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)

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3 Pronged Structure

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

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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/ConcernsKey Information

Office of Physician Referral Management

“Always says yes!”

Physician Liaisons

Interfaces with Field Reps

Referrals

CrimsonData

Analytics

3) Physician Relations Liaisons

2 Physician Liaisons Existing Entity-Based

Representatives

Col

labo

ratio

n

ServiceRecovery/

Access LineField

IntelligenceData

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

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

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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: 3rd next available appointment, Patient Satisfaction, Quality Outcomes, Evidence of Differentiation

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

Success Factors

Courtesy, LifePoint Hospitals

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%.

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Measurement: Overview

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Measurement: Very Specific

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%

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