Using Measurement to Drive Success in Access

Using Measurement to Drive Success in Access

James Blazar Chief Strategy & Transformation Officer, Hartford HealthCare

Eveline Schaffer Shekhman Director of Marketing, Hartford HealthCare Medical Group

Objectives

• Gain insight into economic and demographic shifts that have created a fundamental change in the physician-patient relationship.

• Better understand how to align marketing, operations and physicians in a new partnership that is customer-focused.

• Learn how the new analytic tools of marketing help produce operational changes and result in well-rounded campaigns conducted in traditional and digital media.

March 16, 2015 Using Measurement to Drive Success 2

Hartford HealthCare by the Numbers FY 2014

Revenue: $2.5 billion

Inpatient discharges: 83,873

Emergency Department visits: 379,877

Psychiatric admissions: 8,706

Primary care visits: 379,877

Home care admissions: 16,209

Senior care: ALF occupancy rate 96.8%

Physical therapy treatments: 753,498

Medical residents and fellows 776

Community benefit: $206 million (FY 2013)


HHC Service Area

•5 Acute-Care Hospitals

•29 Ambulatory Satellites

•18,107 Employees


Hartford HealthCare Medical Group FY 2014

• 250 provider multi-specialty group in Connecticut

• Two years old – created from five different medical groups

• 29 locations with more than 30 specialties

• 522,000 visits

• $109M operating revenue

• 900 employees


Where We Were


Where We Were: Versus Monthly Budgeted, Feb 2014


-11.7%

We Need a Brochure ASAP!!!


Who You Gonna Call? Hint: Not Ghostbusters


“Yes, doctor, I’ll connect you to Marketing right away.”

Traditional Approach to Promoting Practices


The Old Paradigm


Growth

Access

Organization

Innovation

The New Patient


Activated Consumers: Price, Convenience and Quality


Sources: Oliver Wyman, MediFuture Executive Summary, September 2014; The Advisory Board, 2014.

Our practice was marked by:

• Little innovation

• M.D. conservatism (by nature and training)

• Physician-centric

• Variation and obstacles

Our practice was plagued by:

• Consumer complaints about access

• Criticism of the patient experience

• Declining volumes

• New customer-savvy competitors

Medical Tradition vs. Need for Change The tried and true wasn’t working


Healthcare Goes Retail The consumer takes charge

Traditional Market

• Employees pay low share of medical costs

• Broad, open networks

• Disruptive for employers to change benefit options

• Constant employee premium contribution, low deductibles

• Limited access points

Retail Market

• Price sensitive consumer; high-deductibles and co-pays

• Narrow, custom networks

• Easy for individuals to switch plans annually

• Variable individual premium contributions, high deductibles

• Retail, online and urgent care options


Pressing Pause: Marketing Research


Disruptive Factors: High-Deductible Plans

Using Measurement to Drive Success 19

High-deductible Health Plan Enrollment, 2005-2013

Covered Lives (millions)

Source: AHIP

March 16, 2015

CT ranks 8th in <65 populations with these plans

Marketing Research: The New Consumer

By Age… By Archetype…

Dominant consumer profile changing Health care’s next-generation consumer is mobile and lives online

By 2030, millennials will make up 75% of the US workforce

Sources: The Advisory Board, 2014; U.S. Census Bureau, Population Division, Projections of the Population by Selected Age Groups and Sex for the United States: 2015 to 2060, December 2012. March 16, 2015 Using Measurement to Drive Success 20

Online Healthcare Ratings and Customer Reviews There are apps for that

Sources: JAMA, Public awareness, perception and use of online physician rating sites; http://www.pewinternet.org/fact-sheets/health-fact-sheet/

* Based on September 2012 survey March 16, 2015 Using Measurement to Drive Success 21

http://www.pewinternet.org/fact-sheets/health-fact-sheet/







Hearing the Stakeholders


We acknowledged these root issues:

• Patients struggled to get convenient appointments

• We made life hard for patients

• Hard to make contact with the front desk

• Office-by-office variability in the kinds of patients accepted and how they were seen

• Physicians needed to be more engaged

• Our core problems were:

– We didn’t know how much access we had

– Making an appointment was like scaling Mount Everest

– No one was looking at this front the patient’s perspective

Facing the Facts - Patient Focus Groups What We Discovered Together


We Needed a REAL Partnership


Product Redesign



Hartford HealthCare Medical Group patients will receive an appointment at a nearby available provider within 24 hours of his or her request or later, if desired

What We Built Together

Call Center

On-line Appointments


Access

24/7

Call Center Lite Launched: January 2014 Significant opportunity to centralize calls

• 2225 appointments booked end of February

• 56% new patients

• 87% primary care patients

• 81% commercial payer


ZocDoc Launched: March 2014 Attracting new, young patients

• 90 physicians– 2/3 primary care physicians

• 1552 appointments end of February

• 68% new patients

• 78% primary care patients

• 45% appointments booked after hours


Getting the Word Out


Results



13.2%

Metrics That Mean Business Appointments up & shifting desires

0

100

200

300

400

500

600ZocDoc

Callcenter

ZocDoc 41% Call

center

59%

YTD


Metrics That Mean Business Quick ramp up for new docs & understanding level of access


Metrics That Mean Business Who are you attracting and how did they hear about us?


Metrics That Mean Business Understanding appointments and how they came to be


Metrics That Mean Business The meaning behind the dollars and where they travel


Meeting the Patient Online Our digital strategy


Analyzing the Peaks and Valleys Our digital results


Producing Actionable Data A Common Language


Going Deep on Data Significant opportunity to attract new, and young, patients

Based on Invoices

Source: ZocDoc Monthly Report for Hartford HealthCare Medical Group, January 2015.


• Combining data with being patient oriented

• How do we learn about our patients from the data

• Booking patterns

0

10

20

30

40

50

Apr May Jun Jul Aug Sep

Main Visit Types booked at HHC MG since go-live

Illness Annual Physical General Follow Up

General Consultation Foot Consultation

Why They’re Coming – And Where From Data sheds light on patients


Going Beyond the Obvious Covering all the data sources

ACD Call center

Media Company

Patient Experience scores –

Press Ganey

Revenue Cycle

Non-Appointment

Calls ZocDoc

Patient Focus

Groups

Operational Reports

Anecdotes

Tools for

Access


Takeaways: • Challenging environment seen as opportunity to transform operations

and marketing

• It’s about the patient, a.k.a. the customer

– Easy Access

– Digital Communications and targeted SMART Traditional Advertising

• The new role of marketing is about a partnership with operations and physicians, built around the consumer

• We asked our physicians and operations to change, but marketing also needed to change

• Not just about data, about analytics and creating actionable plans

• Focusing on customer yields great results and it’s fun!


Using Measurement to Drive Success in Access

Documents

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