Improving Consumer Experience: Lessons from Other Industries

Transcription

1 Improving Consumer Experience: Lessons from Other Industries David Crosswhite, Kaufman Hall Dan Clarin, Kaufman Hall Eric LoMonaco, Community Hospital of the Monterey Peninsula The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA Society for Healthcare Strategy & Market Development

2 Learning Objectives 1. Understand practices and techniques leveraged in other industries to understand and enhance consumer experience 2. Discuss how some of those learnings translate into leverage-able techniques for healthcare providers 3. Look at a case study for capture of and acting on insights real-time, and understanding it s effects and potential

3 Strategy Starts with the Customer Consumer Clinicians Payers Consumers have long made choices about where and how to engage with healthcare services Major changes to incentives, information availability and competitive alternatives mean healthcare consumerism is changing in its nature, and growing Providers are now proactively developing insights regarding consumer attitudes and behaviors within the context of healthcare delivery

4 Market Forces Are Changing the Nature and Pace of Healthcare s Consumer Imperative 1. New incentives and out-of-pocket costs for consumers 2. Transparency leading to actionable consumer information 3. Increased, new, and varied care delivery competition 4. Evolving consumer expectations, often driven by disruptive technology

5 Clearly Understanding Consumer Needs and Unmet Needs Is Becoming Ever More Important WHO HOW WHAT WHY/ WHY NOT The Consumer WHERE WHEN Consumerism Defined: The consumer is becoming ever more central to our business model and delivery model decisions

6 Better Understanding Your Market Is Important, and Arguably Becoming Table Stakes to Serve Mission and Compete for Consumers

7 Lessons from Other Industries: Consumer Insight Toolkit Is Deep and Diverse Consumer Learning: What Consumers Say What Consumers Do What Consumers Experience Example Insight Collection Modes: Interviews Focus Groups Ethnography/ Netnography In-Situ & Exit Interviews Mystery Shopping Day in the Life Of (DILOs) Surveys Enterprise Data Warehouse Tools Call Center Sit-ins Data Mining Study Missions Example Analysis: Segmentation Consumer Experience Mapping Unarticulated Needs

8 Source: BestBuy.com Best Buy: Making Equipment Disposal an Opportunity

9 Meeting Needs in Use and Maintenance Rather Than Purchase Only

10 Walgreens: Lessons Learned at the Intersection of Retail and Healthcare Walgreens recognizes they have 20,000+ pharmacists that, according to Gallup, are as trusted as doctors New store format to enables more comfortable interaction between pharmacists and customers Pharmacists now are engaging more directly with patients in front of the pharmacy counter, connected via laptop or tablet technology to the patient-record system inside the pharmacy. Source: Drug Store News, With its pharmacists moving out front, Walgreens boosts role of technicians, 6/10/13; Gallup.com.

11 What if the Consumer Was More Than Just Patient While at the Hospital? Who Other caregivers What Customer need Pre-service Customer choice Getting Started Patient During Service Billing & Paying Post-service Recover/ Maintain Feedback & Action Patient s family & friends

12 Innovating the Consumer Experience, Starting with One Venue Pick a venue Targeted venue based on impact and organizational attention/effect Map the experience Understand, in depth, intended experience and actual experience Address key issues & needs Analyze delights, indignities, expansive view of unsolved problems, potential solutions Apply elsewhere Determine scaling opportunities

13 MultiCare s OB CareConnect Serves Patient Needs Through Self-Selection With OB CareConnect, you and your doctor will choose which path of care is best for you Traditional Care Group Visits Virtual Visits Standard, in-office prenatal visits and prenatal classes Often chosen by first-time mothers OB visits after initial appointment alternate between NP-led group visits and standard inoffice visits Often chosen by second-time and stay-at-home mothers Mixes standard OB visits and completely virtual visits with an NP, along with tools for prenatal care and learning Often chosen by working mothers Source: MultiCare website,

14 Industry Analogs Leveraged: Nordstrom, Schwab, and Geisinger Schwab offers fee rebate to unsatisfied advisory clients

15 Acting on Patient Experience Insights, Real-Time!

16 Hospitals are not Perfect! The Affordable Care Act of 2010 now mandates that CMS implement a Value-Based Purchasing (VBP) plan that incorporates three quality domains: In 2014 CMS will base hospital performance on three quality domains which include Clinical Process of Care, Patient s Experience of Care (HCAHPS), and Outcome Measures. For our 235 bed Community Hospital of the Monterey Peninsula (CHOMP) the Patient s Perspective of Care (HCAHPS) accounts for 30% of our total VBP reimbursement risk. This 30% of at risk reimbursement translates to approximately 1.3 million dollars over the next five years.

17 Patient s Perspective of Care

18 Patients are communicating at lightning fast speed! The challenge with a post service survey is that we miss our opportunity to rectify a situation while the patient is still in the building and while we still have a chance to affect the survey response.

19 Excellence 24/7

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22 The Bad Pam and another Patient Access person at Marina were in a conversation about Botox, and acne and Accutane and their doctors, explaining how they have to have a pregnancy test every month so that they don t get pregnant and have a baby with missing limbs from the Accutane. They were also grumbling about their schedule and how they overlap and their time off. They were very unprofessional, even talking about one of their husbands and his girlfriend and how she wondered if they should become friends. This patient restated often how unprofessional these conversations were, how she didn t want to know any of these things. It made her and other patients uncomfortable because they were stuck and had forced to overhear the conversations.

23 Go Live E 24/7 Patient Voice Concerns - Live! Patient Voice Excellence - Live!

24 Inpatient Data

25 Inpatient Rewards

26 Go Live E 24/7 Real Time Actionable Feedback! Averaging 5 calls per week Averaging 5 s per week Averaging 3 QR codes responses per week Response Time All request within 5 Minutes Staff Buzz HIGH! Patient's IMPRESSED!

27 Measured results Radiology Overall Quality 77.2 Percentile in Percentile in Percentile in 2016 Radiology Recommending 77.6 Percentile in Percentile in Percentile in 2016

28 Culture Change Hi Eric, After working with a patient this evening (MR #757046), I was a little concerned she would contact Radiology with a complaint. I wanted to make sure myself, and the other staff here was covered as I handled the situation as best as I could. The patient approached me with an incorrect order. The patient became upset with me when I attempted to explain to her I needed a corrected order. There may have been a slight language barrier. I contacted Kathleen in the light room for assistance as I waited for the corrected order. The patient asked me to change the doctor on the order so that she could be seen, and I explained it was a HIPAA violation and that I cannot be the one to change the ordering doctor. Molly, tech aid was also sitting next to me when the patient became upset with me and stated to me that she felt I was acting out and upset with her and that I should calm down and everyone had been nice to her at the hospital this evening until she came to radiology. I was really surprised because I felt I was being very friendly to her I was juggling multiple phone calls and two other patients as well at the desk. Her corrected order arrived and we made sure her xray was done as soon as possible, and she left. I just wanted to make sure there was a documentation of what had occurred if a complaint was filed. I apologize that this happened, and I am still really confused why she felt I was upset with her as I really feel I was professional and kind to her as I am to each and every patient I interact with. I also do not want her to feel she was treated unfairly at CHOMP. Thank you, Allyson B. Gumerman Patient Representative Radiology Community Hospital of Monterey Peninsula allyson.gumerman@chomp.org Chomp Ext: 4337 Cell: +1 (805)

29 What is next for Excellence 24/7? Phased roll out to all 20 Outpatient departments Phased roll out to all INPT units Phased roll out to common areas from Registration to the Food Court Phased roll out to Pre-Service areas i.e. Surgery, Family Birth Center

30 What is your Inspiration? Community Hospital awarded elite, 5-star rating In the first-ever Overall Hospital Quality Star Rating from CMS, Community Hospital was awarded the highest rating of 5 stars. We re in an elite group. Only 102 out of 4,599 hospitals nationwide received this rating meaning we are in the top 2 percent. Only 9 out of 340 in California got 5 stars and we are the only 5-star-rated general acute-care hospital in northern and central California.

31 Key Take-Aways Other industries have leveraged multiple perspectiveexpanding consumer understanding and experiential learning techniques for many years Many of those techniques are elegant in their simplicity and their creativity and can be readily applied to the healthcare environment to substantially enhance the patient s experience Real-time consumer experience learning and (even better) real-time action are possible to achieve, and have a dramatic effect on the consumer s (patient s) experience and perception. And can drive meaningful culture change for the organization as well

32 Questions? David Crosswhite, Kaufman Hall Dan Clarin, Kaufman Hall Eric LoMonaco, Community Hospital of the Monterey Peninsula