Improving Patient Experience Drives Growth

Proprietary and confidential. Do not distribute.
The State of
Consumer 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.
1
2
3
4

The Current State of the
Patient Experience

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.

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.
75% 48%
Frequent Healthcare Consumers All Other Healthcare Consumers
% of Consumers Frustrated

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.

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 % shown
A7. 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)
63% 40%
Providers
Consumers
% Who Believe Providers are Delivering % Agreeing (Top 3 Box %)
51%
57%
34%
36%
Providers Consumers
Providers take the time
to understand my needs
and explain options
Providers have
empathetic medical and
administrative staff
23% Gap

…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 staff
B. Has a great reputation
C. Provides healthy and enticing food options within their facility
D. Takes the time to understand my needs and explain options
E. Has quality and comfortable decor and furniture
F. Provides services to make visit more convenient and comfortable
G. Offers ways for me to review my health records online
H. Coordinates care for me with people outside the facility
I. Communicates results of diagnostic tests in a timely manner
J. Has a transparent billing process
K. Allows me to see the doctor I want, when I want
L. Makes scheduling appointments quick and easy
M. Provides clear direction and support for care post-visit
N. Uses state of the art devices
O. Has a simple billing process
P. Uses state of the art software systems
Provider’s Perceptions of Themselves
Consumers’RatingsofProviderPerformance
“EXCEEDING
EXPECTATIONS”
“MISSING
EXPECTATIONS”
Clinical Experience
and Reputation
BILLING
Non-Clinical
Environmen
t
Consumer vs. Provider Performance
(Top 3 Box %)

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 their
future 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 transformation
is important
29% are investing in digital tools
and online presence
Customer
Understanding
70% claim to have a holistic view
of their patient base
15% really understand patient needs
Technology
42% believe technologies related to
patient outreach and engagement are extremely
important in driving experiences
26% actually deliver these patient outreach and
engagement technologies today

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

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 10/19/2015
ACSI 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

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 experience
Waiting to fix this will put systems behind in
the race for building strong brands,
delivering on their missions and achieving
financial stability.

Investments to improve patient
experience also improve an
organization’s operational
efficiency
The 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.

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

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 Relationships
Depth of trust with
consumers
Connectedness
Ability to get different
organizations in the HC
system working together
Payer Provider Life SciencesBRAND EXAMPLES
Means
Resource availability and
operational agility
Pharmacy Retailers

Providers can get ahead of other industry players by partnering with
new market entrants to start improving the patient experience

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 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.

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 has
within our facility
over multiple visits
33%
All experiences
the 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)

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.
1 2 3
4 5

1. Be holistic in nature.
Recognize the patient
experience goes beyond just
the clinical aspect.

A significant portion of consumers healthcare experiences are
occurring beyond the four walls of the provider
5% 10% 5%
39%
16%6%
9%
4%
9%
8%
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%
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

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%)
Handled payment for
any services received
• Process Not Easy To Understand (40%)
Found a healthcare
facility or doctor
• Difficult To Get Appointment (45%)
Visited a doctor for any
new sicknesses or tests
Visited a doctor for any
existing conditions
A8. You indicated that you were frustrated with X. Why was that? Please select the top 3 reasons. (N=3,000)
Proactively managed
health
• Unknowledgeable Employees (34%)
Filled Prescriptions
Reasons for frustrations for each step of the journey
(% Ranked Top 3)

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

More than two thirds of providers are either offering or exploring
offering health plans to consumers
15%
24%
31% 29%
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
Provider Interest in Offering Health Insurance
(% of respondents)
70% of providers are –or have an
interest in- offering health insurance

2. Empower healthcare
professionals to do what
they do best.

People—staff and employees—need to feel empowered since they play
a critical role with customers... When they are happy, so are patients
The 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
$460,000
In average additional
patient revenue per
physician per year
Source: Watson Wyatt WorkUSA Survey, 2009

3. Think differently about

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.

4. Think differently about

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)
DISSATISFIED
MILLENNIALS
VIABLE
ALTERNATIVES
HEALTH SYSTEM
VOLUME AT RISK
On Demand
Medical Center
Retail
Clinic
Tele-
medicine
73% 64% 52%

5. Move beyond a “fixing what is
broken” mentality and start
embracing creation of a
unique experience.

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.

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.

The following framework assesses your current
state, and helps chart a path forward…

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

Done correctly, improving the
patient experience can also
drive meaningful operational
efficiency - it doesn’t have to be
a tradeoff

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.
1
2
3
4

Proprietary and confidential. Do not distribute.
For more information, visit:
www.prophet.com/patientexperience
Or, contact:
Jeff Gourdji
J_Gourdji@prophet.com

Improving Patient Experience Drives Growth

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