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The “New Physician Referral Models for Value-Based Care” webcast materials package is published by HealthLeaders Media, a division of HCPro, Inc. For more information, please contact us at: 75 Sylvan Street, Suite A-101, Danvers, MA 01923.

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Education, which owns the ACGME trademark; or the Accreditation Association for Ambulatory Health Care (AAAHC).

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Presented By:Presented By:

Jeff Cowart, Senior VP Growth & Sales, B ti t H lth S t S A t iBaptist Health System, San AntonioInterim Senior Vice President, Business Development, Abrazo Health, Vanguard Health Systems, Phoenix

Cowart joined Baptist in 2010 as the senior executive leader for the growth, sales, and marketing division, and in 2012 was also named interim senior vice president for Abrazo Health, both part of Vanguard Health Systems. In his role, he oversees physician relationship development, corporate and business relationship development, branding and marketing, p p , g g,internal and external communications, and digital and video outreach development. Previously, he served as vice president of communications and chief marketing officer for Inova Health System in Falls Church, Va.,

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o ce o o a ea Sys e a s C u c , a ,where he developed and led the growth, sales, marketing, and communications teams.

Presented By:Presented By:

Kenneth T. Hertz, FACMPE, Principal, MGMA C lti GConsulting Group

With nearly 40 years of management experience, Hertz has held numerous leadership positions in small and large healthcare organizations in primary care, multi-specialty care, and large integrated systems.

His consulting work has encompassed a broad range of services, including operational improvement, practice analysis, strategic planning, organizational development, and strategic marketing.

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Why Do We Need It?

Hospitals hire reps to sell

Why Do We Need It?

Hospitals hire reps to sell doctors on patient referrals

• Convinced the sales-call strategy is fueling higher admissions, Tenet Healthcare, the nation's third-largest for-profit hospital chain, has doubled its physician relations sales force in the past two yearstwo years

• Since 2007, the company credits its physician liaisons with helping to boost the number of doctors who actively refer patients to its hospitals by 39%, or more than 4,500 doctors

• An HCA spokesman said physician sales reps “give our physicians and their patients a voice and … listen to any concerns the doctors may have and … address those”

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—Money Section, December 2010

Key Driver: Sustained GrowthKey Driver: Sustained Growth

• Requires integration, operational responsiveness, q g p paccountable execution

• Strategies align with tactics to achieve measurable and sustained growthg– Professionalize the physician relationship sales team

– Develop evidence-based data and competitive intelligenceg

– Develop high-accountability tactical action plans

– Identify operational gaps in competitive service

– Surface and systematically report barriers to growthy y p g

– Define performance and accountability expectations

– Develop standardized trend/ROI tracking and reporting

– Catalog and share best practices to achieve

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g psustained growth

Creating a Culture of Growth

FOCUS ON PHYSICIANSystem

Creating a Culture of Growth

• Even with growing consumerism, physicians continue to be the primary source of referrals and advocates for patients in hospital selection and overall delivery of care

yexecutive leadership

Regional growth and sales team

Ambulatoryservices

of care

SERVICE EXCELLENCEGrowth team

Marketing andcommunicatio

n

Service lines and growth initiatives

• Physicians expect and demand operational service that improves efficiency in their work

• Patients demand higher attention to detail in the overall patient

Physician services

ACOs & CI

pexperience

• View employees and consumers as growth advocates

Business development

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Sample Portfolio FromT diti l Ph i i Li iTraditional Physician Liaisons

Physician relationships/sales• PCP relationship sales calls

Operations• Manage MOB timeshare• PCP relationship sales calls

• Tour specialists to PCP offices• Office manager luncheons• Rural physician calls

• Manage MOB timeshare• Assist physicians in locating office space• Administer physician onboarding process• Prepare and track check requests for

on-call payments• Prepare check requests for physician• Prepare check requests for physician

directorships• Patient care contract evaluation

administration• Team leader/sponsor for Joint Commission

readiness

Business development• Prepare physician services agreements

• Attend safety huddles• Rewards and recognition committee• Attend physician leadership meetings

Marketing/community engagementp p y g• Manage physician relocation agreements• Negotiate physician recruitment• Manage physician directorship agreements• Draft physician on-call agreements• White papers

Marketing/community engagement• Prepare marketing materials for

physician offices• Facilitation of golf events• Assist in staging community screenings

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White papers• Call on brokers

Focusing the Physician R l ti hi P tf liRelationship Portfolio

Physician relationships/sales• PCP relationship sales calls

Operations• Manage MOB timeshare• PCP relationship sales calls

• Tour specialists to PCP offices• Office manager luncheons• Rural physician calls

• Manage MOB timeshare• Assist physicians in locating office space• Administer physician onboarding process• Prepare and track check requests for

on-call payments• Prepare check requests for physician

• Apply sales discipline to create call strategies

• 25–40 “quality” sales calls each week

• Systematic field intelligence—PRM

• Barrier to growth issues identification

• Prepare check requests for physician directorships

• Patient care contract evaluation administration

• Team leader/sponsor for Joint Commission readinessg

• EMS relationship strategy

• P2P events & forums

Business development

• Attend safety huddles• Rewards and recognition committee• Attend physician leadership meetings

Marketing/community engagement• Prepare physician services agreements• Manage physician relocation agreements• Negotiate physician recruitment• Manage physician directorship agreements• Draft physician on-call agreements

Marketing/community engagement• Prepare marketing materials for

physician offices• Facilitation of golf events• Assist in staging community screenings

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p y g• White papers• Call on brokers

• P2C community lectures

• Strong physician communications strategy

Professional Sales:Th U i l T th

A progressive build

The Universal Truths

Close- Negotiate

- Set follow-up

Get commitment

Close- Negotiate

- Set follow-up

Get commitment

A progressive buildfrom foundation tosuccessful close

- Get commitment- Get commitment

Advocacy- Connect to others/experts

- Address objections

Advocacy- Connect to others/experts

- Address objectionsjj

Relevant connection- Listen to their needs

- Contextualize your narrative to needs

Relevant connection- Listen to their needs

- Contextualize your narrative to needs

Pre-call plan- Review field intelligence and call notes

- Specific talking points

- Declared outcomes

Pre-call plan- Review field intelligence and call notes

- Specific talking points

- Declared outcomes

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ec a ed outco esec a ed outco es

The New Physician Liaison

What credentials do doctors find most

The New Physician Liaison

important in a physician relations rep?

Knowing what is most important to my 65%

H i di t ti ith th CEO

The ability to influence hospital decisions

practice's success

49%

Being able to build a relationship with my office staff

Having a direct connection with the CEOand other C-suite executives

40%

49%

0% 10% 20% 30% 40% 50% 60% 70%

A clinical background 19%

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Source: Kriss Barlow

The New Physician Liaison

How helpful do doctors find the topics the

The New Physician Liaison

physician liaison discusses with them?

Eff t t l

Listening to your needs and …4 12

4.15

Support with marketing your…

Updates on clinical programs

Information on new doctors

Efforts to resolve your concerns

3.69

3.72

3.76

4.12

Updates on CME

Hospital updates

Providing specialists to the practice

Support with marketing your …

3 02

3.36

3.56

3.68

1 2 3 4 5

Providing internal leaders to your …

Business opportunities available2.96

3.02

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Source: Kriss Barlow

WHAT’S THE QUESTION?Answer: The Waiting Room

WHAT S THE QUESTION?

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Case StudiesCase Studies

• 12 physician GI—metropolitan area12 physician GI metropolitan area

• 4 physician cardiology—small town4 physician cardiology small town

• 30 physician urology metropolitan area• 30 physician urology—metropolitan area

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The Basics: InternalThe Basics: Internal

• What’s the current situation?What s the current situation?

• What do you want to achieve?

• What problem do you want to solve?What problem do you want to solve?

• When was the last time you looked in the mirror?

• What did you see?

• What resources are available to you?y

• What is your strategy?

• What tactics will you use?

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y

• How will you evaluate your program?

The Basics: External—Th C tThe Customer

• What’s the current situation?What s the current situation?

• What does the referring physician want to achieve?

• What problem does the referring physician want to solve?

• What resources are available to the referring physician?

What options are available for the• What options are available for the referring physician?

• How will the referring physician evaluate

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How will the referring physician evaluate your program?

ResourcesResources

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This is a processThis is a process,

t dnot an end.

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7 Key Concepts7 Key Concepts

1. It’s all about the relationshipp

2. Understand your customer

3. Make it simple

4 Communication4. Communication

5. Technology

6. Appreciation

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7. Return to sender

Key Principles Summary:C ti C lt f G th S lCreating a Culture of Growth—Sales

• Clearly defined and engaged executive champion

• Drive “ease of practice life” strategy

• Adapt professional sales practices to physician relationsp y– Emphasize communication, responsiveness, and service

• Sales call strategies are aligned to system strategies, then facilitiesthen facilities

• Systematic surfacing of barriers to growth– Tickets have evolved from punitive fear & defensiveness to

routine service practiceroutine service practice

• Sales puts pressure on operations for timely responsiveness to doctors

• Sales team seen as relevant advocate for physicians

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• Sales team seen as relevant advocate for physicians

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Questions & Answers

How to submit a question:

Questions & Answers

o to sub t a quest o

1. Go to the Q & A box located on your screen.

2 Type in your question2. Type in your question.

3. Click the Icon to send. 1

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2 3

Questions & AnswersQuestions & Answers

K th T H t FACMPE J ff C tKenneth T. Hertz, FACMPEPrincipal

MGMA Consulting Group Englewood, Colo.

Jeff CowartSenior VP Growth & Sales

Baptist Health SystemSan Antonio, Texas

Submit a question:

1. Go to the Q & A box located on your screen.

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2. Type in your question.3. Click the Icon to send.

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