Suzanne HenderyVice President, Marketing & CommunicationsBaystate HealthSpringfield, MA baystatehealth.org

A Case Study of Patient Experience Design & Marketing Management

March 2, 2012; Harvard School of Public Health

Masters in Management Program

Marketing - Physician partnershipMarketing - Physician partnership

Wilson Mertens, MD

Medical Director, Baystate Regional Cancer Program Baystate Health, Springfield, MA

Associate Professor of Medicine, Tufts University School of Medicine

MD role Patient Experience-Marketer role

Vision for program; leadership Vision for patient engagement

Interest in patient experience as differentiator; selecting consultant

Met with referring MDs; listened, implemented changes, 1:1 comm

Drafted “latest milestone” letters, distribution to all referring MDs

Supplied questions for patient input. Made priority for all committees.

Conducted patient focus groups. Video highlights.

Planned, facilitated, mandatory “Patient Experience” retreats; visited cancer patient advocacy groups; planned strategy, wording, weekly update meetings.

Set expectations for MDs, staff. Advocated with CEO, CMO, CNO.

Advocated with CEOs/VPs. Communicated commitments.

Planned campaign and creative. Availability. Shared metrics. Delivery on promises.

Cancer Care Study in Patient Experience Design

Cancer Care Study in Patient Experience Design

Baystate Health’s D’Amour Center for Cancer Care •Starting Situation & Driving Trends •Initial Steps in Redesign & Stakeholder Goals•Patient Engagement Process

Marketing Management•Focus & Marketing Plan•Brand & Objectives•Creative & Results

Lessons Learned & Recommendations

Discussion

Baystate HealthBaystate Health

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, which is the largest hospital outside of including Baystate Medical Center, which is the largest hospital outside of Boston and the Western Campus of Tufts University School of Medicine. Boston and the Western Campus of Tufts University School of Medicine. Baystate Health is the health care leader in Western Massachusetts and one Baystate Health is the health care leader in Western Massachusetts and one of the largest employers with 400 employed physicians and 10,000 of the largest employers with 400 employed physicians and 10,000 employeesemployees..

The “Cancer Program” February 2000The “Cancer Program” February 2000

Reinvented the Program first, Reinvented the Program first, the Facility secondthe Facility second•No program, just piecesNo program, just pieces•No vision, differentiationNo vision, differentiation•Inconsistent leadershipInconsistent leadership•Dreadful relationshipsDreadful relationships

Patient-unfriendlyPatient-unfriendlyScattered over hospital campusScattered over hospital campusFrustrates integrated careFrustrates integrated careMessage loaded with negative Message loaded with negative cues…cues…

Outpatient Areas Encounter GrowthOutpatient Areas Encounter Growth

*Note: includes pap smear, biopsy of integument skin lesions and screening mammography.Source: Sg2, “Clinical Intelligence: Pushing Cancer Programs From Viability to Profitability,” 2008.

What are the cancer care components that are driving

outpatient growth?

What are the cancer care components that are driving

outpatient growth?

2008 Total U.S. OP Cancer Volume:

229 Million*

See our sloppy business operations…See our sloppy business operations…

Welcome to Radiation TherapyWelcome to Radiation Therapy

First Steps, Baystate’s Cancer Program: “Changing culture is challenging, time consuming,

and totally worthwhile.”

First Steps, Baystate’s Cancer Program: “Changing culture is challenging, time consuming,

and totally worthwhile.”

1.1. MDs identified opportunities in efficiency, care and cost. Engaged front-line MDs identified opportunities in efficiency, care and cost. Engaged front-line level in discussions.level in discussions.

2.2. MD leaders set expectations for leadership, coached.MD leaders set expectations for leadership, coached.

3.3. MD leader solicited input from referrers on perceptions, changes neededMD leader solicited input from referrers on perceptions, changes needed-Discussed suggestions with faculty and administrators, instituted change:-Discussed suggestions with faculty and administrators, instituted change:--Developed standardized patient protocols, supportive careDeveloped standardized patient protocols, supportive care-Improved communication; outcomes-Improved communication; outcomes

4.4. MD leader reported back to the interviewees about improvements. MD leader reported back to the interviewees about improvements. Marketing leader help chart, celebrated progress for MDs with all staff.Marketing leader help chart, celebrated progress for MDs with all staff.

““Efforts quickly changed referral patterns, built visibility and credibility for the Efforts quickly changed referral patterns, built visibility and credibility for the program and leadership.” program and leadership.”

Building the Facility “No one was excited; so we changed the conversation”

Building the Facility “No one was excited; so we changed the conversation”

1. MD and Marketing leader engaged patient focus groups on experiences—good or poor.

2. MD and Marketing leader hosted retreats with staff, patients, advocates, architects, donors to design the program and experience.

3. Heard POVs; developed theme reorganized by functions instead of silos.

4. MD and Marketing leader created subcommittees to design areas w/ patients and leaders approving plans.

5. Reviewed by Core Group to ensure consistency with theme, goals, budget and timing.

Strategy for growth: “An engaging customer experience.”Strategy for growth: “An engaging customer experience.”

Center Built by Patients, for Patients “Architectural design and care to create harmony, comfort.”

Center Built by Patients, for Patients “Architectural design and care to create harmony, comfort.”

Open access, limit waits for informationOpen access, limit waits for information• Benchmark: 5 business daysBenchmark: 5 business days• Reduce no-value added follow up visitsReduce no-value added follow up visits• Complimentary shuttle from other hospitalsComplimentary shuttle from other hospitals

Peaceful, healing environmentPeaceful, healing environment• BBright, natural light “the outside, in” • Reduce physical barriers (glass/desks)• Charts, phones and noise off patient floors• “Living Area” for community meetings, art, kitchen• Individual satellite radio to customize music in rad units.• Complimentary valet parking

Personalizing the Patient Experience “Based on Listening and Learning from Patients”Personalizing the Patient Experience “Based on Listening and Learning from Patients”

Care around the Patient•Multi-disciplinary consults; MDs work side by side. •Social work at every consult, re-inquiry at every visit. •Teaching appointment at conclusion of treatment (graduation); individualized manual on side-effects.•Private gowning areas; private and ‘public’ waiting space.

Cancer Care Study in Patient Experience Design

Cancer Care Study in Patient Experience Design

Baystate Health’s D’Amour Center for Cancer Care •Starting Situation & Driving Trends – 2000•Initial Steps in Redesign & Stakeholder Goals•Patient Engagement Process Marketing Management•Focus & Marketing Plan•Brand & Objectives•Creative & Results

Lessons Learned & Recommendations

Discussion

Marketing Aligns with Business PrioritiesMarketing Aligns with Business Priorities

MD & Marketing leader developed core positioning strategy to:• Define and articulate the value proposition• Select target markets and segmentsProduct and pricing strategies to: • Adapt or design services meeting needs of target customers• A comprehensive approach to cancer management• Position, price and market the products to optimize Channel and customer service strategies to: • Enable access to services and optimize the delivery processes• Cultivate MD and patient loyalty and repeat business/donationsPromotions strategy:• Raise awareness and build recognition• Stimulate demand for target services

Slide from Karen Corrigan, chief strategy officer Navvis & CompanySlide from Karen Corrigan, chief strategy officer Navvis & Company

Creating a Targeted Marketing Plan for Oncology Services

Creating a Targeted Marketing Plan for Oncology Services

Adult hematology oncology: 15% market share(rest to private oncology)

Radiation oncology: Declining consult volume (loss of 30% in 3 years)

Surgical oncology: dramatic (90%) shift to community with departure of hospital based faculty

MD satisfaction Only 15% of our MDs referred

Patient satisfaction: Mediocre

Consumer confidence: Low rating

Valued segmentsValued segments: Who will we serve? : Who will we serve?

Value propositionValue proposition: How will we meet their needs better than : How will we meet their needs better than anyone else?anyone else?

Value networkValue network: How will we design and align our operations, : How will we design and align our operations, clinical programs, systems, processes, culture, and marketing clinical programs, systems, processes, culture, and marketing investments to deliver on the value proposition every day?investments to deliver on the value proposition every day?

Patient Experience & ReferrerRelationships are Strategy-Critical

ACCESS

EXPERTISE

PERSONALIZATION

COMPASSION

Building the Oncology BrandBuilding the Oncology Brand

Slide from Karen Corrigan, chief strategy officer Navvis & CompanySlide from Karen Corrigan, chief strategy officer Navvis & Company

Designing the Brand Experience

StrategyMarkets

Product PortfolioCapabilitiesInvestmentsPartnerships

OncologyBrand

Alignment Framework

OperationsOperating Model

EnvironmentQuality/Safety

Customer ServiceBusiness Processes

CultureMissionBeliefsValues

Behaviors

MarketingTargetsProductsChannelsPricingR & D

Slide from Karen Corrigan, chief strategy officer Navvis & CompanySlide from Karen Corrigan, chief strategy officer Navvis & Company

Strategic MD-Marketing Partnership ObjectivesStrategic MD-Marketing Partnership Objectives

• Demonstrate leadership through actions.

• Emphasis on expertise, positive relationships, clinical trials, research, teaching. Message: “Experts in Cancer, Every Step of the Way.”

• Positive partnerships with the cancer advocacy groups.

• Test all messages with cancer patients/families.

• Position BH as a leader regionally and nationally.

• Work inside—then out.

Transforming Employee Culture & ExperienceTransforming Employee Culture & Experience

• Passivity “not an option.”Passivity “not an option.”• MDs & staff engaged with direct feedback from patients, referrers.MDs & staff engaged with direct feedback from patients, referrers.• Signing of “Baystate Promise” contract of care Signing of “Baystate Promise” contract of care • Ongoing recognition/celebration, “why we’re here…what patients appreciate about you.”Ongoing recognition/celebration, “why we’re here…what patients appreciate about you.”

Opening Dedication ceremony not of the building, but of ourselves, as we opened the doors to a new way of caring for cancer patients.

Baystate Regional Cancer Program;D’Amour Center for Cancer Care

Baystate Regional Cancer Program;D’Amour Center for Cancer Care

Add TV spot here Add TV spot here

ResultsResults

Before

Patient satisfaction60-70% “very good” (PG)

MD referrals: 15%

Volumes: Flat

Consumer confidence: -50% said “best”

AfterAfter

84% “Excellent” (PRC) 10084% “Excellent” (PRC) 100thth% nationally% nationally

70%70%

Hem/Onc +43%; overall +30%Hem/Onc +43%; overall +30%

70% “best” (+20 points)70% “best” (+20 points)

Revenues: up by 35%.Revenues: up by 35%.

Cancer Program Experience = Competitive AdvantageCancer Program Experience = Competitive Advantage

Baystate

Mercy Hosp

Dana-Farber Cancer Inst

Other

Uncertain

0.0% 20.0% 40.0% 60.0%

First floor, radiation therapy

Second floor, central concourse doubles as wayfinding and waiting areas. Natural light from open ceiling, “living wall” with glass floor insert.

27

Experience us now!Experience us now!

RecommendationsRecommendations

• Vision the final first. Vision the final first.

• Ask for input. Listen.Ask for input. Listen.

• Don’t compromise vision.Don’t compromise vision.

• Include patients, families, Include patients, families, staff at every stepstaff at every step

• Question past practices Question past practices

• Tell the story well and oftenTell the story well and often

• Use Theme as guidepost for Use Theme as guidepost for decision making. decision making.

• Deliver on the promiseDeliver on the promiseLinear Accelerator features clean lines enhanced by closets that maintain unsightly clinical equipment “off-stage” and artwork and music to reduce patient anxiety while in treatment.

DiscussionDiscussion

What were the starting and ending view of key stakeholders in this process What were the starting and ending view of key stakeholders in this process (Board, CEO, CFO, COO, CMO, CNO, Referring Physicians, and others)? What (Board, CEO, CFO, COO, CMO, CNO, Referring Physicians, and others)? What mattered most?mattered most?

This is all great. But my organization won’t authorize a $40m center. This is all great. But my organization won’t authorize a $40m center. What can I do?

How do I best work with my marketing department to get results?

With both an employed and community medical staff caring for patients at 3 With both an employed and community medical staff caring for patients at 3 sites, sites, how do you maintain your brand, quality and service standards?

Have you been able to replicate this patient experience design strategy across Have you been able to replicate this patient experience design strategy across other service lines, facilities?other service lines, facilities?

NotesNotes

Adamson, Gary, Starizon, Keystone, Colorado; starizon.org

Corrigan, Karen, Marketing Cancer Service Lines webcast, Navvis & Company, 2010.

B. Joseph Pine II, James H. Gilmore, The Experience Economy, Boston: Harvard Business School Press, 1999.

Suzanne HenderySuzanne Hendery

Suzanne Hendery Suzanne Hendery serves as Vice President, Marketing and serves as Vice President, Marketing and Communications for Baystate Health.Communications for Baystate Health.

Suzanne oversees an in-house marketing and communications Suzanne oversees an in-house marketing and communications agency of 23 professionals, providing market research and agency of 23 professionals, providing market research and plans, patient satisfaction/service, marketing communications, plans, patient satisfaction/service, marketing communications, e-marketing, social media and web services, photography, e-marketing, social media and web services, photography, graphic design, writing, special events, employee graphic design, writing, special events, employee communications and two affinity programs (seniors, women) communications and two affinity programs (seniors, women) for the community. for the community.

Suzanne has a Bachelor’s degree in Media Systems & Suzanne has a Bachelor’s degree in Media Systems & Management from Westfield State University, and a Master’s Management from Westfield State University, and a Master’s degree in Marketing Communications from the University of degree in Marketing Communications from the University of Connecticut. Connecticut.