction => Advocacy => Word of Mouth • Empowered staff = happier patients • Start with clinical services lines that are bought in • Don’t try to tackle everything at once • Focus on “sphere of action” • Identify quick wins and execute • Follow-up and refine the process for new areas • Share best practices across organization
- 43. PAGE 43 Follow-up AssessmentTools 1. a. Caring Environment: Service with a Smile Caring Environment: Service with a Smile Employees do not provide caring and friendly services or service with a smile and there are no official service standards in place requiring it Employees may choose to be caring and friendly, but there are no official service standards in place requiring it Employees verbally encouraged to be caring and friendly, but there are no official service standards in place requiring it All employees are expected and held accountable during their reviews to follow uniform service standards that include providing caring and friendly services with a smile Patients report consistently expecting and receiving caring and friendly services from insititutional personnel with few to no exceptions. 1 q 2 q 3 q 4 q Maturity Continuum Highlighting Best Practices Ratings from Observations and Self-reporting Typical Evidence
- 44. Benchmarking Your Progress Source:Gelb / APQC / Beryl Institute Survey
- 45. PAGE 45 We CelebrateSuccess…with a Shake
- 46. PAGE 46 Contact Us DanaHoyland Lee Manager, Marketing [email protected] John McKeever Executive Vice President [email protected]
- 47. PAGE 47 Endeavor Managementis a strategic transformation and management consulting firm that leads clients to achieve real value from their initiatives. Endeavor serves as a catalyst by providing the energy to maintain the dual perspective of running the business while changing the business through the application of key leadership principles and business strategy. The firm’s 40 year heritage has produced a substantial portfolio of proven methodologies, enabling Endeavor consultants to deliver top-tier transformational strategies, operational excellence, organizational change management, leadership development and decision support. Endeavor’s deep operational insight and broad industry experience enables our team to quickly understand the dynamics of client companies and markets. In 2012, Gelb Consulting became an Endeavor Management Company. With our Gelb experience (founded in 1965) ,we offer clients in-depth insights in the healthcare industry and unique capabilities that focus their marketing initiatives by fully understanding and shaping the customer experience through proven strategic frameworks to guide marketing strategies, build trusted brands, deliver exceptional customer experiences and launch new products. Endeavor strives to collaborate effectively at all levels of the client organization to deliver targeted outcomes and achieve real results. Our collaborative approach also enables clients to build capabilities within their own organizations to sustain enduring relationships. For more information, visit www.endeavormgmt.com and www.gelbconsulting.com 2700 Post Oak Blvd., Suite 1400 Houston, TX 77056 +1 713.877.8130 www.endeavormgmt.com/healthcare