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Rick Dietz Chief Business Officer Boston IVF and IVF New England
Strategic Planning: Bringing the Patient Experience into Your Business Plans Rick Dietz Chief Business Officer Boston IVF and IVF New England
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Disclaimer The speaker has no financial conflicts to disclose
The material provided in this presentation is for educational purposes only The views and perspectives contained in this presentation are that of the speaker, and not necessarily those of Boston IVF The speaker is not promoting a particular service or product in this presentation
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Learning Objectives Defining the Patient Experience
Operations versus Patient Centered Operating Models Strategic Considerations related to the Patient Experience Incorporation into Strategic Planning Process
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How Much Do You Really Care About the Patient Experience?
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The PATIENT EXPERIENCE
It’s A Matter of Perspective npr.org
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The PATIENT EXPERIENCE How Do You Define It? What Matters Most?
Outcomes Data Driven, Evidenced-based Environmental Facility, Greeters, Messaging Experiential Feelings, Attitudes, Interaction
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The Patient Experience Dynamics
Today’s Health Care Model: Patient at the Center Source: National Research Corporation
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The Patient Experience Dynamics
Quality Patient Centered Medical Home Consumerism Coordinated Care Convenience Personalized Patient-Driven Baylor Scott and White Health system “Good outcome must be defined in terms of what is meaningful and valuable to the individual patient” (“The Values and Value of Patient-Centered Care”. Annuals of Family Medicine, 2011 Mar; 9(2) )
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The Patient Experience What Kind of Model Do You Currently Have?
Centered Model Operations Centered Model
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The Patient Experience What Kind of Model Do You Currently Have?
How far do patients have to travel for in-cycle monitoring? On weekends? How do you present written information to patients? Available electronically? How many languages? How do you put patient advocacy into practice? Are Financial Counselors always available to meet with patients? Who provides informed consent? How does process work? Does patient understand? How are your waiting rooms structured? Patient Centered Model How long are your wait times? Who do patients talk to during off hours? Operations Centered Model
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Patient Centered Model
‘Hear’ the Patient Responsive to Patient Preferences and Needs Active Engagement by and with Patient ‘Loop’ Communication = Patient Understanding Access, Follow Through and Follow Up Examples Tours & Evening Hours Valet Parking Team Approach Always Get A Live Person by Phone PACU Bays Designed for Privacy Concierge programs Financial Cost Estimator Tools Online Portals and Apps Patient Centered: “Think Patient First” Financial PATIENT Physician Nursing Patient Services
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Operations Centered Model
What Works Best for Operational Flow What Helps to Limit Costs Talking at the Patient, Pushing Information More Limited Involvement by Patient Patient Sentiments: disconnected, inconsistent Examples Consults: Monday – Friday 9am – 4:30pm Prime Parking Spots for MDs and Mgt. Activities at Front Desk: Greet and Answer Phones Extensive Use of Voic MD Limits Interaction with Patient Financial Consults by Phone Sign Financial Obligation Form, But Understand? Initial Consult to Cycle Start: Limited Touch Points Operations Centered: “Think Us First” PATIENT Financial Physician Nursing Patient Services
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Patient Versus Operations Centered Model
Patient Centered: “Think Patient First” Operations Centered: “Think Operation First” Financial PATIENT PATIENT Nursing Financial Physician Physician Nursing Patient Services Patient Services Works Better for Operations Flow & Costs Tell the Patient How It Will Be Passive Engagement by Patient ‘Push’ Information = Less Patient Understanding Impersonal, Feel like a Number, Lack of Continuity Work Flow Responsive to Patient Preferences and Needs Active Engagement by and with Patient Loop Communication = More Patient Understanding Patient Feels Known, Respected, Involved, knowledgeable
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Patient Centered Model
Doesn’t Mean Patient Is Always Right Doesn’t Mean Always Do What Patient Wants Ideally, Stronger Patient Engagement Translates Into Better Understanding and Support of Your Actions and Recommendations Perception is Reality Cost – Benefit Considerations Bettering The Daily Environment for All Financial PATIENT Physician Nursing Patient Services
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Patient Satisfaction, Patient Experience Single Episodes versus The Whole Story
Patients Are Consumers – They Make Choices Patient Satisfaction Surveys Moment in time Survey results can be indicators/directional but don’t tell whole story Satisfied Customers Do Not Necessarily Mean Return Customers Seeking Loyalty, “Raving Fans” Exceeding Expectations Patient Experience is the Lasting Story Impact of the 3 Elements of Experience Affect Loyalty Clinical = Expected, Environmental = Appreciated, Experiential = Deciding Factor
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Strategic Planning Hierarchy
Vision Mission Culture Values Strategic Drivers 3-5 Year Business Plans Annual Operating Plans
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Strategic Planning Objectives
Validate Organization’s Identity / Brand / Vision and Mission “Who Are You? What Do You Stand For? What Do You Want to Be?” Prioritize Goals and Objectives Deliberate CHOICES About How You Will Move Your Organization Forward Clarity in What You Are Chasing Each Day Improve Financial Performance Increase Shareholder Value Enhance Stakeholder Value Patient Experience – Strategic? How to Make Things Better for All Stakeholders
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Patient Experience: A Strategic Driver?
Strategic Driver: principle, theme or deliverable that serves as a foundation for strategy development AND supports the organization’s vision and mission Examples of Strategic Drivers Quality Profits Market Share Innovation Patient Experience ?
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Patient Experience: Your Strategic Driver?
Does Your Organization Believe that the Patient Experience: Is a competitive point of differentiation Will deliver better financial results Will positively impact clinical outcomes The Patient Experience Could Be A Strategic Driver An Element of Patient Experience Might Be Incorporated into a Strategy that Supports a Strategic Driver Strategic Driver: Market Share Strategy: Increase IVF cycle share from northern region by establishing new full-service satellite office
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The Strategic Planning Process
Incorporating the Patient Experience The Patient Experience As a Strategic Consideration Data Collection SWOT Analysis Strategic Debate Strategy Development Plan Finalization Economic Trends Industry Trends/Stats Competitor Data Practice Performance Staff Feedback Patient Input External (O/T) Internal (S/W) Strategic Issues Vision/Mission Options Strategic Driver Goals/Objectives Short and Long Term Formulate Strategies Outcome Metrics 3 - 5 Year Business Plan Annual Operating Plan Tactics & Financial Goals Resources Communication SWOT: Strengths / Weaknesses / Opportunities / Threats
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The Strategic Planning Process
Incorporating the Patient Experience Vision / Mission Implementation & Monitor Results Patient Fact-Based Analysis Experience Strategic Drivers Develop Strategies & Tactics
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The Strategic Planning Process
DO YOU HAVE ALIGNMENT? Strategic Driver Business & Operating Plans Culture If Patient Experience Is Your Strategic Driver, But You Have an Operations-Centered Model, Changes Will Need to Be Made!
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Where is the Patient Experience on the Income Statement & in Budgeting Process?
Woven Throughout: Affects Revenues Impacts Expenses Drives Bottom Line Capital Budgeting
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Budgeting and Income Statement Examples
Revenue Positive word of mouth, market share gains increased revenue New affiliate contracts Ability to increase prices Expenses Staffing ratios, human resource allocation Occupancy as a result of expanded hours Utilization of satellite locations Depreciation (result of investment in new technologies) Capital Budgeting Facility Enhancements and Modifications Electronic Patient Interfaces/Systems Educational Tools
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Summary “Patient Centered” is a New Paradigm in Health Care
Patient Experience Should Be In Focus for Your Organization Assess Your Operating Model To Determine Where The Patient Experience “Sits” and “Fits” Strategic Planning Process Strategic Driver, Strategy or Tactic? Patient Experience Strategies and Tactics Have Financial Implications in Planning and Budgeting Process
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