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The Clinician’s Role in Developing a Patient Experience Strategy
Jake Poore, Integrated Loyalty Systems & Suzanne Hendery, Baystate Health
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Jake PoorePresident & Chief Experience OfficerIntegrated Loyalty Systems, Inc., Orlando, FL
Suzanne Hendery, MA
Vice President Marketing & Communications
Baystate Health
Integrated Loyalty SystemsSolutions for Elevating the Human Side of HealthcareSM
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Learning Objectives
• Recognize that for a patient experience design to be successful, clinicians must be involved throughout the process and share a high sense of ownership in the outcomes.
• Hear firsthand accounts from the employee perspective of lessons learned and best practices that had a direct impact on the successes and opportunities that surfaced when opening Baystate’s new center.
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About Baystate Health
• Baystate Health, a Top 15 Integrated Delivery System of three hospitals, including Baystate Medical Center, the largest hospital outside of Boston and the Western Campus of Tufts University School of Medicine.
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• Vision: “Baystate Health will transform the delivery and financing of health care to provide a high quality, affordable, integrated and patient-centered system of care that will serve as a model for the nation.”
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Project Background...
The Baystate Breast & Wellness Center is the natural evolution of a partnership between the two premier breast programs in western Massachusetts: Radiology & Imaging, and Baystate Health’s Comprehensive Breast Center.
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Our Challenge
Baystate Comprehensive Breast Center
Baystate Comprehensive Breast Center
Radiology &
Imaging (2 sites)
Radiology &
Imaging (2 sites)
BaystateBreast & WellnessCenter
BaystateBreast & WellnessCenter
Patient Experiences
that Consistently
Exceed Expectations
Patient Experiences
that Consistently
Exceed Expectations
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Our Approach
Baystate Comprehensive Breast Center
Baystate Comprehensive Breast Center
Radiology &
Imaging
Radiology &
Imaging
BaystateBreast & WellnessCenter
BaystateBreast & WellnessCenter
Patient Experiences
that Consistently
Exceed Expectations
Patient Experiences
that Consistently
Exceed Expectations
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Our Approach
Patient Experiences
that Consistently
Exceed Expectations
Patient Experiences
that Consistently
Exceed Expectations
• To achieve our goals, we had to involve leaders, clinicians and staff on the designing the patient experience FIRST...
... then, with everyone aligned toward the same goal, we could create an effective team...
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... and avoid any“turf battles.”
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Volume Goals50,000 Total Procedures(maintain)
•Mammo Screening•Mammo DX•Biopsies
ComprehensiveBreastCenter
&
Radiology & Imaging(2 Sites)
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Clinical & Marketing PartnershipPatient Experience Role (Jake) Patient Experience-Marketer Role
(Suzanne)
Vision for program; leadership Vision for patient engagement; service culture
Interest in patient experience as differentiator; selected consultant
Met with referring MDs; listened, implemented changes, coached, 1:1 communications
Drafted “latest milestone” newsletters, distribution to MDs & staff
Supplied questions for patient input. Made priority for all committees.
Conducted patient focus groups. Video highlights.
Planned, facilitated, co-led Patient Experience retreats; planned strategy, had weekly update meetings.
Set expectations for MDs, staff. Advocated with CEOs, CMO, VPs. Communicated commitments and results.
Planned campaign and creative. Availability. Shared metrics. Delivered on promises.
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A Guiding Philosophy
“In every block of marble I see a statue as plain as though it stood before me, shaped and perfect in attitude and action. I have only to hew away the rough
walls that imprison the lovely apparition to reveal it to the other eyes as mine see it.”
- Michelangelo
Release the unique strengths that already exist within an organization’s culture, rather than try to impose one from the C suite or outside.
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Identifying the Construction Crew
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Six Pillars of Cultural TransformationAssessAssess
& Define & Define CultureCulture
Comm.Comm.CampaignCampaign
Leaders’Leaders’ToolkitToolkit
NewNewEmployee Employee
OrientationOrientation
Reward Reward & Recog.& Recog.
On-the-On-the-Job Job
TrainingTraining
ACCOUNTABILITYACCOUNTABILITYRounding
Performance EvaluationsCoaching
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Clinicians and staff who defined the “blue prints” own the culture.
Smile & make eye contact.
Smile & make eye contact. Sit at Sit at pt pt level.level.
““Belly Belly buttons.”buttons.”
VoiceVoicetone.tone.
Explain in Explain in plain plain language.language... no .. no jargon.jargon.
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We Asked Patients...
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We Identified Our “True North”
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We Identified Our “Graffiti”
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We Identified Operational Priorities
60%
30%
9%
1%
Safety
EfficiencyCompetency
Courtesy
• Patient satisfaction surveys reflect what matters most to patients:– Efficiency / Speed– Safety– Competency
(my job tasks)– Courtesy
/Compassion
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We Agreed on Our Priorities...1. Safety2.Compassion3. Expertise4. Time-sensitivity
1. Safety2.Compassion3. Expertise4. Time-sensitivity
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And How to Use Those Priorities
1..
2.
3.
4.
Safety
Time-sensitivity
Expertise
Compassion
“True North”
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Six Pillars of Cultural TransformationAssessAssess
& Define & Define CultureCulture
Comm.Comm.CampaignCampaign
Leaders’Leaders’ToolkitToolkit
NewNewEmployee Employee
OrientationOrientation
Reward Reward & Recog.& Recog.
On-the-On-the-Job Job
TrainingTraining
ACCOUNTABILITYACCOUNTABILITYRounding
Performance EvaluationsCoaching
Clinicians involved in each pillar...
...and accountable to
leaders, staff & each
other.
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Leaders trained clinicians and staff
Year to Year “Snap shot” Volumes 10/11-9/12 vs 10/12-9/13
10/11-9/12 vs 10/12-9/13 10/11-9/12 vs 10/12-9/13
• Screening mammography stable
(no loss of patients despite move)
• Diagnostic mammo
up 20%
• Biopsies up 98%
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Goal: #1 in Patient Satisfaction at
Baystate Health At 6 months: #5
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• Goal: #1 in Patient Satisfaction Now, 1 yr:
#1! (time to celebrate
with staff!)
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Lessons Learned: Transforming Culture1. Have a clear, simple blueprint.2. Help each employee understand their role. Constant communication.
Leaders need to be present and accessible. –Lots of listening–1:1 time–Repetition, repetition, repetition –Reinforcement—be specific–Celebrate success
3. Get people ‘off the bus’ if they do not believe.4. Stress and reward collaboration and teamwork. 5. If you are not caring for a patient, you should be caring for
someone who is.6. Never take your eye off the ball. Share metrics, accountability.7. Do not underestimate the amount of time this takes!
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“Warm Welcomes” for Staff & Patients
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Clinicians & staff collaborated to
design consistent patient greetings.
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Clinicians developed ways to better address the “time-sensitivity” priority.
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Everyone collaborated to make the facility more “patient-driven.”
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Every interaction begins and ends on the “human” level.
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Integrated Loyalty SystemsSolutions for Elevating the Human Side of HealthcareSM
THANKYOU!
THANKYOU!
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Suzanne Hendery, MA - Biography• Suzanne serves as Vice President, Marketing and Communications for Baystate
Health, a Top 100 Integrated Delivery System of three hospitals. Baystate Health is the health care leader in Western Massachusetts and one of the largest employers with 300 employed physicians and 10,000 employees. Suzanne oversees an in-house marketing and communications agency of 25 professionals. Over the last 20 years the team that has achieved national recognition for their innovative communications and focus on the patient and family. 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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Jake Poore - Biography• Jake is president and chief experience officer of Integrated Loyalty Systems, an
Orlando-based firm that specializes in healthcare strategy development, cultural transformation, service development, process improvement, the physical architecture of service and leadership development around the theme of service excellence. Mr. Poore spends most of his time with his sleeves rolled up in the trenches of healthcare institutions. You may find him shadowing a physician in the emergency department at 3 a.m., learning of the needs of the sterile processing department, interviewing patients and family members, or facilitating a training class with staff and leaders. Previously, Mr. Poore spent more than 18 years with The Walt Disney Company in various roles at Disney University Leadership Development and Disney Institute, where he established and led the Healthcare division. He has been a member of ACHE Faculty for the past 5 years.
