Name: _____________________________
Phone: _____________________________
Health Care Section Forum
Leverage Client Feedback for Continuous
Improvement
Chris Franklin
Executive Vice President
LocumTenens.com
locumtenens.com
When Short Supply Meets Rapid Growth: The Shift
in Health Care Staffing
Bonnie Britton
Vice President, Sales
Staff Care Inc.
staffcare.com
Wednesday, Oct. 28
3:45–5 p.m.
Health Care Section Forum
Leverage Client Feedback for Continuous
Improvement
Chris Franklin
Executive Vice President
LocumTenens.com
Wednesday, Oct. 28, 3:45–5 p.m.
Chris Franklin
Executive Vice President
LocumTenens.com
o
The
Locum
Tenens
Market
o
Demand
o
Supply
o
Engaging
Customers
o
Why
It’s
Important
o
How
We
Do
It
o
LocumTenens.com
Feedback
Process
o
How
It
Started
o
How
It
Has
Evolved
o
How
We
Use
It
o
Questions
AG
EN
D
A
About
LocumTenens.com
o
Since
1995,
LocumTenens.com
has
been
a
leader
in
supplemental
physician
and
advanced
practice
staffing.
o
We
are
part
of
the
Jackson
Healthcare
family
of
companies.
o
Each
of
our
divisions
offer
in
‐
depth
knowledge
of
one
of
the
high
‐
demand
medical
specialties
in
which
we
work.
o
LocumTenens.com
operates
the
largest
free
online
job
board
for
the
locum
tenens
industry.
o
Our
proprietary
database
stores
information
on
thousands
of
job
‐
seeking
physicians,
CRNAs,
NPs
and
PAs.
o
Founder
of
MedicalMissions.org,
one
of
the
web’s
top
sites that
helps
medical
volunteers
and
mission
‐
centered
organizations
connect.
The
Locum
Tenens
Market
1. Forbes
2. AHRQ, “The High Concentration of U.S. Health Care Expenditures” Reuters Forbes, 3. “Obesity Now Costs Americans More in Healthcare Spending than Smoking”
More
Access
The
Affordable
Care
Act
added
17
‐
18
million
people
to
insurance
rolls,
including
9
million
on
expanded
Medicaid
1Aging
Population
o
78
million
:
number
of
U.S.
baby
boomers
o
1
baby
boomer
turns
65
every
8
seconds
Unhealthy
Population
o
$190
billion/year:
obesity
‐
related
treatment
spending
now
exceeds
spending
on
smoking
‐
related
illnesses
3o
5%
of
the
U.S.
population
=
49%
of
healthcare
spending
2Demand
is
Increasing
Supply
is
Finite
o
As
of
2013,
there
were
767,000
medical
doctors
in
the
U.S.
o
Research
shows
that
most
graduating
physicians
are
choosing
to
be
employed
and
live
in
more
urban
areas
o
20%
of
the
U.S.
population
lives
in
rural
areas,
but
only
9%
of
physicians
o
The
Association
for
Staff
Physician
recruiters
last
year
reported
that
only
58%
of
full
‐
time
searches
were
filled
by
year
end.
By
2025,
the
AAMC
estimates
that
there
will
be
a
shortage
of
90,000
physicians
Locum
Tenens
Offers
Solutions
o
The
locum
tenens
industry
has
a
30
‐
year
history
of
helping
provide
access
to
healthcare
professionals
where
they
are
needed,
when
they
are
needed.
o
The
National
Association
of
Locum
Tenens
Organizations
(NALTO)
lists
more
than
72
firms
in
its
membership.
o
Staffing
Industry
Analysts
estimates
the
locum
tenens
industry
market
size
at
$2.5
billion
in
2014.
o
For
clients:
Locum
tenens
professionals
provide
staffing
flexibility
to
healthcare
providers
o
For
talent:
Locum
tenens
work
provides
the
work
‐
life
balance
and
independence
that
healthcare
professionals
want
Our
Role
Model
Customer
Engagement
How Engaged Are Your
Customers?
FULLY ENGAGED customers are strongly emotionally attached and attitudinally loyal. They’ll go out of their way to locate a favored product or service, and they won’t accept substitutes. True brand ambassadors, they are your most valuable and profitable customers.
ENGAGED customers are emotionally attached, but not strongly loyal. They do like your product or service, but they can be tempted to switch by a more convenient, more attractive, or lower priced offer.
NOT ENGAGED customers have a “take it or leave it” attitude toward your product or service. They’re disconnected emotionally and are attitudinally neutral toward your brand and what you’re selling.
ACTIVELY ENGAGED customers are completely detached from your company and its products and services. They will readily switch or – if switching is difficult or impossible – may become virulently antagonistic toward your company or brand. Either way, they’re always eager to tell others exactly how they feel.
Our
Service
Promise
We operate under the following guiding principles in order to deliver the best
customer Experience possible and to demonstrate our obsessive dedication to
our customers.
Accessibility
and
Responsiveness
Our associates are trained to respond quickly and keep you informed as things change.
o What this means to you: You should be able to reach our associates when you need them. If we are not available, expect a timely return call or email.
Expertise
Our associates know this business ‐because they've been doing this for a long
time. In fact, LocumTenens.com has one of the highest average employee
retention rates in the business.
o What this means to you: When you call LocumTenens.com, you will talk
to someone who knows the ins and the outs of your particular specialty.
You can expect to build a long‐lasting business relationship with a tenured
Respect
|
Courtesy
|
Empathy
|
Transparency
Every associate at LocumTenens.com, from our Interns to our President,
is committed to delivering great customer service. Nothing is more important to us than treating our customers well ‐‐our customers are the reason we are in business ‐‐we understand this.
o What this means to you: We understand that your time is valuable. Your contact will listen to you and invest whatever time is necessary to learn about what you need so that we can deliver results. When working with LocumTenens.com, expect honesty, fairness and open communication. We do what we say we're going to do.
Innovation
We know your needs and priorities are constantly changing and our culture is one that allows us to change course and make quick decisions as needed to support your needs.
o What this means to you: When you work with LocumTenens.com you can expect your contact to focus on your needs. When issues or problems arise, expect quick resolution. When you are in a bind, expect new and innovative solutions ‐not a one‐size‐fits‐all approach.
Our
Service
Promise
The
LocumTenens.com
Process
No formal process
prior to 2007
2007 Began phone surveys
using questions developed by leadership team 2012 Process moved to customized, automated e‐mails no
longer coming from a
single person
Now Have created formulas
to prevent over surveying Annual client satisfaction survey in addition to post‐ engagement surveys Dissatisfied responses are automatically escalated to team VP
Evolution
of
the
Process
Confidential and Proprietary LocumTenens.com © 2014
Using
the
universally
‐
accepted
Net
Promoter
Score
(NPS)
is
a
very
clear way
to
measure
the
engagement
of
our
clients
and
talent.
Where
Are
We
Now?
Source: Medallia Inc. All rights reserved.
NPS
Benchmarks
by
Industry
Source: Satmetrix 2015 US Consumer Study
Satmetrix Systems Inc. All rights reserved. Net Promoter, NPS, and Net Promoter Score are trademarks of Satmetrix Systems Inc. Bain& Company Inc. and Fred Riechheld
0% 100%
33%
Staffing Industry
Talent SouthwestAirlines Apple Zappos.com
51% 77% 90%
LT
(72.8%)
Net
Promoter
Score
0% 100% 8% Staffing Industry Talent Southwest Airlines Apple Zappos.com 51% 77% 90%
LT
(64.4%)
Net
Promoter
Score
Clients
and
Facility
Contacts
Considering
everything,
please
rate
your
level
of
overall
satisfaction
regarding
your
experience
working
with
LocumTenens.com
2014
Satisfaction
Survey
Results
Very Satisfied Satisfied
Neither Satisfied Nor Dissatisfied Dissatisfied
Very Dissatisfied Total Provider 61% 34% 3% 2% 0% 114% Client 63% 29% 3% 4% 0% 89% Combined Very Sat/Sat Providers: 95% Clients: 92% Combined Very Sat/Sat Providers: 95% Clients: 92%
o
Top
Box
Scores
o
Considering
everything,
rate
your
overall
satisfaction
with
LocumTenens.com
on
this
assignment
o
Specific
questions
about
credentialing,
travel,
account executives,
the
provider,
etc.
o
Specific
questions
about
knowledge
level
and
responsiveness
o
Top
Box
score
are
people
who
selected
“very
satisfied”
o
“Satisfied”
is
also
shared
o
Goal
is
to
move
satisfied
to
very
satisfied
o
Rolling
average
over
4
quarters
Other
Feedback
Sources
Feedback
responses
are
available
on
dashboard
down
to
the
individual
level.
Reporting
o
In
addition
to
service,
we
ask
about the
quality
of
the
healthcare
professionals
we
place.
We
report
this
annually
to
clients.
o
What
we
measure:
o
Clinical
fit
o
Staff
interaction
o
Overall
satisfaction
o
Formally
closing
the
feedback
loop
o
Asking
the
right
person
the
right
questions
(medical
director
vs.
physician
recruiter)
Future
Goals
o
Tremendous
growth
o
Low
turnover
of
employees
o
Great
loyalty
from
clients
and
talent
o
Industry
recognition
due
to
high
NPS
scores
Results
Chris Franklin
Executive Vice President
LocumTenens.com
Thank you for attending this
Staffing World 2015 Section Forum
Health Care Section Forum
When Short Supply Meets Rapid Growth:
The Shift in Health Care Staffing
Bonnie Britton
Vice President, Sales
Staff Care Inc.
Wednesday, Oct. 28, 3:45–5 p.m.
Bonnie Britton
Vice President, Sales
Staff Care Inc.
Short Supply: Two Ways of Measuring the
Physician Shortage
1.
Check the numbers
AAMC projects a growing physician deficit
7,400 21,800 65,500 90,400 (63,700 – Specialists) 0 50,000 100,000 2008 2015 2020 2025
Short Supply: Two Ways of Measuring the
Physician Shortage
2. Try to schedule a physician appointment
Average physician appointment wait times by city:
Source: Merritt Hawkins 2014 Wait Time Survey
Metro Area Average Wait Time Metro Area Average Wait Time
Boston 45.4 San Diego 16.2
Denver 23.6 Seattle 16.0
Philadelphia 20.6 Atlanta 14.0
Portland 19.4 Houston 14.0
Minneapolis 19.2 Miami 13.6
Detroit 17.8 Los Angeles 12.2
Washington, D.C. 17.8 Dallas 10.2
New York 16.8 Overall 18.5
It’s Not Just Physicians
•
Physician assistants (PAs) and
nurse practitioners (NPs):
20%
deficit by 2025*
•
Registered nurses:
526,800
additional needed by 2022**
•
Physical therapists:
13,638 to
27,820 too few by 2020***
Sources: Richard Cooper, M.D., University of Pennsylvania. “Physician shortage isn’t the only looming one”. Advance for NPs and PAs. July 28, 2011.* Bureau of Labor Statistics**
American Physical Therapy Association***
What’s Driving the Shortage?
Hint: 10,000 Baby Boomers turn 65 every day
(35 have turned 65 since I began this presentation)
Source: Center for Disease Control and Prevention 3.4% 29.2% 30.0% 37.4% 14.0% Under 15 15-44 45-64 65+ US Popul ation 65+
In-Patient Procedures
by Age Group
4.4% 15.5% 33.1% 47.1% 14.0% Under 15 15-44 45-64 65+ US Popul ation 65+Number of Diagnostic
Treatments/Test by Age
Other Factors
•
The Affordable Care Act:
16.4
million people now insured
•
More population growth:
45
million new Americans from 2000 –
2020 (roughly the population of
Ukraine)
•
Provider aging:
55% of nurses
are 50 or older; 28% of physicians
are 60 or older
•
Medical advances:
Over 10,000
prescription drugs, organ
transplants, Botox, and Bariatrics
•
Our own success:
18 million
cancer survivors by 2020
What Do Consumers Seek in an Era of Provider
Shortages?
Access
The new mantra:
“Be everywhere,
all the time”
The Rise of Convenient Care
Walk in clinic
:
Walk in and be seen by a
healthcare professional
without an appointment
•
Retail clinic
•
Urgent care
•
Pharmacies
•
Emergency Room
•
Employer clinics
Retail Clinics Typical Staff • Nurse practitioners • Physician assistants • Pharmacists • Pharmacy technicians Services
•Non-emergent injuries and illness •Flu and cold symptoms, strep throat •Minor cuts, scrapes and skin conditions Preventative Health Services: •Immunizations
•Annual physicals and health screenings Expanding Services: •Chronic disease management •Prescribed medications – adjacent
pharmacies
Retail Clinics and Pharmacies
Slightly less advanced medical procedures than urgent care
Urgent Care Typical Staff
• At least one medical doctor • Nurse practitioners • Physician assistants • Medical assistants • Laboratory • Imaging • Physical therapists • RNs (MS, PED) • Pharmacists Services
• Non-emergent injuries and illness
• Falls, sprains, broken bones • Preventative health services • Laboratory services • Imaging
Urgent Care Centers
Slightly more advanced than a retail clinic, fill the gap between primary care doctor and ER
Heavily fragmented market
Large urgent care chains are only 2.2% of market
As of June 2014, five organizations operated
90% of retail clinics
CVS, Walgreens, Kroger, Target, and Wal-Mart
U.S. Market Size
1,658
Retail Clinics
9,900
Urgent Care Centers
Retail Clinic Growth
Between August 2013 and 2015,
the number of retail clinics was
predicted to grow 20% to 25%
annually, doubling from 1,418 to
2,868
Retail Clinics
Growth Expectations
20-25%
annually
Source: Accenture, Aug 2013 "Retail Medical Clinics: From Foe to Friend?”
1418 1743 2243 2868 0 500 1000 1500 2000 2500 3000 3500 2012 2013 2014 2015
U.S. Retail Health Clinics to Double by 2015
Urgent Care Growth
$14.5 billion urgent care industry
expected to grow 5.8% annually
through 2018
Urgent Care Center
Growth Expectations
5.8%
annually
$ in Billions Source: IBIS World
$11.1$11.9 $12.3$13.0$13.7$14.5$15.3$16.2 $17.0 $18.2$18.8 $0.0 $2.0 $4.0 $6.0 $8.0 $10.0 $12.0 $14.0 $16.0 $18.0 $20.0
Allied Health Growth
Employment Outlook
% of Job Growth from 2012 – 2022
29% 41% 41% 36% 19% 39% 22% 14% 11% Occupational Therapist Occupational Therapy Assistant Physical Therapist Physical Therapy Assistant Speech Therapist Sonographers Medical / Clinical Laboratory Technologist Pharmacist All Other Occupations
Source: Bureau of Labor Statistics
5%
Niche Target
EHR projects requiring
staffing support
EHR implementation
•
Paper to electronic
•
Transition from one software
to another
•
Upgrade current system
New facility opening
Unit expansion
EHR Positions Needed
EHR Trainers
EHR Super Users
EHR Backfill Providers
EHR Go-Live Support
On-site Project Coordinator
Q&A
Thank You!
AMN Healthcare, Inc. San Diego Office 12400 High Bluff Drive San Diego, CA 92130
Phone: (866) 871-8519 Email: [email protected]
Bonnie Britton
Vice President, Sales
Staff Care Inc.
Thank you for attending this
