the state of consumer healthcare: a study of patient experience
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Proprietary and confidential. Do not distribute.
The State ofConsumer Healthcare:
A Study of Patient Experience
Webinar: March 30, 2016
GE Healthcare: Patient Experience Survey 2Proprietary and confidential. Do not distribute.
The State of Consumer Healthcare
The state of the patient experience is bad… and getting worse
The case for investment is clear–wait time is wasted time. Investments to improve the patient experience drive system-wide growth and translate into financial gain.
Providers must deliver a holistic experience that is very different from what patients encounter today.
Prophet and GE Healthcare Camden Group have teamed up to help organizations assess the patient experience they currently deliver and develop a plan to transform it.
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The Current State of the Patient Experience
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Not surprisingly, the state of patient experience is bad… and likely to get worse before it improves
For decades, the U.S. healthcare industry has been based on a convoluted economic model, which has inhibited competition and real service innovation -- and consumers are frustrated.
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The healthcare experience is not healthy
A1. The following statements describe different attitudes people may have towards healthcare. Using the scale below, please indicate how much you agree or disagree with each statement. (N=3,000)
A7.How frustrated were you with your experience at each of these stages? (N=3,000)
An alarming 81% of consumers are unsatisfied with their healthcare experience, and the happiest consumers are those who interact with the system the least.
Series1
75%48%
Frequent Healthcare Consumers All Other Healthcare Consumers
% of Consumers Frustrated
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There is a gap in perception between providers and consumers on the quality of experience currently being provided
Providers underestimate the degree to which the patient experience fails to meet consumer expectations. This skewed perspective is creating a lack of urgency among providers to fix the problem. While providers are aware of patient dissatisfaction, they have many competing and changing initiatives, making it difficult to prioritize.
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Providers overestimate the quality of their patient experience by over 20 percentage points
Providers misjudge the perception of their performance on elements that are most important to consumers
Providers give themselves too much credit on the elements that are most important to consumers
A3. How well do you feel providers are delivering on the entire PX? (N=3,000), Top 3 Box % shownA7. How well do you feel your organization is delivering on the entire PX? (N=300) , Top 3 Box % shown
A17. How well do you feel hospitals are delivering on each of these? (N=3000)A24. How well do you think your org. is performing on the aspects of the PX? (N=300)
Series1
63% 40%
Providers
Consumers
% Who Believe Providers are Delivering % Agreeing (Top 3 Box %)
51%
57%
34%
36%
Consumers Providers
Providers take the time to understand my needs and explain options
Providers have empa-thetic medical and ad-ministrative staff
23% Gap
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…and the gaps exist on multiple aspects, some greater than others
C - A17. How well do you feel hospitals are delivering on each of these? (N=3000)P - A24. How well do you think your organization is performing on each of the following aspects of the patient experience? (N=300)
A. Has empathetic medical and administrative staffB. Has a great reputationC. Provides healthy and enticing food options within their facilityD. Takes the time to understand my needs and explain optionsE. Has quality and comfortable decor and furnitureF. Provides services to make visit more convenient and comfortableG. Offers ways for me to review my health records onlineH. Coordinates care for me with people outside the facilityI. Communicates results of diagnostic tests in a timely mannerJ. Has a transparent billing processK. Allows me to see the doctor I want, when I wantL. Makes scheduling appointments quick and easyM. Provides clear direction and support for care post-visitN. Uses state of the art devicesO. Has a simple billing processP. Uses state of the art software systems
Provider’s Perceptions of Themselves
Con
sum
ers’
Rat
ings
of P
rovi
der P
erfo
rman
ce
ALIGNMENT
“EXCEEDINGEXPECTATIONS”
“MISSINGEXPECTATIONS”
Clinical Experience and Reputation
BILLINGNon-ClinicalEnvironmen
t
Consumer vs. Provider Performance(Top 3 Box %)
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Despite the best intentions to deliver a better patient experience, providers struggle to make it a priority among competing initiatives
Providers say… Providers do…
Priorities 75% believe PX is important to theirfuture success
On the list of hospital CEO’s top concerns, patient satisfaction is not in the top five*
Experience Strategy 90% claim to have a patient experience strategy 24% believe they are delivering extremely well
on the strategy
Investments 91% believe digital transformationis important
29% are investing in digital toolsand online presence
Customer Understanding
70% claim to have a holistic viewof their patient base 15% really understand patient needs
Technology42% believe technologies related topatient outreach and engagement are extremely important in driving experiences
26% actually deliver these patient outreach and engagement technologies today
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While patient experience is important, finding the right merger partners is an existential issue. If we don’t acquire, we will eventually no longer exist as an independent entity.
“
”*Source: Prophet Interview conducted Sept 2015
–CFO of $2B Health System
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If providers are under-delivering on patient experience today, it will only be harder with bigger and more complex operations
Sources: Knowledge at Wharton, “Hospital Consolidation: Can It Work This Time?”, Accessed 10/19/2015ACSI Benchmarks for Healthcare Industry, Accessed 10/19/2015
Hospitals are buying other hospitals, physician practices, and ancillary health care providers. These consolidations come in response to the need to connect care networks, and enable a more cohesive approach in managing patient experiences throughout their journey.
Hospital consolidation is rising as a result of The Affordable Care Act.
Increase in hospital consolidation, 2013-2014
14%+ 3%-Decrease in patient satisfaction scores, 2013-2014
The Case for Investment
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Once consolidation is done, and the world of mega systems has arrived, winners and losers will be determined by their ability to deliver a positive, holistic consumer experienceWaiting to fix this will put systems behind in the race for building strong brands, delivering on their missions and achieving financial stability.
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Investments to improve patient experience also improve an organization’s operational efficiencyThe priorities of health system leadership and their patients are not in conflict, in fact they are well aligned. For both parties, wait time is wasted time. Investing in an improved patient experience drives growth and reduces costs.
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Patients, health systems and physicians value many of the same things
C - A16. How important are the following aspects of a hospital to you? Please select the top 5 and the bottom 5. (N=3,000)P - A23. Using the scale below, please indicate how much of a priority it is to you and your organization to provide these aspects to patients? Please select the top 5 and the bottom 5. (N=300), % Ranked Top 5
PATIENTS WANT… PHYSICIANS WANT…SYSTEMS WANT…
To spend more time with doctors and nurses who show they understand patient needs
To practice their craft and deliver care to patients
To deploy scarce clinician capacity in a way that drives patient outcomes
To easily schedule appointments and get in-and-out quickly
To maximize time with patients and minimize their frustrations
To serve as many patients as efficiently as possible
To receive simple bills that do not require follow-ups
To keep patient out-of-pocket costs in mind when developing a treatment plan
To reduce the costs associated with customer service and resolving issues
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Providers are the most trusted by consumers and therefore are the best positioned to make integration possible
*Source: A6. Who or what influenced your actions / decisions at each stage? Select all that apply. (N=sample size listed above by stage based on # consumers experienced)
Strength of RelationshipsDepth of trust with consumers
ConnectednessAbility to get different organizations in the HC system working together
Payer Provider Life SciencesBRAND EXAMPLES
MeansResource availability and operational agility
Pharmacy Retailers
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Providers can get ahead of other industry players by partnering with new market entrants to start improving the patient experience
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Creating a great patient experience will do more than increase patient satisfaction…
Drive down operating costs and improve bottom lines
It Helps Organizations:
Help systems to deliver on the organizational mission to keep people and communities healthy
Drive increased capacity and access for consumers
Drive down operating costs and improve bottom lines
Improve employee satisfaction and retention
Build the brand and reputation to encourage consumers to consolidate care and increase leverage with payers
The Path to Success
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The good news: Providers are starting to think about patient experience holistically; simultaneously focusing on people, investing in technology, and expanding the ways and places in which they deliver care.
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At the moment, one third (36%) of providers designed their patient experience only within the four walls of their faculty
19%The experiences and
interactions from a patient's single visit
17%Any experiences the
patient haswithin our facilityover multiple visits
33%All experiencesthe patient has
with our system of care over multiple visits
31%All things related to a
patients health
19% 100%36% 69%CUMULATIVE
A3. How does your organization define patient experience? (N=252)
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For providers to succeed in the long-term, the patient experiences they deliver must:
Be holistic in nature. Recognize the patient experience goes beyond just the clinical aspect.
Move beyond a “fixing what is broken” mentality and start embracing creation of a unique experience.
Develop merger, acquisition and partnership strategies around the patient experience.
Think differently about buying, integrating and enabling technology.
Empower healthcare professionals to do what they do best.
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1. Be holistic in nature. Recognize the patient experience goes beyond just
the clinical aspect.
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A significant portion of consumers healthcare experiences are occurring beyond the four walls of the provider
3%10%
5%
9%7%
3%
9%
11%
7%
21%
11%
15%15%
6%
10%
14%37%
31%
28%
17%26%
17%
11%
16%
49%26%
53%40% 43%
70%
22%35%
5% 10% 5%
39%16%6%
9%4%
9%
8%
Not once
Once
Twice
Three Times
Four times
5+ Times
Frequency of Healthcare Interactions(% of respondents)
Obtained health insurance
Proactively managed health
Found a healthcare
facility/doctor
Visited a doctor (existing
condition)
Visited a doctor for tests
Received emergency health
services
Filled prescriptions
Handled payment for services
PRE-VISIT POST-VISIT
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Frustrations generally stem from issues with coordination and the need to make things easier
Received emergency health services
• Took Too Much Time (45%)• Quality of Care (44%)• Too Expensive (43%)
Obtained health insurance
• Process Not Easy To Understand (57%) • Too Expensive (50%)• Took Too Much Time (44%)
Handled payment for any services received
• Too Expensive (56%)• Process Not Easy To Understand (40%)
Found a healthcare facility or doctor
• Difficult To Get Appointment (45%)• Took Too Much Time (41%)
Visited a doctor for any new sicknesses or tests
• Difficult To Get Appointment (42%)• Took Too Much Time (42%)• Quality of Care (39%)
Visited a doctor for any existing conditions
• Difficult To Get Appointment (42%)• Took Too Much Time (37%)• Quality of Care (36%)
A8. You indicated that you were frustrated with X. Why was that? Please select the top 3 reasons. (N=3,000)
Proactively managed health
• Difficult To Get Appointment (44%)• Took Too Much Time (36%)• Unknowledgeable Employees (34%)
Filled Prescriptions • Took Too Much Time (48%)• Too Expensive (41%)
Reasons for frustrations for each step of the journey(% Ranked Top 3)
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The best providers—the ones focused on holistic patient experience—are seeing a strong return & increase in customer satisfaction scores
Kaiser Permanente has the highest customer loyalty ranking in the health insurance category with an NPS score 19 points higher than the industry average. Their satisfaction scores are on par with companies such as Apple, Amazon and Trader Joe’s.*
*Kaiser Permanente 2014 Annual Report
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More than two thirds of providers are either offering or exploring offering health plans to consumers
Something we already offer A priority in the near term to develop
Noted as an interest, but not a priority in the near term
Not an interest
15%24%
31% 29%
Provider Interest in Offering Health Insurance(% of respondents)
70% of providers are –or have an interest in- offering health insurance
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2. Empower healthcare professionals to do what
they do best.
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People—staff and employees—need to feel empowered since they play a critical role with customers... When they are happy, so are patientsThe experience people have with healthcare staff has a very strong impact on the overall experience. Happy and engaged employees mean more satisfied patients and, ultimately, financial gain.
HOSPITALS WITH HIGHLY ENGAGED STAFF
10%Scored higher on “willingness to recommend” the hospital to family and friends
HIGHLY ENGAGED PHYSICIANS
51%26%
Receive more inpatient referrals by:
Are more productive by:
ENGAGED STAFF TRANSLATES TO
$460,000In average additional patient revenue per physician per year
Source: Watson Wyatt WorkUSA Survey, 2009
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3. Think differently about buying, integrating and enabling technology.
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Better buying and integrating of enabling technology will allow clinicians to spend more time focused on patients
Smarter use of enabling technology will improve processes and workforce productivity, and increase employee and patient satisfaction.
Happier children, greater throughput in magnetic resonance
By reducing pediatric patient anxiety and unnecessary movement, imaging accuracy is improved, leading to more accurate diagnosis and treatment.
Quicker patient assessments, shorter length of stay
Clinicians at UPMC Presbyterian Campus used VSCAN in their Cardiology service and saw a mean LOS reduction of 1.2 days.
Reducing alarm fatigue while providing greater reliability and fewer false alarms
Alarm management technologies enhance patient monitoring and alarm accuracy, reduce false alarms, and ensure that when alarms do sound they are clinically significant.
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4. Think differently about buying, integrating and enabling technology.
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Consumers are open to new healthcare experiences outside the traditional system
A18. Which of the following consultations/treatments would you consider from these types of settings? Select all that apply. (N=3,000)
Setting of Treatment Considered(% of respondents)
DISSATISFIEDMILLENNIALS
VIABLEALTERNATIVES
HEALTH SYSTEMVOLUME AT RISK
On Demand Medical Center
RetailClinic
Tele-medicine
73% 64% 52%
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5. Move beyond a “fixing what is broken” mentality and start embracing creation of a unique experience.
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Patient experience must go beyond fixing what’s broken and focus on building unique, brandable experiences
Systems transform when they aim for unique, branded experiences for their patients.
Phase 1
Fix What’s Broken
Fix organizational problems by addressing pain points, often utilizing a LEAN approach to incremental change
Phase 2
Surprise & Delight
Delight patients through unexpected and enjoyable experiences that create value and encourage preference
Phase 3
Brand It
Differentiate in the marketplace and build permanent patient relationships by delivering ownable experience elements that fit with a unique brand promise
It takes more than addressing pain points to deliver a unique experience.
Getting Started
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Prophet and GE Healthcare Camden Group have identified a set of market archetypes for patient experience. Systems should seek to understand which they fit into, which is their “starting point” for improvement.
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The following framework assesses your current state, and helps chart a path forward…
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Which archetype best describes your organization?
Archetype Details
LAGGING INTERESTED COMMITTED EMBEDDED Establishing buy-in for patient experience
Identifying the patient experience north star
Developing a roadmap for effective implementation
Looking for opportunities to innovate and integrate
Leadership & Patient Exper. Definition
Lacks established patient experience business case, definition and leader to champion the cause
Leadership distracted by short-term priorities; definition limited to HCAHPS metrics
Leaders internally aligned around vision for patient experience with leader accountability; patients experience defined at a system-level rather than inclusive of patients' broader health
Broadly views patient experience as all interactions across the patients’ healthcare journey; patient experience embedded within all quality-improvement initiatives
Consumer Understanding
Patient needs not an input to experience design
Leverages basic understanding of consumers to inform marketing and communications
Collects patient feedback through a formalized process, struggles to prioritize initiatives due to financial and technology constraints
Patient needs and consumer-centric mindset drives experience design
People A lack of integrated people, tools, and technologies prevents employees from focusing on consumers
Employees do not fully understand the patient experience strategy or the importance of it
Employees understand the organization’s vision for patient experience but feel overwhelmed by the disconnected initiatives
Integrated people, operations, and technologies enabling clinicians to focus on consumers
Tech Slow to innovate and invest in new technologies, focuses on mandated technologies such as ICD-10 and EMR
Deploys technologies primarily with diagnostic and clinical use cases
Invests primarily in process-focused initiatives (e.g., billing, scheduling, workflow)
Leverages sophisticated clinical and consumer technologies to meet unmet patient needs across the holistic journey
Metrics Rarely tracks metrics beyond basic patient quality and safety metrics
Evaluates patient experience success solely based on HCAHPS metrics
Leverages HCAHPS yet has isolated metrics for specific issues and departments
Organizational metrics are inclusive of HCAHPS but also go beyond, looking at people, ops, and technology jointly
Operations & Implementation
Patient experience efforts happen in pockets and are either not measured or are assumed to be in HCAHPS scores
Patient experience efforts are aligned and deployed around a finite set of prioritized experiences and HCAHPS metrics
Patient experience efforts are aligned around an experience strategy with clearly defined KPIs that go beyond the system and HCAHPS scores
Patient experience efforts are embedded throughout the operations and culture and measured by KPIs that go beyond the system
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Done correctly, improving the patient experience can also drive meaningful operational efficiency - it doesn’t have to be a tradeoff
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Understanding patient expectations and designing holistic experiences that meet them will determine long-term success
The state of the patient experience is bad… and getting worse
The case for investment is clear–wait time is wasted time. Investments to improve the patient experience drive system-wide growth and translate into financial gain.
Providers must deliver a holistic experience that is very different from what patients encounter today.
Prophet and GE Healthcare Camden Group have teamed up to help organizations assess the patient experience they
currently deliver and develop a plan to transform it.
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2
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Proprietary and confidential. Do not distribute.
For more information, visit:www.prophet.com/patientexperience
Or, contact:
Jeff [email protected]