Measuring Physician Relations ROI; Tools & Techniques

Measuring Physician Relations ROI; Tools & Techniques

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  Measuring Physician RelationsROI:Measuring Physician Relations ROI: Techniques and ToolsTechniques and Tools Special Workshop Session: Wednesday, April 15, 2015; 12:30-2:30 p.m.Special Workshop Session: Wednesday, April 15, 2015; 12:30-2:30 p.m. Suzanne Hendery VP, Marketing & Public Affairs Baystate Health Mitzi Kent, RN BSN Senior Director, National Physician Liaison Program LifePoint Hospitals Summer M. Lesic Group Director, Provider Relations, Mountains and North Denver Operating Group St. Anthony Hospital
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  2 2 Suzanne Hendery Vice President Marketing& Public Affairs Baystate Health, Springfield, MA Summer M. Lesic Group Director, Provider Relations Mountains and North Denver Operating Group St. Anthony Hospital, Lakewood, CO Mitzi Kent RN BSN Senior Director National Physician Liaison Program LifePoint Hospitals, Nashville, TN
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  3 3 Learning Objectives • Recognizethat for physician relations teams to be successful they must be accountable for measuring and reporting return on investment for relationship sales efforts. • Learn how three different organizations are demonstrating results through tracking and reporting measures that align with organizational goals. Examine their ROI models. Hear how to get internal buy-in and a shared sense of purpose.
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  4 4 Suzanne Hendery -Biography • Suzanne serves as Vice President, Marketing & Public Affairs for Baystate Health, a Top 100 Integrated Delivery System of four hospitals. Baystate Health is the health care leader in Western Massachusetts and one of the largest employers with 400 employed physicians and 11,000 employees. Suzanne oversees an in- house marketing, public affairs, loyalty, special events and physician relations agency of 24 professionals. Over the last 20 years the team has achieved national recognition for their innovative communications and focus on the patient and physician. Personally, she is dedicated to creating a team and communications that are "Best of Class" and works to create a collaborative work environment where staff can grow, contribute and share in the satisfaction of a job well done. Suzanne has a Master's Degree in Marketing Communications from The University of Connecticut and a Bachelor's Degree in Media Systems and Management from Westfield State University.
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  5 5 Baystate Health- WhoWe Are Baystate Health, a Top 15 Integrated Delivery System of four hospitals, includingBaystate Health, a Top 15 Integrated Delivery System of four hospitals, including Baystate Medical Center, the largest hospital outside Boston and the WesternBaystate Medical Center, the largest hospital outside Boston and the Western Campus of Tufts University School of Medicine. Baystate is the health care leader inCampus of Tufts University School of Medicine. Baystate is the health care leader in Western Massachusetts with an insurance plan (HNE) and one of the largestWestern Massachusetts with an insurance plan (HNE) and one of the largest employers with 400 employed physicians/providers, 11,500 employees and 1500employers with 400 employed physicians/providers, 11,500 employees and 1500 independent physicians in a 100 mile radiusindependent physicians in a 100 mile radius..
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  6 6 Baystate’s Approach Comprehensive Breast Center & Radiology & Imaging (2Sites) • Serve as “value added” for referring providers – One “point person” in the field for access, response – Support for navigating the referral process – Expedite consults/appointments – particularly for new, complex and/or acutely ill patients (Gold Card) – Consistently communicate back to the referring physician and primary providers • And as a result, retain current referrals, earn trust and additional referrals
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  7 7 Physician Liaisons-Baystate 2 PhysicianLiaisons Existing Entity-Based Representatives Collaboration Field Intelligence Data Analytics ~ Primary Duties ~ •2.0 FTEs are solution shop for referring physicians (300 each) •Spend 70% of time with physicians in the field for growth/ retention •Ensure thorough understanding, match needs with BH specialists and clinical services, effectively triage issues/concerns •Develop relationships with internal stakeholders to further support growth of referrals from physicians, practices Vice President Marketing & Public Affairs
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  8 8 Clinical & MarketingPartnership Service Providers/Service Lines agree to:  Ensure ongoing operational readiness  Collaborate on challenging scheduling requests, issue resolution  Collaborate with Physician Liaisons & Director of Referral Line  Support messaging  Provide quality data Physician Leaders agree to:  Endorse the concept  Build awareness of the program  Respond to referring physician concerns  Meet with providers/referring physicians as needed  Join the Physician Liaison staff in the field  Assign “Go To People” to serve as contacts for Liaisons & Referral Line
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  9 9 9 Priority Setting Process CriteriaService Profile Expressed interest in growing services  Access: 3rd next available appointment, other  Patient Satisfaction  Quality Outcomes  Evidence of Differentiation: e.g., highly skilled/trained providers, state/professional organization recognition or certifications, etc. 
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  10 10 Metrics for Staff Officeof Referral Services •Total appointments booked (new patients/returns), now: 50 week •Days to Close (service concerns) Physician Liaisons •Face to face meetings with area physicians and referral staff to include at least 18 visits per week. (Activity) •Increase patient visits to “Ready to Grow” areas from FY baseline. (Volume) •Report out @ MD Operations Meetings: Top 3 Issues and status •Establish and report on: 1) Referring Physician Advisory Council, 2) Referring Practice Manager Advisory Council •Participate in marketing plan process. Contribute to MD referral growth and recruitment plan.
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  11 11 Added Value • Growthof referrals in “ready to grow” areas • Timely street intelligence: competitive threats met head on • Introduction of new senior leaders to key physicians/groups in market • New specialist “onboarding” (reduce time in getting to full panel) • Expand partnerships (insurance partner, new hospital & MDs, CVS, etc.) • Physician Matrix by service line, a proactive MD landscape for partnerships, employment • Aligned with marketing/growth/revenue goals for: consumer marketing plans, malpractice, Professional development/CMEs, GPA/ACO, EMR
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  12 12 Reporting/Updates • Monthly – Visits –Field intelligence o Anecdotal progress – relationships and referral business o Feedback mechanism – service recovery/enhancements, recruitment • Annual Goal (with quarterly feedback) – Interim Report Card on activity and volume goals
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  13 13 Results – BaystateHealth Year Over Year (YOY), Physician Liaison Program – +$8M (total adjusted new revenue) Year 1. Annual budget: $316K; 25 to 1 investment or 2500% ROI Other Direct Referral Business • Contacts: 1,400 face to face visits (20+ per week) to 600 referring physicians/staff by 2 liaisons. • Fill panels of new specialists 50% faster. • “Gold Card” service: since 11/13, 1039 visits have been scheduled for BMP Specialty Practices, allowing new/urgent patients to be booked 4x sooner, exceeding BH goal of 14 days. • Contract and fax numbers updated for over 1000 providers to improve communications. • In Oncology, visits to referring providers increased referrals by over 25%.
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  14 14 Sample ROI Report
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  15 15 Other Results- BaystateHealth
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  16 16 Questions/Group Discussion • Gettinginternal buy-in for the measurement approach • Wish list of things you plan to measure in the future • Other topics for discussion?
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  17 17 [email protected] 413.794.7652 THANK YOU! THANK YOU!