Hospital Brand 2020 final - reactiondata.com … · executive roles - Chief Medical Officer and...

Hospital ReputationA Peer Review

Executive Brief 2020

1

IntroductionI

This marks the 4th year where we’ve gather data from hospital leaders, physicians, and other key decisions makers about which health systems they feel lead the way in innovation, delivery transformation, and improving quality while containing costs. We also collected information about how these individuals feel about those institu-tions from a reputation standpoint. So this study is more of a peer review than any-thing else. A few quick tidbits:

This year we had 552 participants which was a nice bump from the 341 who participated the previous year. We continue to see the vast majority of participants (more than 95%) select hospitals other than their own. We also continue to see very few repeat participants. Only 10% of the data came from participants in last year's report.

©2020 Reaction Data, Inc | Hospital Reputation 2020

Participants Location


Reaction Data customers: To access all of the additional research, insights, and participant comments underlying this report, please login to your Reaction Data account here.

https://www.reactiondata.io/admin/reports/study

2

Demographics

N = 552

Top Titles

Note: C-Suite includes clinicians in executive roles - Chief Medical Officer and Chief Nursing Officer - and Departmental Staff includes physicians and nurses.

Facility Types

16%12% 11%

23%

7% 9%

ClinicIDN CriticalAccess

Research Insitution

Community Hospital

* Research Institutions includes: Academic Medical Centers, Cancer Hospitals, and Children’s Hospitals* Other: Payers and Employers


C-Suite

Information Technology

45%

20%

Clinician

35%

22%

Home/Health Hospice

Other



Top hospitals as models for innovation

3

Hospitals that take calculated risks, try new things, and move healthcare forward are, by definition, innovators. They are the point of the spear and where they lead others will follow. The health systems illustrated here are those their peers identified as being the most innovative provider organizations in the country.

20%

14%11%

6%3% 3% 3% 3%

Kaiser Permanente

MayoClinic

GeisingerHealth

ClevelandClinic

IntermountainHealthcare

Johns Hopkins

PartnersHealthcare

VA HealthcareSystem

Percent of responses coming from within

same state(s) as provider organization.

A larger percentage means more regional bias.

Mayo Clinic

Kaiser Permanente

Cleveland Clinic

Intermountain Healthcare

Geisinger Health

22%

37%

14%

31%

0%

Regional Bias




4

Top hospitals as models for innovation | Trended

We saw big changes this year versus last year emerge from the data. Mayo and Kaiser rose dramatically. These changes could be the result of a significant higher number of physicians in the data pool versus last year.

2019 2020

10%

20%

12%12%

14%

4%

6%

0%

3%

5%

15%

20%

15%

10%9%8%


Kaiser PermanenteMayo Clinic

Geisinger Health

Cleveland Clinic

Intermountain Healthcare Johns Hopkins



Top hospitals delivering high quality care at sustainable costs

5

Delivering high quality of patient care at a sustainable cost is the holy grail of health care - it’s quite literally one of the top priorities of every provider organization in the country. This is where, at least according to this year’s participants, Mayo and Kaiser really stand out. This is a dramatic shift from previous years.

18% 17%

6% 5% 4%2% 2%

Kaiser Permanente

MayoClinic

GeisingerHealth

ClevelandClinic


St. JudesVA HealthcareSystem

12%

30%

9%

40%

0%

Regional Bias

Mayo Clinic

Kaiser Permanente

Cleveland Clinic


Geisinger Health







6

Top hospitals delivering high quality care at sustainable costs | Trended

Again, a few significant changes in the data versus last year specifically as it relates to Mayo Clinic. The Mayo Clinic results represent the most dramatic shift we’ve seen since beginning this research. If we had more time we’d launch some follow-up research to uncover the exact reasons for Mayo’s substantial rise.



Geisinger Health

Cleveland Clinic



2019 2020

10%

20%

5%

10%

15%

4%

6%

0%

4%5%

15%

18%

8%


Top hospitals as leaders in healthcare transformation

7

Providing care to patients is not static - it’s constantly evolving. For the past 4 years the health systems identified by peers has remained relatively constant except for this year. Now we are seeing the VA starting to get mentioned which has never happened before. We’re interested to see if this was a one year blip, an anomaly if you will, or does this reflect a very overdue turnaround at the VA.

18% 16%

8%5% 4% 4% 3%

Kaiser Permanente

MayoClinic

GeisingerHealth

ClevelandClinic


St. JudesVA HealthcareSystem

29%

39%

20%

29%

0%

Regional Bias

Mayo Clinic

Kaiser Permanente

Cleveland Clinic


Geisinger Health







Top hospitals as leaders in healthcaretransformation | Trended

8

We see another substantial shift in the results primarily by one health system, in this case Cleveland Clinic. Whatever they’re doing regarding healthcare transforma-tion is obviously resonating in a big way.

2019 2020

10%

20%

5%

11%

15%

6%

9%

0%

4%5%

15%

19%

8%

14%

18%




Geisinger Health

Cleveland Clinic



Aggregate Reputation Mindshare

9

Total aggregate reputation mindshare represents all responses from the previous questions about innovation, quality of care, and thought leadership.

17%

11%

12%

4%

0%4%

Regional Bias

Mayo Clinic

Kaiser Permanente

Cleveland Clinic


Geisinger Health

20%14%

12%

5% 4% 3% 3% 2%

Kaiser Permanente

MayoClinic

GeisingerHealth

ClevelandClinic


Johns Hopkins

PartnersHealthcare

VA HealthcareSystem







Aggregate Reputation Mindshare| Trended

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It’s interesting to note the changes in reputation mindshare over the past few years especially since there is only a very small percentage of participants who have participated each year in this research.


Geisinger Health

Cleveland Clinic


10%

20%

0%

5%

15%

25%

2017 2018 2019 2020

16%

11%

20%

15%

17%

10%

22%

11%

21%

11%

6%

12%

9%

12%

4%

19%

5%

14%




Breakout Overview

11

The primary element that goes into the overall peer review of an organization - repu-tation.

Are your organization’s outcomes impressive enough to resonate outside your institution to other organizations across the country, or at least your region? Have you been able to successfully message (and articulate) what your organization does well, or what makes you unique, in providing care?

In the following section, we look at the overall reputation of the top health systems identified in the previous section. These particular health systems are being high-lighted because of how often they are mentioned by their peers every year.




Brand Reputation

12

Percent of participants with a very favorable view of each organization:

64%55%

33%

6%27% 27%

Kaiser Permanente

MayoClinic

GeisingerHealth

ClevelandClinic



Out of the total number of participants who rated each organization, this chart shows the percent with very favorable opinions of each organization.



Mayo Clinic

13

How favorable of an opinion do you have of Mayo Clinic?

0%5%

30%

65%

Very favorable

Very Unfavorable

Somewhat Unfavorable

Somewhatfavorable


Approximately half of Mayo’s clinician peers hold them in very high regard. The percent of Mayo’s c-suite peers ranking Mayo as favorable is incrediblyhigh approaching nearly 80%.



Kaiser Permanente

14

When it comes to the opinion of its peers with a high opinion of Kaiser Permanente, they’re relatively unique. Kaiser has a very tight grouping among their c-suite, department head, and clinician peers. They all sit in a range between 21% - 27%.

How favorable of an opinion do you have of Kaiser Permanente?

7%14%

50%

30%

Very favorable

Very Unfavorable


Somewhatfavorable




Cleveland Clinic

15

How favorable of an opinion do you have of Cleveland Clinic?

1% 4%

40%

55%

Very favorable

Very Unfavorable


Somewhatfavorable


Cleveland Clinic is similar to Kaiser Permanente in that there isn’t a significant difference among their peers holding high opinions of Cleveland Clinic. It’s a relatively tight band in the fattest part of the bell curve.




16

How favorable of an opinion do you have of Intermountain Healthcare?

2% 3%

62%

33%

Very favorable

Very Unfavorable


Somewhatfavorable


Hospital executives are the peer group with the highest opinion of Intermountain Healthcare, followed closely by clinicians with department heads bringing up the rear, so to speak. It should be noted that the delta between executives and department heads is particularly large.



Geisinger Health

17

How favorable of an opinion do you have of Geisinger Health?

0%8%

64%

27%

Very favorable

Very Unfavorable


Somewhatfavorable


While Geisinger Health has relatively modest results (compared to its peer organizations in this study) when it comes to garnering very high opinions, it should be noted that we couldn’t find any of their peers who had a truly negative opinion of them. This makes them very unique.



Conclusion

18

Providing healthcare is no mean feat these days. Regulatory compliance is becoming more burdensome by the day, pressure on clinical staff is seemingly never-ending, and demands from patients, employers, payers, and the government all combine to create nearly sepsis levels of stress. That any innovation, transformation, care quality improvement, or cost reductions could occur in a "pressure cooker" environment such as this is, frankly, remarkable.

Is it any wonder then that hospitals continue to look to one another to see how they can keep their respective heads above water, let alone thrive. This is the very reason we do this research every year. To see which organizations other hospitals look to as examples of moving healthcare forward in an increasingly difficult, and complex, industry.

To that point, in next year’s study we intend to focus more on what the focus more on what the top institutions are doing particularly well and to look more closely at the regionality of the data. Stay tuned...


Participants Location



Selected Comments

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“All great institutions” -CEO

“I am very familiar with the Mayo System, both from being a patient and from sending patients there. They are very professional and have a great system in place. I appreciate the professionalism they employ and practice.” - Case Manager

“Cutting costs related to hospitals and health care should not and can not be done. This is a human service and not a business. The patients and those who care for them suffer. Safe staffing ratios save lives! The only place to cut costs is with all of the unnecessary upper managers that we have no idea what they do in the first place. Non healthcare staff should have no say in how hospitals are ran.” - Nurse

“In rural midwest US, we are staying just far away to be content. The orgs I’m aware of I’ve used for complex referrals; most large health care plans haven't a true understanding of rural medicine.” - Chief Medical Officer

“Metrics of service, affordability, and patient centricity should be the primary measures for healthcare. Why are foreign systems outdoing us all day long?” - COO

“The first question where choosing what is the number one priority between decreasing costs verses improving quality really is an equal goal. I don't feel that you can definitively say that one is a priority over the other. It is a challenge for any healthcare system to provide high quality of care, keep up with innovation, and maintain costs. Physicians and nurses want to provide the best care available to patients and often do without financial compensa-tion. Hospital administrators have to balance the cost of providing high levels of care with operating costs and reimbursement from Medicare and Insurance companies. Its the double edge sword of providing healthcare.“ RN & Quality Analyst




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Hospital Brand 2020 final - reactiondata.com … · executive roles - Chief Medical Officer and...

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