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Build Physician Relationships that Drive Business Results; Part 2

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Build Physician Relationships that Drive Business Results; Part 2

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Baystate Health has established a comprehensive, data-driven approach to cultivate new physician referrals, retain current business and earn trust. In this presentation, learn how market intelligence, business analytics and customer engagement are used to focus physician outreach efforts and drive bottom line results.

Baystate Health has established a comprehensive, data-driven approach to cultivate new physician referrals, retain current business and earn trust. In this presentation, learn how market intelligence, business analytics and customer engagement are used to focus physician outreach efforts and drive bottom line results.

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Build Physician Relationships that Drive Business Results; Part 2

  1. 1. 1) Physician Relationship Database • Analyst reports to VP, Strategic Planning & Business Development • Provide database training, data reporting and analytics support 2) Office of Physician Referral Management • Director reports to Chief Physician Executive for high-level issue resolution and 2.0 FTEs responding to calls 3) Physician Relations Liaisons • 2 FTEs report to VP, Marketing & Public Affairs to ensure integration of growth and retention efforts • Each has a territory with a maximum of 300 physicians • Springfield and Northern Region (BJ) • Springfield and Eastern Region (Kevin) • Hand offs to other sales reps (BRL, BRI, BVNA&H, IR&S, HNE, etc) 13 3 Pronged Structure
  2. 2. 1) Physician Relationship Database Source: Crimson Market Advantage. Competitor Hospitals “Splitters” PCP/ Referring Physician Baystate Health “Loyalist” 1) There is a 4 month lag associated with claims data, due to the timing of when our vendor gets the claims Network Data  MD to MD  Medical claims across all sites of care: professional and facility claims  Updated Quarterly1 Member Data  MD to Your Hospital  Physician roster, patient encounters, expected reimbursement, and direct cost data  Updated Monthly Splitter (Leakage) Data  MD to Competitor Hospitals  Primary Hospital-based, IP & OP Claims  Updated Annually1 Roster Data  Best-in-class physician roster  State licensure boards, pharmacies, syndicated sources  Updated Quarterly1 BH Vice President Strategic Planning & Business Development Data Analytics
  3. 3. 17 Triage concerns to Identified “Go To People” For Resolution Clinical Services Operation s Others “Go To People” Warm hand off Pathways for complex patients 2) Office of Physician Referral Management Issues/ Concerns Issues/Concerns Key Information Office of Physician Referral Management “Always says yes!” Physician Liaisons Interfaces with Field Reps Referrals Crimson Data Analytics
  4. 4. 3) Physician Relations Liaisons 2 Physician Liaisons Existing Entity-Based Representatives Collaboration Service Recovery/ Access Line 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 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
  5. 5. Criteria Service 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.  Strategy: Select “Ready to Access” Services 10
  6. 6. 8 “Ready to Grow” Areas of Focus* • Thoracic Surgery • Colon & Rectal Surgery • Baystate Regional Cancer Program • Oncology Surgery • BH Northampton Outpatient Center • BH East Longmeadow Outpatient Center • Baystate Children’s Specialty Center • Baystate Franklin Wound Center *Expressed interest in growing services, Access: 3 rd next available appointment, Patient Satisfaction, Quality Outcomes, Evidence of Differentiation
  7. 7. Clinical & Marketing Partnership Service Providers/Service Lines agree to:  Ensure ongoing operational readiness  Collaborate on challenging scheduling requests, issue resolution  Collaborate with Physician Liaisons  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
  8. 8. Success Factors Courtesy, LifePoint Hospitals
  9. 9. Results, Year 1 •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 goal of 14 days. • Contract and fax numbers updated for 1000 to improve communications. • In Oncology, visits to referring providers increased referrals by over 25%.
  10. 10. 10 Measurement: Overview
  11. 11. 11 Measurement: Very Specific
  12. 12. Liaison Incentive CompensationFORM B FY-2015 Variable Compensation Assessment BJ (Elizabeth) Goodwin Objective Name: Activity & Volume– Physician Liaison Team (shared with Kevin Garvin) Final Graded Version, S. Hendery, 10/19/15 Goal area: Growth & Financial Stewardship Complete =  Not Complete = X Comments Threshold:  Activity Metrics o Face to face meetings with area physicians and referral staff to include at least 15 visits per week.  Average 22.21 Visits per week  Volume Metrics o Increase patient visits to one Top Priority Area (as defined in Crimson Initiatives) by at least 2% from FY14 baseline.  As of 3Q, BJ helped to increase patient visits by 173 in Medical Oncology (a Top Priority Area) from 2,072 in FY14 to 2,245 in FY15, or an increase of 8.3%, which exceeds the 2% level. 50 points of 50 possible points 50 Target:  Activity Metrics o Face to face meetings with area physicians and referral staff to include at least 18 visits per week.  Average 22.21 Visits per week  Volume Metrics o Increase patient visits to two Top Priority areas (as defined by in Crimson Initiatives) by at least 2% from FY14 baseline.  As of 3Q, BJ helped to increase patient visits by 672 in Heart & Vascular (a Top Priority Area) from 18,075 in FY14 to 18,747 in FY15, or an increase of 3.71% which exceeds the 2% level. 50 points of 50 possible points 50 Max:  Activity Metrics o Face to face meetings with 5 Physicians and 16 referral staff for a total of 21 visits per week.  Average 22.21 Visits per week  Volume Metrics o Increase patient visits to three or more Top Priority areas (defined by in Crimson Initiatives) by at least 3% from FY14 baseline.  As of 3Q, BJ helped to increase patient visits by 41 in BH’s Northern Region (a Top Priority Area) from 313 in FY14 to 354 in FY15, or an increase of 40% which exceeds the 2% level. 50 of 50 possible points 50 Overall Rating: 150%
  13. 13. What’s Next?

Hinweis der Redaktion

  • Presenters: Kriss Barlow and Allison McCarthy
    Talking Point:
    1.0 non-clinical FTE Director reports to Chief Physician Executive FOR CREDIBILITY for high-level issue resolution, and 2.0 clinical FTEs responding to calls (one of whom is a nurse)
  • Presenter: Jean Ahn
  • Presenters: Kriss Barlow and Allison McCarthy

    Talking Points:
    Warm hand offs, go to people, initiating patient pathways and getting coordinated recommendations back to referring for managing their complex patients.
    Connecting with others across the system – e.g., Diane Thomas in the Patient Relations Office



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