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Physician recruiting, awareness & loyalty final.2
- 1. UNCOVERING & SOLVING CHALLENGES FOR: Physician Recruiting Hospital & Physicians Awareness Increasing Physician Loyalty Katie Carow Marty Gilbert Carow Consulting Inc Growth Initiatives LLC
- 2. PHYSICIAN-HOSPITAL INITIATIVES Physician and hospital marketing efforts involve a 3-step process: 1. Improving 2. Increasing 3. Increasing physician the hospital & hospital recruiting physician revenue from market physician awareness splitters Community Payers Physicians 2
- 3. OUR PROCESS 1. Data / Analytics • Market assessment to include supply/demand, physician volumes/charges, competitive volumes, projected growth 2. Interviews • C-suite, Physician Leaders, Board, Clinical Leaders, Community Members, and Spouses • . 3. Summarized Results • Medical staff plan, physician revenue comparisons, loyalty findings 4. Marketing Plan • In-house marketing recruitment strategies to increase physician awareness and referrals 5. Implementation • Hands-on consultation during plan execution 3
- 4. IMPROVING IN-HOUSE PHYSICIAN RECRUITMENT
- 5. PHYSICIAN RECRUITMENT FACTS Costly Revenue and Volume Drivers Attracting and retaining the right candidate is expensive It can cost 2.7 times a physician’s annual salary to find a Employing physicians replacement when he or she leaves increasing the “buys” share or adds new importance of retention. – Feb. 2008, HealthLeaders Media geographies 63% of search assignments in 2011/12 featured physician employment by hospitals, Scarce up from 56% the previous year and only 11% eight Recruiting physicians in the proper specialties is years ago. - Merritt Important as MD supply is insufficient Hawkins By 2025, a 21% increase in the supply of physicians will be needed to meet the market demand. (Shortage = 159,300 56% of healthcare leaders MDs) – 2008 AAMC Complexities of Physician Supply & have a specific team Demand dedicated to hospital- physician practice 65% of the respondents mentioned that physician shortages acquisition since they were the biggest threat to their hospital-physician alignment play a critical role in the strategy. healthcare delivery - September 2011, HealthLeaders Media system. – Jan. 2012, 5 HealthLeaders Media
- 6. THE OPPORTUNITY COST OF DELAYED HIRES It takes an average of 12.2 months to recruit a physician. - 2011 MMS Physician Workforce Survey Some specialties far exceed this recruitment time and can result in significant revenue losses per MGMA figures: Lost MD Net 2011 Avg. Avg. MD Revenue Recruitment Monthly Salary/ During Months Collections Month Specialty Recruitment Neurosurgery 25.3 $ 81,628 $ 55,055 $ 672,299 Orthopedics 20.5 $ 71,488 $ 42,137 $ 601,706 Urology 19.7 $ 57,927 $ 34,584 $ 459,860 Gen'l Surgery 14.6 $ 48,427 $ 29,191 $ 280,841 Neurology 12.7 $ 34,363 $ 21,691 $ 160,932 Family Medicine 11.8 $ 31,978 $ 16,401 $ 183,808 Internal Medicine 11.5 $ 32,865 $ 17,223 $ 179,879 6
- 7. WHY DEVELOP A MEDICAL STAFF PLAN? Proactively plan for future retirements Determine the timing and impact physician retirements will have on your hospital Obtain objective insights on the strengths and opportunities as perceived by your Medical Staff and Senior Leaders Determine the ROI for technology, service line expansion, and physician recruitments to see if revenues exceed investments Identify if market demand for services is sufficient to support new physician recruitments and additional services 7
- 8. WHAT IS THE RESULT? WHEN AND WHO TO RECRUIT 2010 Physician (65+ 2015 Physician (60 – 64 2020 Physician (55-60 Needs Age Group) Needs Age Group) Needs Age Group) (7.8) Internal Medicine (2.0) Family Practitioner/ (3.0) Family Practitioner (2.7) Ophthalmology Gen’l Practioner (2.0) Internal Medicine (1.5) Family Practitioner (1.0) Gen’l Surgeon (1.0) Gastroenterology WHAT WILL BE THE IMPACT NEXT STEPS Sta tus Phys Age d 60-64 Gra nd T ota l % of T ota l Develop recruitment committee OP Cha rge s $ 4,024,466 $ 100,486,746 4% OP Visits 3,617 $ 42,809 8% Establish physician and spouse IP Cha rge s $ 21,968,676 $ 197,140,035 11% contacts IP D ischa rge s 1,340 $ 10,550 13% Develop external and internal T ota l IP & OP marketing plans Cha rge s $ 25,993,142 $ 297,626,780 Enhance communication/transparency throughout organization Implement operational changes to 8
- 9. PHYSICIAN RECRUITMENT MARKETING The following are considerations for enhancing your physician recruitment efforts: Physician recruiting collateral materials Direct marketing campaigns Develop hospital’s recruiting website presence Hospital’s position-specific web page Podcasts, virtual tours and video postings Hospital environment, community, schools, housing, cultural activities Physician and patient interviews External communications plan to other physicians for referrals 9
- 10. PHYSICIAN RECRUITMENT MARKETING Internal communications plan to employees and employed physicians for outside referrals Post physician openings with appropriate media Medical journals, sub-specialty associations and medical websites Promotional initiatives at local university residency programs Ad space in publications On-campus sponsored events Guest lecturing opportunities 10
- 12. BUILDING COMMUNITY AWARENESS Conduct a community awareness survey Direct marketing campaigns Update the hospital website Physician profiles for consumer research Short videos on technology upgrades Hospital blog with health tips, industry news, new physicians, human interest stories Patient testimonials and physician interviews Post physician profiles on consumer search websites www.locateadoc.com, www.WebMD.com, www.healthgrades.com Announce newly hired physicians in local media and websites 12
- 13. BUILDING COMMUNITY AWARENESS CONT. Attend local community meetings and seek speaking opportunities Village meetings, PTO, health clubs, chambers of commerce Reach out to potential feeder environments Retirement communities, elder care and rehab centers Social service agencies Federally qualified clinics Connect with local radio/TV stations and health event promoters about new hospital services and technology breakthroughs 13
- 14. BUILDING AWARENESS FOR PCPS A three-fold approach must be taken to build your referral network – physicians, payers, and community. 38.3% of all PCP referrals come from doctors or other health care providers and over 80% of all specialist Center for Studying Health System Change, 2007 Survey referrals 14
- 15. BUILDING AWARENESS FOR SPECIALISTS Conduct CMEs and in-house seminars Establish physician- only meet and greets Designate physician liaisons and mentors Fund physician networking lunches or dinners Center for Studying Health System Change, 2007 Survey 15
- 16. BUILDING PAYER AWARENESS Validate physicians are accurately listed on payer websites and in directories Develop internal marketing packet to share with payers outlining comparative data Charges Quality Volumes Develop marketing campaign to promote employed or on- staff physicians during open enrollment periods Develop marketing strategies for self-funded employers targeted at payers 16
- 17. ENHANCING REVENUE FROM PHYSICIAN SPLITTERS
- 18. ADDRESSING HOSPITAL SPLITTERS Interview current Medical Staff, Board members, and Senior Leaders to obtain diverse opinions on internal operations and culture Analyze the volumes, charges and referral patterns by physician/group Identify who are your “heavy hitters” i.e. 80/20 rule Utilize the data in conjunction with the interview results to outline a targeted strategy at key physicians and specialties to uncover the who, what, and why you are not receiving 100% loyalty 18 Source: June 2010, Morehead
- 19. HOW WE CAN HELP Medical Staff Needs Plan Current and future physician demand and supply Population zip/county age estimates Specialty-specific regional physician counts Interviews with qualitative recommendations Physician Marketing Plan External outreach to attract new MDs Promotions to increase community awareness of physicians Loyalty Enhancement Plan Identifying splitters by specialty and physician One-on-one meetings to determine barriers to loyalty 19
- 20. CONCLUSION Some of your greatest financial opportunities can be addressed by: Improving the physician recruiting process Increasing market awareness among the community, physicians and payers Increasing physician loyalty and migrating more splitters to your hospital Are you ready to tackle the challenges? 20
- 21. Thank You Inquiries can be sent to: Katie Carow Carow Consulting Phone | 312.636.5845 Fax | 847.444.0371 E-mail | kcarow@carowconsulting.com Web Site | www.carowconsulting.com
Notas do Editor
- I’d like to thank all of you for taking time from your day to join us for the next 40 minutes where we’ll be discussing some of challenges that face both large health systems and smaller community hospitals across the country. Specifically…-- Proactive physician recruiting-- Increasing hospital and physician awareness and-- Increasing employed physician loyaltyWe have focused on these 3 initiatives because they aren’t often thought of when organizations talk about improving their financial performance. Today, we’ll discuss their impact and just how significant they can be in positioning your hospital and its physicians for the future.If at any time during the presentation you would like to ask a question, simply type your questions into the chat area in the lower portion of your screen and click the “send” button. We’ll attempt to address these immediately following the presentation. Also, if any of you are having problems hearing the audio or viewing the slides, please let us know via the chat screen as well.With that in mind, let’s move onto the presentation.With that in mind, let’s introduce our presenters for today’s webinar.Katie Carow has over 20 years of experience in strategic and physician resource planning, business development, marketing and operations in the healthcare industry. She specializes in developing business strategies based on data-driven evidence. Kaite has led clinical and hospital leadership teams through a range of service line and technology priorities. She also oversaw the planning department, Physician-Hospital Organization marketing, physician referral call functions, and integrated operations of a $20M PHO with a 500-member multispecialty group. Marty Gilbert possesses over 25 years of senior level marketing, sales, product development and general management leadership experience. Most recently, he was VP of Marketing for Sg2 LLC, a leading healthcare analytics and consulting firm to over 1,200 hospitals, where he was responsible for the firm's marketing communications, new service introductions and revenue growth strategies. He was also instrumental in marketing RFID and wireless communication systems into health systems across the country. Marty has developed successful online and offline marketing campaigns for Fortune 100s and middle market software and IT firms.
- Our presentation today will focus on 3 physician-hospital initiatives.Improving Physician Recruiting – Physicians brought in by an outside staffing firm can cost tens of thousands of dollars. Their incentives are based on a placement, not the right placement. There’s always new physicians that need to be hiredand the longer it takes you to replace a physician, the more expensive it gets. The revenue lost from gaps in the organizational structure is often overlooked. But what if you could proactively plan for departures, determine the timing and project some of your physician hiring based internal assessments and the needs of the community you serve? That is in part what we’ll be discussing today.Increasing Market Awareness for the hospital and physicians – Are new physicians effectively promoted in the community and amongst their peers to maximize new business and referrals? Recruitment is really a three-pronged approach based on patients, physicians and insurers. 1. The community which helps build new business through referrals from family and friends; 2. Physicians where referrals often come from other Primary Care Physicians and specialists, inside and outside of your hospital; and 3. Payers who help insure that your physicians are publicized accurately. It’s also critical that payers are aware of your points of differentiation, particularly from a quantifiable performance perspective to help improve the hospital’s reimbursement rates.Lastly, improving physician loyalty (or improving splitter revenue) is far more profitable than trying to build the hospital brand with families or physicians that currently don’t use your services. Do you know which of your physicians’ send their business to your hospital vs. the hospital down the road? What is the economic impact to your hospital by not securing 100% of their business? Do you know what are the reasons behind their decisions to referral elsewhere? And what can you do to improve the situation?
- Our process for addressing the physician recruiting, market awareness, and physician loyalty challenges is straight-forward and consistent. Everything we do is founded on strong data and analytics. This includes a thorough assessment of the market which will include an estimated market size, physician volumes and charges, what the competition is receiving in terms of volumes and charges and a forecasted growth rate.We conduct interview with key individuals and stakeholders which includes the executive team, selected physicians and clinical leaders, the hospital Board, a select group of members from the community along with the spouses of physicians. The spouses, in particular, can have a great influence on a physician’s consideration for a move and, for that reason, the hospital needs to understand what might be their strongest concerns and pushbacks.From this primary and secondary research, we will provide a summary of our findings which will include ____________ comparisons between physicians, the level of physician loyalty when it comes to referring their patients to your hospitals (i.e., the splitter issue) and ultimately, a medical staff plan that will outline when existing physicians are projected to retire and what kind of physicians will need to be hired over time given the projected demand for specific services in your community. This effort will quickly identify areas of need so that you can develop a proactive approach to physician recruiting, market awareness and physician loyalty initiatives.Based on our findings, we’ll be able to create a comprehensive marketing plan that will provide recommended activities with timetables to accelerate and improve upon the physician recruiting effort, driving greater market awareness for the hospital and physicians, and helping to address the physician referral issue.Lastly, our efforts don’t have to end with a summary of findings and a proactive marketing plan. We are prepared to collaborate or consult with you on as you move onto execution of the plan.
- I’d like to thank all of you for taking time from your day to join us for the next 40 minutes where we’ll be discussing some challenges that face both large health systems and smaller community hospitals across the country.-- Proactive physician recruiting-- Increasing hospital and physician awareness and-- Increasing employed physician loyaltyIf at any time during the presentation you would like to ask a question, simply type your questions into the chat area in the lower portion of your screen and click the “send” button. We’ll attempt to address these immediately following the presentation. Also, if any of you are having problems hearing the audio or viewing the slides, please let us know via the chat screen as well.With that in mind, let’s introduce our presenters for today’s webinar.Katie Carow has over 20 years of experience in strategic and physician resource planning, business development, marketing and operations in the healthcare industry. She specializes in developing business strategies based on data-driven evidence. Katie has led clinical and hospital leadership teams through a range of service line and technology priorities. She also oversaw the planning department, Physician-Hospital Organization marketing, physician referral call functions, and integrated operations of a $20M PHO with a 500-member multispecialty group. Marty Gilbert possesses over 25 years of senior level marketing, sales, product development and general management leadership experience. Most recently, he was VP of Marketing for Sg2 LLC, a leading healthcare analytics and consulting firm to over 1,200 hospitals, where he was responsible for the firm's marketing communications, new service introductions and revenue growth strategies. He was also instrumental in marketing RFID and wireless communication systems into health systems across the country. Marty has developed successful online and offline marketing campaigns for Fortune 100s and middle market software and IT firms.
- BE SURE TO TAKE TIME TO WALK FOLKS THROUGH YOUR THIRD-PARTY FACTS… THIS VALIDATES THE SENSE OF URGENCY THAT’S NEEDED.Physician recruiting is expensive, not only from the lost revenue when a position goes unfilled, but also the duration of time it takes to on-board a physician once they are hired.Huge shortages are projected in the number of physicians practicing in the U.S. This is more pronounced in the rural and uninsured markets. This is due to a shortage of GME educators, rising medical school costs, an aging physician population, and a demand for more work-life balance. As a result of the ACA, many hospitals are focusing on employing MDs to secure market share, address population health and manage costs. Hospitals need to analytically, as well as culturally, determine that the physicians they pursue as partners are the best fit.
- Not taking into account the duration of time it takes a physician to build their practice, which exceeds a year and is often much closer to two years, hospitals do not earn revenue while positions are open.The avg amount of time a position is open is 12.2 months. Depending on the degree of shortage and the average net income that each specialist earns, the lost income to the hospital can range from $650K - $150 K.
- There is a finite amount of staffing and capital, so it is absolutely necessary to allocate resources in the most effective way. Developing a Medical Staff Plan will provide a quantitative analysis of your physician staffing needs now and in the future based on age and population growth calculations and supply; in addition to a qualitative review of the strengths and weaknesses of the hospital, the Medical Staff Plan helps to uncover opportunities to improve or enhance existing care. Many organizations do not take a systematic approach to adding new services or technology. It is more effective to begin with a feasibility study to decide is there ample volume, what is the projected profit, when will the breakeven occur to decide if the investment should be made.I once worked with a CEO who purchased a Cyber Knife because it was available for a third off of the original price. The Cyber Knife was originally destined for New Orleans, but when the hurricane hit they rescinded their purchase offer. While this seemed like a bargain to the CEO at the time, he did not take into account the demand for Cyber Knife services in the community; the lack of trained physicians in the community; and the breakeven point. This was an expensive lesson to learn, with a pay-back period that was not even realized five years after purchase.
- Here is an excerpt from a typical Medical Staff Plan. It indicates for the current, five, and ten year time horizon recruiting requirements and how many specialists are needed to support demand, taking into account other physicians in the market.The Medical Staff Plan will also identify the total charges physicians contribute to your bottom-line, and therefore are at risk, when a physician in a specific age category retires.
- When it comes to physician recruiting, there are a number of integrated marketing initiatives to consider.1) Physician recruiting collateral materials should convey… - The vision and mission of the hospital. What makes your hospital different and what are its unique competencies? - Where have technology and capital equipment investments been made? Where will the emphasis being in the future? - What is the working environment like, what does the community have to offer and what’s the value of living in the area? All of this needs to come through in all physician recruiting materials, whether it involves a relocation or not.2) Direct marketing campaign are a key part of creating ongoing touch points with physicians. - The effort starts with creating a comprehensive database. Who are the physicians you wish to target and what is their contact information. WE CAN DO THIS FOR YOU. And once the target audience is defined, the email and direct mail - Next, you need to understand what drives a physician to make a change. - Development of your hospital’s branding message. What’s the best way to express your overriding message? - Need to tie your hospital’s unique strengths with the attributes that are deemed most important to the physician decision-making process when it comes to making an employment change.3) Develop or upgrade the hospital’s online recruiting presence - Like any corporate website, the hospital’s physician openings need to be posted. - It’s important to “personalize” the hospital environment. One of the best ways is through podcasts, virtual tours and video postings that sit right on your website. This should also include the environment outside the hospital such as housing, schools, cultural activities, entertainment, etc. Additionally, it’s also a good idea to provide words from the individuals who can have the greatest influence, specifically existing hospital physicians and their patients.4) Another effectively way in which to recruit physicians can be through communications to other physicians who are not employed by the hospitals. Physicians talk to one another and often they are the greatest source for uncovering MDs who are considering a change.
- There should also be a carefully orchestrated internal communication program that makes the organization aware that the hospital is open to learning about talented physicians outside the hospital.Today’s there are many choices when it comes to posting openings through online and offline media… medical journals, sub-specialty associations and various medical websites are all venues to consider.Lastly, university residency programs can be a good source local recruiting. Advertising in the university publication or becoming more visible through on-campus events or lecturing opportunities are all good ways to recruit early in a physician’s career.
- Building Community Awareness is much more than mass media advertising.A good starting place is to conduct a community awareness survey. What’s important to the community when they chooses one hospital over another? And most importantly, what is their impression of your hospital?Ongoing communications to the community can be accomplished through email, direct mail and social media. The ultimate goal is to reinforce your branding.3) Keeping your hospital website up-to-date is important. That includes: -- Physician profiles -- Short videos on technology investments, physician and patient interviews.-- A hospital blog on health improvement tips, industry happenings, new physicians added to the team, human interest stories and patient testimonials.At the same time, you want to be sure that your physician profiles are posted on consumer search websites such as: WebMD, HealthGrades and LocateADoc. An MSNBC consumer study of 3,100 adults has shown that 60% of all American adults look up health information online. In addition, more than 1/3 of Internet users have gone online to read someone else’s review or commentary of a medical issue. The online market has become a medium for consumers to do their homework before making a healthcare decision. It’s importance cannot be ignored.5) Additionally, with each newly hired physician there should be an announcement in the local media and appropriate websites.
- 6) If you want to be considered part of your hospital’s community you should become involved in the community through activities such as: village meeting, Parent-Teacher Organizations, health clubs and local chambers of commerce.7) Within each community there are potential feeder environments where you can make your presence know. Retirement communities, elder care and rehab facilities are serving a very large population that has reached an age where healthcare services are in constant demand. Osteoporosis, congestive heart failure and COPD are just a few of the diseases that have become everyday conversation among this market segment. For those hospitals that are in a position to receive referrals from Social Service Agencies and Federally Qualified Clinics, these are organizations that need to be made aware of your marketing messages and clinical strengths.8) Establishing relationships with local radio and TV stations can play an important public relations role. These entities are always looking for way to educate the population and your hospital can become a key contributor which can ultimately raise consumer perception.
- The sources of new patients come from a variety of sources, which differ based on whether the physician is a PCP or specialist.Approximately half of all providers uses friends and relatives as their recommendation to a PCP, followed by slightly over a third using other physicians and insurance plan-driven decisions as other referral sources.
- Over two-thirds of all specialist referrals come from a PCP, while 20% use friends and relatives as their referral source, other physicians constitute 18% of referrals, and only 10%, the health plan.
- As pricing transparency has increased, and we are moving into the realm of consumerism, patients, employers, and payors will be evaluating hospitals more frequently based on cost, experience, and quality.We can help position your doctors in the most favorable light to highlight their strengths that would result in more favorable negotiated rates or direct contracting with employers.
- Supplement your existing physician efforts to prioritize recruitment, attract MDs, increase referrals from existing MDs, and help them to expand their practice. How do we do this? Through a thorough qualitative and quantitative review. We conduct independent interviews of your Medical Staff Leadership Team, Board, Community Members, and key Clinical Directors. This allows us to summarize what is working well and needs improvement at your organization, as well as what are future opportunities and threats to your long-term viability.The quantitative review takes into account the ages and counts of your specialists on-staff, those of competitive hospitals, and involves calculating the demand based on age-based population and utilization projections. This analytical review results in a recommendations on where, when and the impact recruitments will have on the hospital.
- The pressures being placed on hospitals are greater than ever. Improving patient care across the continuum. The need to drive cost out of the system. And facing ongoing challenges associated with declining payer reimbursement rates. We believe the 3 initiatives we discussed today can help you address several challenges. They are within your control, and we believe we can help you in your efforts to Analyze, Prioritize and Maximize the collaborative efforts of the hospital and its physicians.
- We’d like to thank you are attending this webinar. Should you wish to reach out to us or like to schedule a time to meet, please don’t hesitate to contact us. In the meantime, let’s address a few of the questions that have come in from our audience.