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Dashboards Done Right

An M. D. Anderson Case Study


Agenda

• The Buy-in

• The Dashboard

• The Results

• About the Speakers

Dashboards Done Right 2 An M. D. Anderson Case Study


The Buy-in
First, we listened…

• In 2005, the Office of Physician Relations decided to reexamine our


survey process

• We formulated a series of goals to


• Overcome the challenges of the feedback system
• Support the department’s objective of providing better access to feedback

• Deploying
p y g an online system
y created excitement and interest among
g
internal stakeholders

• We organized our goals around their needs


• And gained considerable buy-in for the online system from the onset, and
• Enhanced our department’s internal standing once the online system
launched

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…but we also needed to address their specific concerns

• Importance scores never change and don’t discriminate factors (i.e.,


everything is important)

• The physician’s actual experience isn’t recorded, so data aren’t


actionable

• Timely distribution of reports to centers is difficult

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…and addressed specific concerns in designing the survey process

• Importance scores never change and don’t discriminate factors (i.e.,


everything is important)
• Importance scores will be adjusted on a quarterly basis using a statistical
procedure that calculates derived importance

• The physician’s actual experience isn’t recorded, so data aren’t


actionable
• In the online version of the survey, referring physicians are asked an
open-ended
d d ffollow-up
ll question
ti regarding
di th their
i area(s)
( ) off di
dissatisfaction
ti f ti tto
get to the specifics
• In the paper version, there is an opportunity to specify what M. D.
Anderson can do to improve their satisfaction (rather than just general
comments)

• Timely distribution of reports to centers is difficult


• The online reporting site provides care centers with direct access to data;
each center can review monthly, quarterly and annual reports
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Questionnaire design was aided by experience mapping

Diagnosis Consult Referral Treatment Follow-up

Symptoms Identify Outline plan Confirm Patient


treatment diagnosis maintenance
Suspicions Obtain
options plan
Patient Treatment
Pathology/
P th l /
Discuss with information plan Patient
examination
colleagues satisfaction
Discuss with Progress
Discuss with patient reports
specialists
Insurance Community-
Evaluate based lab or
Accessibility
specialists, treatment
resources

• Non-standard case • Coordinate referral • Direct to physician


• Second opinion • Direct patient • “Business Office”

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Questionnaire – page 1

•Physicians are coded to tie into


referral pattern data and profiles

•Satisfaction
S ti f ti scale l was changed
h d
to be more discriminating

•Care Centers are specified


Questionnaire – page 2

•Separation of Care Center


performance
f versus M.
M D.
D
Anderson overall

•Keyy p
performance indicators –
preference and likelihood to
recommend

•Actionable feedback

•Email database
Process Overview

Dashboards Done Right 10 An M. D. Anderson Case Study


The Dashboard
The tool provides us with more than just a satisfaction survey

• Not just a survey tool, but a relationship management tool

• Experience map – ties into categories and survey process

• Training recommended…to
recommended to generate internal awareness

• Releasing information to referring physicians (i.e., your feedback, our


responses)

• Internal benchmarking and peer pressure

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…but there were some things we couldn’t do initially

• Develop a lengthy questionnaire to cover a myriad of issues and


requests
• Center-specific questions

p
• Expect all p
physicians
y to respond
p online

• Utilize the process to support immediate service recovery needs

• Integrate with CRM or Contact Management System

• Doctors who refer to multiple centers, and high vs. low volume referrers
• Can’t ask a doctor about every patient they send

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Getting the most from a vendor

• Selection
• Research AND technology

• Openness in the procurement process


• Budget
g
• Terms
• What’s in it for them

• Engaging in a strategic discussion to explore future possibilities

• Investing in the relationship

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Navigation

Query different reports


by Month, Quarter or
Year

Segment data by 17
different care centers

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Overall Performance

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Detailed Findings

Comments from dissatisfied physicians


Dashboards Done Right
are linked directly to the data
17 An M. D. Anderson Case Study
Comparisons

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Verbatim Responses

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Response Rates

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At-risk Responses

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Export to MS Excel

Download reports
in easy-to-use
MS Excel format

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The Results
Increased value of the feedback

Metrics Results
Extend circulation of reports Sessions in FY2007: 298 (average 25/month)
t more frontline
to f tli staff
t ff
Sessions in FY2008 (5 months): 160 (average 32/month)
Enhance the quality of We improved the level of specificity in open ended
feedback q
questions.

The online system immediately organizes comments to the


area of the referring physician experience.
Reduce lag time between the Feedback
Feedback, even when provided via paper
paper, is entered into the
referral experience and system as it is received.
feedback to care centers
This has reduced the feedback time to less than two weeks.
Provide
P id an opportunity
t it ffor Open-ended
O d d commentst regarding
di specific
ifi actions
ti are no
managers to take action longer blinded. These respondents are also flagged “at-
risk.”

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Cost reductions

Metrics Results
Decrease the cost of data Fixed budget for next three years to finance programming.
collection
ll ti
This budget was the same as our previous vendor.

Cost savings after third year will equal over 50%.


Increase the frequency of Migrated reporting from quarterly to real-time
reporting
Improve response rates The online system has not enhanced response rates overall.

Email response rates have been higher than mail.


Reduce the number of ad Such requests to Physician Relations are nonexistent.
hoc report requests
The online
Th li system
t can run queries
i ffor examining
i i d data
t bbased
d
on patient type or time period.

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Providing more consultative services

• The new approach is more than a satisfaction measurement tool,


stimulating requests for internal consultative support:

• Strategic Planning and Growth initiatives


• Global Oncologygy
• Brand Management
• Enterprise Internet
• Care Center specific planning

• Process and Operations Improvement.


• Baldridge Self-Assessment Processes
• Customer Service and Access
• Clinical Safetyy and Effectiveness Program
g

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Considerations/Additional issues

• Experience. If you are building this online system, we recommend finding a vendor that
understands both marketing research and technology. This was more difficult than we first
believed. Even the nationallyy recognized
g market research firms we considered did not
have the foresight to envision and implement this type of solution as they are more
focused on patient satisfaction for JCAHO.

• Multimode survey process


process. Organizations must be willing to use both paper and online
surveys to maintain response levels. This might have short-term costs as you continue to
build your database. Furthermore, some referring physicians might not ever be willing to
complete surveys online. So the design should be flexible, to accommodate faxed and
mailed surveys.
surveys

• Scale. The benefits of this online system are more evident to healthcare systems overall,
and to hospitals with large referral volumes. However, all organizations can apply some of
these principles (without investment in an online system).

• Data integration. There are limitations to what you can do in an online environment.
Tying feedback to internal data is an issue we faced
faced, as HIPAA sets certain constraints on
the data that organizations can host online.

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Things we are planning to do

• Encourage increased participation via the Web

• Continue efforts to further improve timeliness of feedback

• Develop physician reputation component

• Integration with CRM application

• Translation of the survey tool (e.g., Spanish)

• Enhancements to reporting of data (e.g., views by country or satellite


location)

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The Speakers
Special Download Web Site

• Visit
• http://client.gelbweb.com
• U: Forum
• P: MD Anderson

• For:
• MD Anderson questionnaire
• g Health Services dashboard article
Marketing
• Oncology Watch dashboard article
• Experience mapping materials

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Lyle Green, MBA, FACHE, FHIMSS lgreen@mdanderson.org

• Lyle Green is the Associate Vice President for Physician Relations at


the University of Texas M. D. Anderson Cancer Center, where he is
responsible
ibl for
f providing
idi leadership
l d hi in i the
th design
d i and d implementation
i l t ti off
physician relations, referral development, and physician access
strategies.

• Mr. Green has a Master of Science Degree in Business Administration


earned at Indiana University, and is a Board Certified Healthcare
E
Executive
ti and dFFellow
ll iin th
the A
American
i C
College
ll off H
Healthcare
lth
Executives. Lyle is also a Certified Professional and Fellow in the
Healthcare Information Management and Systems Society. His 28
years of healthcare experience includes clinical
clinical, operations
operations, and
information technology responsibilities.

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John McKeever, MBA jmckeever@gelbconsulting.com

• John McKeever is the Senior Vice President of Gelb Consulting Group,


leading its efforts in healthcare marketing. He joined Gelb in 1998 after
spending
di eight
i ht years in
i the
th hhealthcare
lth iindustry
d t d developing
l i and d
launching new products for FHP/PacifiCare, Aetna, and Prudential.

• He now works alongside marketing executives at some of the nation’s


leading healthcare organizations to support their use of customer
insights to guide long-term growth strategies. He has published articles
on experience
i mapping,
i b
brand
d management, t andd marketing
k ti research.h
Since 2002, he has been an adjunct professor of marketing at the
University of Houston C. T. Bauer College of Business.

• He holds a Master of Business Administration from the University of


Houston and a Bachelor of Business Administration from the University
off New
N M
Mexico.
i

Dashboards Done Right 32 An M. D. Anderson Case Study

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