Hospital Strategic Objective: Physician Engagement (Patronage and Loyalty)

Hospital Strategic Objective: Physician Engagement (Patronage and Loyalty)

Hospital Strategic Objective:  Physician Engagement (Patronage and Loyalty)

A 3-Year Design and Development Plan

 

Reynaldo O. Joson, MD, MHA, MHPEd, MSc Surg

November 1, 2012

Introduction:

ROJoson: I believe having an optimal physician engagement is one of the steadfast strategic objectives all hospitals should have to achieve performance excellence.

Valuing the physicians as partners, is  part of the core values and concepts of Baldrige Health Care Criteria for Performance Excellence.

 

Concept of  Physician Engagement

Physician engagement refers to the heightened emotional connection that a physician feels for the hospital that influences him to exert greater discretionary effort to his work with and within the hospital.

Promoting physician engagement is essentially establishing good relations with the physician-client base of the hospital to promote patronage and loyalty and to avoid being pirated and conflicts of interest.

Promoting physician engagement will promote performance excellence in the hospital.

Physician Engagement (Patronage and Loyalty) as a Hospital Strategic Objective

Goal:

To establish and develop a structured and comprehensive Physicians’ Engagement -Relations Program that will promote performance excellence in the hospital.

A 3-year Strategic Plan for Physicians’ Engagement-Relations Program in the hospital

 

Objective: To formally start developing a structured and comprehensive Physicians’ Engagement-Relations Program in hospital starting December 1, 2012 using a 3-year strategic plan with milestones (see below) that will serve as a roadmap.

At the end of the 3rd year, November, 2015, the Physicians’ Engagement-Relations Program must have evidences to show accomplishment of the following key success indicators:

Key Success Indicators of Physicians’ Engagement-Relations Program:

·         No physicians connected with the hospital have conflicts of interests (to be defined but will include the following: not a member of the board of directors in another hospital; not holding managerial positions in another hospital.)

·         Near-zero number of physicians who have competently held managerial position in hospital pirated by another hospital.

·         Near-zero number of practicing physicians who are considered “loyal” and “patron” of the hospital pirated by another hospital (criteria and indicators of “loyal”  and “patron” to be defined by hospital administration but will include the number of years of service and patronage to the hospital.)

·         Achieve the targeted number of “loyal” physicians by 2015 (criteria and indicators of “loyal” to be defined and target determined for 2013, 2014 and 2015).

·         Achieve the targeted number of “patron” physicians by 2015 (criteria and indicators of “patron to be defined and target determined by 2013, 2014, and 2015).

 

Critical Success Factors of Physicians’ Engagement-Relations Program:

·         Critical mass of satisfied physician-clients who are at least patronizing the hospital.

·         The hospital has a reputation for a strong physicians’ engagement-relations program.

Success Promotion Programs and Projects:

·         A structured and comprehensive Master Administrative Design and Development Program for the  Physicians’ Engagement-Relations Program

·         Full commitment and support by the top management.

·         With a sufficient allocated budget.

·         Effective unit or team handling the Physicians’ Engagement-Relations Program

A Physicians’ Engagement-Relations Officer

Preferably, a graduate of a health care profession, such as medicine and nursing

Pleasing personality

Other required skills to be defined, particularly, guided by the identified key success indicators (see above)

Consultant-supervisor

Preferably, a physician who has been with the hospital for a long time

Preferably, not active in medical practice anymore

With good reputation as a physician and physician-manager

With good interpersonal skills

Other required skills to be defined, particularly, guided by the identified key success indicators (see above)

·         Adequate support services, such as IT (monitoring particularly the patronage of physician-base)

Milestones based on Established 3-year Strategic Plan

Milestones 2012 2013 2014 2015
Success Promotion Programs and Projects √ (December – action plans) √ (January – developed plan)
Critical Success Factors   √ (August)
Key Success Indicators   √ (August)

Project Checklist (Detailed Milestones) based on the Established 3-year Strategic Plan

Tasks to Accomplish and Indicators to Track Status√ / Xyet Info Details
Success Promotion Programs and Projects:
·         A structured and comprehensive Master Administrative Design and Development Program for the  Physicians’ Engagement Relations Program Deadline: December, 2012
·         Full commitment and support by the top management.·         With a sufficient allocated budget. Approved by Executive Committee and Board of Directors: December, 2012
·         Effective unit or team handling the Physicians’ Engagement-Relations Program Established by December, 2012
·         Adequate support services, such as IT (monitoring particularly the patronage of physician-base) Data needed: December, 2012 – January 31, 2012MonitoringIT system established by March, 2013
Critical Success Factors Projects:
·         Critical mass of satisfied physician-clients who are at least patronizing the hospital. Procedures to measure number of satisfied physician-clients and to get data:  Deadline: December, 2012Estimate of “critical mass” of satisfied  physician-clients: Deadline: December, 2012Formal monitoring and assessment: [Quarterly and Annual]Assessment: Deadline: August, 2013
·         The hospital has a reputation for a strong physicians’ engagement-relations program. Strategies and programs/projects to acquire the reputation: [Deadline: December, 2012]Formal monitoring and assessment [Quarterly and Annual]Assessment: Deadline: August, 2012
Key Success Indicators   Deadline: August, 2015
·          No physicians connected with the hospital have conflicts of interests (to be defined but will include the following: not a member of the board of directors in another hospital; not holding managerial positions in another hospital.)
·         Near-zero number of physicians who have competently held managerial position in hosptial pirated by another hospital.
·          Near-zero number of practicing physicians who are considered “loyal” and “patron” of hospital pirated by another hospital (criteria and indicators of “loyal”  and “patron” to be defined by hospital administration but will include the number of years of service and patronage to the hospital.)
·         Achieve the targeted number of “loyal” physicians by 2015 (criteria and indicators of “loyal” to be defined and target determined for 2013, 2014, and 2015).
·         Achieve the targeted number of “patron” physicians by 2015 (criteria and indicators of “patron to be defined and target determined by 2013, 2014, and 2015).

Here are just some general  recommendations to guide the formulation of the action plans:

  1. Make sure there is no conflict of interest among the physicians in your hospital.  No physicians should be a member of the board of directors simultaneously in two or more private hospitals.  No physicians should have businesses that may conflict with those of the hospital.
  2. Be vigilant on your physician assets being pirated by other hospitals.  Have strategies on prevention.
  3. Try to promote a sense of loyalty of your physicians to your hospital.  Have strategies on promotion.    See 4 a to c below.
  4. Entice physicians to patronize the use of services of the hospital by their patients.  Have strategies and a concrete program on enticement.
    1. Support their medical career.
    2. Make and assist them to be productive while in the hospital.
    3. Make them like and feel comfortable with the hospital culture and environment.

 Expected Outputs:

See Goal and Objectives

See Key Success Indicator and Critical Success Factors

Integration with the other strategic objectives

Expected Impact:

Performance excellence for the hospital

Improved hospital performance, practices, capabilities, and results

Evaluation:

Based on goals and objectives / key success indicator and critical success factors and expected outputs and impact

Based on PQA assessment methods:

PROCESS

Approach – master design and development plan

Deployment – across and all levels

Learning – evaluation and new learnings and innovations

Integration – integration with the other strategic objectives

RESULTS

Level – level of achievement (PQA)

Trend – increasing level of PQA and PhilHealth recognition over 3 years)

Comparison – best compared with other hospitals (local, regional, national, international)

Integration- integration with the other strategic objectives

Action Plan (Draft and Sample):

Y1 Y2 Y3 Remarkswith persons-in-charge
Planning
Master Design and Development Plan November 17, 2012
Approved by Top Management November 24, 2012
Deployment
Communication December 2012
Education and reinforcement Education  –  January to June, 2013 Reinforcement – January to June, 2014 Reinforcement – January to June, 2015
Monitoring All year round All year round All year round
Evaluation and Continual Improvement August August August
Application for PQA
Application for PhilHealth Benchbook

Budget:  Mainly on the educational activities (to be integrated with the other strategic objectives action plans

Task Team Physician Engagement (Patronage and Loyalty)

Members:

Executive Committee

or  Management Committee

Situational Analysis – Baseline

NO master design and development plan

NO integration

NO training

Challenges:

Buy-in of staff

Strategies for Implementation

Leadership

Managership

Communication

Education

To be continuously refined – 12nov1

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