Boards Chart Their Future: The Role of Meaningful Data and Analysis in Understanding and Engaging Your Community

1. Boards Chart Their Future: The Role of Meaningful Data and Analysis in Understanding and Engaging Your Community 2011 WSHA Annual Rural Hospital Summer Workshop June 28, 2011 Health Facilities Planning & Development Seattle, WA Phone: (206) 441-0971 Email: healthfac@healthfacilitiesplanning.com

2. Data informs the engagement process: understanding the service area’s demographics. • What is the primary service area? • Where do your patients reside? • Are there different service areas for different service lines?. • Service area population trends and changes (by age, ethnicity, household, etc). • Key health status indicators for the service area. • Understanding differences in distinct communities served, will help differentiate messages/outreach.

3. One example of population data shows the service area growing steadily (about 1% annually), and aging (18% here vs. 11% statewide).

4. In another example, the service area is exceptionally young, growing steadily, and is characterized by a large, rapidly growing Hispanic population.

5. Market size and market share are also important to understand– the data is most easily available for inpatients, but is important for outpatients, clinics and ED as well. • Key Questions: • What is the size of the inpatient market? What piece of the “pie” does the hospital currently enjoy? • What are the largest service lines? • How does this benchmark to other comparable hosptials.? • What about payer mix? • Example of Inpatient market share:

6. It is also helpful to compare service area resident’s inpatient use by diagnosis and compare it to the hospital’s experience. This is just one indication of what people can and do choose to stay locally for, and what they choose (or must leave for).

7. The same can be done with outpatient data – though it is more expensive to access and currently less precise. Estimated 2009 Outpatient Activity and Market Shares Source: District estimates based on Thomson/Reuters (formerly Solucient) 2003-2008 data. Internal data.

8. Understanding Provider need and access should also be part of the process. In this example, the local Pediatric practices are ‘wide open’, but about half or more of Family Practices are closed to new Medicare or Medicaid patients, and all Internal Medicine practices are closed to new Medicaid patients.

9. “Benchmarking” against other similar hospitals is one more way of evaluating the hospital’s market position and opportunities. Sources: Nielsen Claritas population data, Department of Health Year End Reports, WA State CHARS Database.

10. “Benchmarking” against other similar hospitals is one more way of evaluating the hospital’s market position and opportunities. Sources: Nielsen Claritas population data, Department of Health Year End Reports, WA State CHARS Database.

11. Surveys and focus groups bring qualitative data to the mix…….. Health Facilities Planning & Development

12. Surveys and focus groups are an excellent way to capture data on awareness, preferences and perceived value. In this example, our hospital polled strongest on the ‘high touch’ items: personalized and compassionate care. 12

13. Making sure there are enough primary care physicians, universal access to care, and updated facilities/equipment ranked as the most important healthcare issues for this specific community. 13

14. This survey example identified that the community’s primary care practitioners are perceived as slightly more accessible when compared to practitioners elsewhere – but in this case non-urgent and urgent primary care access has declined across the board since 2005. 14

15. A survey is also a good source for data on urgent or emergency care use (especially when tracked over time). 15

16. And provides insight into market share and volume. Survey Urgent/Emergent Care Market Shares 16

17. For specific aspects of care at this sample hospital, the OB service received the strongest ratings, as did the cleanliness and comfort of the facility – but there are real differences between the various communities comprising the service area. All of these items not only received strong ratings, they registered noticeable improvement over the 2005 survey. 17

18. The overwhelming majority of long term residents (5 or more years living in the area) with an opinion, believe that this hospital is doing a better job at meeting the community’s healthcare needs then it did in the past. 18

19. What a hospital does with this data depends on where it is, and where it wants to be in the engagement process. This same data is also immensely helpful for: • Master planning • Financial modeling/financing • Strategic planning • Marketing/messaging • Preparing/positioning for health care reform • Required IRS 990/ Community Health Needs Assessment