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Get to know your referrers
The document outlines the challenges faced by referring physicians, highlighting low job satisfaction levels and barriers to patient referrals due to communication issues and inadequate support from institutions like St. Jude. It discusses strategies to improve the referral experience through better engagement, streamlined communication, and meeting physician needs, while suggesting the importance of understanding the factors influencing referral decisions. Furthermore, the document emphasizes the need for collaboration with referring physicians to enhance service delivery and establish a positive perception of St. Jude's capabilities.
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Get to know your referrers
- 1. PAGE 1 Get toKnow Your Referrers Understanding Referring Physician Decision Making www.endeavormgmt.com/healthcare
- 2. PAGE 2 Share OurSituation Review Our Journey Impart Lessons Learned Goals Sharing our Experience 1 2 3
- 3. PAGE 3 Common Issues OurResource Constraints 1 2 3 4 Gathering relevant market intelligence to better target and segment the market Increasing reach and finding innovative ways to better engage physicians Providing a consistent, streamlined referral experience Equipping team with insight & tools to help them grow referral volume in their territory PAGE 3
- 4. PAGE 4 The Challenge Stateof Today’s Physician Take a guess: What % of today’s physicians describe their feelings about the future of the medical profession as POSITIVE? 14% 37% 54% 72% Source: The Physicians Foundation; 2016 Survey of America’s Physicians. http://www.physiciansfoundation.org/uploads/default/Biennial_Physician_Survey_2016.pdf
- 5. PAGE 5 Take aguess: What % of today’s physicians describe their feelings about the future of the medical profession as POSITIVE? 14% 37% 54% 72% The Challenge State of Today’s Physician Source: The Physicians Foundation; 2016 Survey of America’s Physicians. http://www.physiciansfoundation.org/uploads/default/Biennial_Physician_Survey_2016.pdf
- 6. PAGE 6 The Challenge ThisMakes OUR Jobs HARD! Source: The Physicians Foundation; 2016 Survey of America’s Physicians. http://www.physiciansfoundation.org/uploads/default/Biennial_Physician_Survey_2016.pdf Why so low? 47% often or always feel burned out 72% feel external factors detract from care quality 80% feel overextended or at full capacity • Expanding physician shortage • Ever-evolving changes in healthcare • Revamping of payment structures
- 7. PAGE 7 Approach Delivering theIdeal Experience
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- 9. PAGE 9 Analysis How Decisionsare Truly Made
- 10. St. Jude hasan opportunity to increase new cancer clinical trial enrollments by better managing the referring physician experience Case for Change Setting an Audacious Goal PAGE 10
- 11. PAGE 11 Journey What DidWe Do? Assessed internal processes and staffing Gained insights into factors that drive referral decisions Refined communication & processes for current and potential referrers Improved internal and external communications 1 2 3 4
- 12. 356Screened, qualified respondents (99%MDs) 106Referred a Patient to St. Jude 250Never referred a patient or only sent for second opinion, trained, or worked at St. Jude 37 In-depth interviews with senior St. Jude leadership 31In-depth interviews with current referrers (all MDs) Qualitative Research Quantitative Research Engagement Who Did We Talk To? PAGE 12
- 13. • Referring physicianshighly admire St. Jude and consider it among the country’s best. They value innovative care and overall reputation. This survey suggests we do well in these areas. • As a consequence, St. Jude brand strength is high in many areas. This is measured by awareness, preference, reputation and satisfaction scores. ✓ Rate St. Jude a top national center for pediatric cancer ✓ Rate treatment at St. Jude highly ✓ Rate St. Jude professionalism highly ✓ High top of mind recall Insights What Did We Validate? PAGE 13
- 14. o Not satisfiedwith ease of finding relevant contact information on website o Don’t feel St. Jude recognizes and appreciates their referral o Not satisfied with the ease of getting patient accepted o Not satisfied with timeliness of updates o Not satisfied with follow-up plan Those who haven’t referred: • Feel local options are comparable (this is an outreach / website opportunity). Those who have referred: • Report that communication is lacking, especially after scheduling. Referring physicians feel they aren’t highly appreciated for their referrals. Insights What Did We Learn? PAGE 14
- 15. Functional Emotional I amconfident in their clinical care and outcomes I can quickly access them and initiate a referral/second opinion I receive a discharge summary for on-going care I am updated throughout the process I am aware of open clinical trials I am respected I feel included in the process They appreciate my referrals They make me look good to families They help me develop my professional expertise St. Jude Must Address Two Types of Needs Impact A Fresh Perspective PAGE 16
- 16. Strengths to Reinforce Levelof care, treatment options and protocols are key reasons to refer to St. Jude St. Jude investments in families are lauded St. Jude offers a high level of assurance to families St. Jude patient-family experience is viewed as exceptional St. Jude is used when few other options exist, making us unique Second opinions are valued by referring physicians Front-end scheduling quick and easy according to referring physicians Opportunities to Address Improve public website, especially around finding relevant contact information, “open” protocols and offer referral kits to prepare families on what to expect Create communications standards to move beyond “non-existent communications during treatment and discharge” Establish Physician/Patient Referral Office as the “owner” for the referring physician relationship (and associated data / feedback) Develop messaging and behaviors to overcome perceptions that St. Jude is unwilling to coordinate care Impact Gaining Buy-in PAGE 17
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- 19. PAGE 20 Workshops tocreate alignment around expected behaviors with clinical teams Processes and technology to increase efficiency and conversion rates – this will include the experience dashboard Message mapping and outreach strategy. This will include definition of KPIs and deployment of executive dashboard/PRM Coordination CommunicationCare Action Creating Work Teams
- 20. ✓ Refine existingPhysician/Patient Referral Office processes for efficiency ✓ Develop clear and consistent messages to influence referring physician attitudes regarding our clinical excellence and desire to collaborate with them ✓ Map out expected behaviors with leadership and staff to exhibit while delivering the referral experience ✓ Outline initial action plan and budget increases for executive approval ✓ Staff evaluations to ensure that performance goals are met and/or exceeded with both internal and external “customers” at all times Deploy referring physician satisfaction monitoring survey tool for continuous feedback and service recovery Implement physician relationship management system for outreach and communications activities Identify outreach opportunities (i.e. targeted specialties, geographic locations, etc.) Define how we will use new technology to more effectively communicate and monitor the experience during outreach, scheduling and treatment/transition of care Maintain role as a “champion” to affect necessary change in other administrative and clinical areas that impact the overall experience of physicians and patients Action Progress PAGE 21
- 21. • Referring physiciansare willing and eager to share their feedback • Finding the right partner to share the insights with executives was key • The interactions during workshops requires a delicate approach – there may be personality or seniority perceptions that can sometimes get in the way • Clarity around roles and responsibilities is key for swift action • This research can support your business case for more resources • Sometimes goals are met faster than expected and you must adapt • You really have to do an internal review to ensure you have the “right” staff to perform at the level required Lessons Learned Making Your Project a Success PAGE 22
- 22. PAGE 23 Supports thevision Provides informal feedback as to initiative progress Addresses challenges Models moral behavior Advocates for the customer Guides tweaks in the initiative Facilitates conversations Develops and enables others to act Your Part Become a Champion!
- 23. PAGE 24 We Appreciatethe Opportunity Thank You John McKeever [email protected] www.endeavormgmt.com/healthcare Tracy Dodd [email protected] www.stjude.org
- 24. PAGE 25 Physician ExperienceRelatedResources Title Excerpt Link Physician Decision Factors There is often a lack of clear understanding as to what factors referrers take into account when making referral decisions. http://www.endeavormgmt.com/understanding- referring-physician-decision-making/ Physician Engagement Strategies that Build Meaningful Connections / Increase Clinical Demand http://www.endeavormgmt.com/physician- engagement/ Eliciting Feedback From Physicians Incorporating physician feedback into experience design, strategic planning and brand management http://www.endeavormgmt.com/eliciting-feedback- from-physicians/ Physician Outreach Strategy How to build a referral network and grow clinical service line volumes http://www.endeavormgmt.com/physician-outreach- strategy/ Physician Omni Channel Experience Using the Omni Channel strategy to improve the referral experience, helping organizations attract, grow and retain physician relationships http://www.endeavormgmt.com/physician-omni- channel/ Monitoring the Physician Experience Physician360 Dashboard Demo http://endeavormgmt.com/digitalinsights/