Healthcare's Digital Front Door

Increasing Conversions & Patient Satisfaction With A Rich Web Experience

keith belton

Keith Belton

Phynd, a symplr company

daniel ruyter

Daniel Ruyter

Orlando Health

jordan- gay

Jordan Gay

Baylor Scott & White Health

sarah benight

Sarah Bennight



Healthcare is experiencing a new digital revolution. The pandemic increased contactless experiences across all industries, and healthcare was no different.

Time is proving that the digital healthcare consumer is here to stay, and health systems need to create a seamless online patient journey from search to care.

Marketers need their websites to serve as their digital front door enabling patients with rich provider, insurance and scheduling content and experiences.

Learn how Baylor Scott & White Health and Orlando Health built health system websites that engage and convert patients.


jordan gay

Jordan Gay

Manager, Enterprise Directory Team
Baylor Scott & White Health

daniel ruyter

Daniel Ruyter

Corporate Director, Digital Strategy 
Orlando Health

keith belton

Keith Belton

Vice President, Strategy and Partnerships


Sarah Benight

Director, Marketing
Stericycle Communication Solutions


Healthcare's Digital Front Door Part 1 Transcrpt

Sarah Bennight: Hello, everyone. We're going to wait just a few minutes to allow all the attendees to get onto the platform and turn their speakers on and get settled in.

Sarah Bennight: Well, good afternoon, or good morning to you wherever you might be today. And welcome to today's virtual panel on the digital front door and how you can increase conversions. Before we get started, I'd like to go over a few housekeeping items for those who are new to the GoToWebinar platform. And just so you guys know how to participate in today's event, all attendees will be in listen only mode. And if you're experiencing audio issues, please make sure your volume is turned up, and your speakers are not muted. And you also might want to check the source of your speaker, sometimes. setups have multiple speaker options, so just make sure you, you have the right one enabled and turned up.

Sarah Bennight: You also will have the opportunity to submit questions to our guests. We want this to be as interactive as possible, so you can type your questions into the question pane of the control panel on the GoToWebinar panel. And you may send in your questions at any time, we can catch them at any moment. So, if something comes up, please feel free to ask a question. We will collect these and address as many as possible during the Q&A session. At the end of today's presentation. And then hopefully, through further content and further engagements, we can address anything we can't get to today. And one other announcement, unfortunately, Daniel Ruyter of Orlando Health, who was going to be with us today, had something come up unexpectedly and needs to be out of his office. So, he won't be joining us today.

Sarah Bennight: However, we will be having a second interview with him, to dive in deep, into his background and his experience, and his contribution to this webinar. I know some of you had already reached out to Daniel, and we're really excited about the role he plays in this webinar and wanted to get some specific information from him. We will be addressing that in a future session. So, definitely keep an eye out for your e-mail to, to know when that next session will happen.

Sarah Bennight: If you have questions, you'd like us to address when, when Daniel and I do an interview. And there will be some prompts in an e-mail or at the end of this webinar to tell you how you can ask those questions to Daniel. And but until then, we have two great panelists and colleagues of mine to walk you through the digital patient journey, and there's still a lot of expertise in house here today. Let's take some time to get to know our panelists. Jordan, can you tell us a little bit about yourself, your role, and your background, please?

Jordan Gay: Sure.

Jordan Gay: Yeah, Afternoon, everybody. Good to be with you today. My name is Jordan Gay. I'm the Manager of the Enterprise Directory Team for Baylor Scott and White Health, which is a large health system in Texas. The DFW area reaching down the 35 corridor down at the Austin.

Jordan Gay: I've been in this role for about 18 months.

Jordan Gay: I've been in healthcare for about a decade now, various role, analytics, accountable care, strategy.

Jordan Gay: They have been.

Jordan Gay: Essentially what I do is just oversee the day-to-day operations of all of the Baylor websites and make sure that they run smoothly, make sure that at least from a data perspective, that be the right information and surfacing for all of our providers and all of our location. So that we can provide the best care.

Sarah Bennight: Great, Thanks for being with us, Jordan, and Keith.

Keith Belton: Great, thanks, Sarah, and good afternoon to some good morning to others, so Keith Belton: Vice President Strategy and Partnerships.

Keith Belton: I work at Symplr, Symplr is the leader in governance, risk management, and compliance software.

Keith Belton: I was thrilled to join Symplr when an acquired Phynd, which I was one of which I was one of the principles.

Keith Belton: So, Phynd is now, has now been renamed Symplr Directories, and it's a sort of a single central hub for managing all provider data, which we think is relevant to this discussion.

Keith Belton: My background is, is working with our Symplr Directories clients on their sort of implementation strategies, working with the leadership team to drive the overall, you know, find in simpler strategy, product strategy, et cetera.

Keith Belton: And my background is about 20 years of building electronic medical record systems for both physician practices of hospitals.

Keith Belton: And was more recently the general manager of the Dragon medical speech recognition business, which is now being acquired at nuance through Microsoft.

Sarah Bennight: Thanks for the intro, gentlemen. And I'm Sarah ..., and I'll be your moderator today, and somewhat of a participant as well. I'm the Director of Marketing here at Stericycle Communication Solutions, leading provider of patient engagement solutions. And, many times, we are the conversion arm for, for, for folks like Jordan, or for people that work with Keith and his technologies, where the online scheduling conversion arm, or where the, the folks who you book voice-over the found through the call center. And I've spent nearly 13 years working in Health IT space from EHR integration technologies and now to patient engagement, tech, and solutions as Stericycle. And my role here includes digital content and strategies that convert interests into opportunities as well as helping our clients achieve a successful online scheduling launch. So, I'm really excited about today's topic.

Sarah Bennight: Let's dive in guys the global pandemic COVID-19 has only accelerated digital, would you agree? As touch points and the healthcare industry has shifted to provide a contact list experience and using consumer like tech and experiences. You know, we see like in retail, restaurant those. Those facilities are organizations that really had that digital footprint already up. And to do contactless cashiering payments ordering and curbside check and really survive the pandemic a lot easier than some of the, the folks who didn't have that, digital there and ready.

Sarah Bennight: So, following their lead healthcare is doing a lot of the same things we see, increasing use of telehealth, online scheduling for appointments and telehealth cohort testing. Many people's first interaction with online scheduling has actually been through the COVID vaccine scheduling process, virtual mobile waiting rooms, and social media for information dissemination. And so many more areas. That's really ramped up and we've seen a big emphasis on during COVID-19. And while many health systems implemented a new technology or expanded on something already in house, whether that be telehealth, whether that be a digital front door, many times, the long-term strategy, especially for the digital front door wasn't available as we had to pivot very quickly. So, people kind of launch telehealth solutions without really thinking about that overall strategy and digital patient journey. So, Jordan, I love to pick your brain here a little bit. In our early conversations, we discuss how digital front door.

Sarah Bennight: Many times means something very different to different people. What, what I think is the total front door maybe something different to you, and how do you define it as a digital front door in healthcare?

Sarah Bennight: And what does it mean to healthcare organizations to have a digital front door?

Jordan Gay: Yeah, it's a great question, and I think it's definitely the stage for the rest of the conversation today. Certainly, you're right, it's unique to every system, right?

Jordan Gay: I mean, it may mean something different for me than it does for, you know, somebody in a different part of the country, but, at the end of the day, to me, it's all about your first interaction with the patient. You know How do you get them to come in the first time? How do you get them back? You got you got one shot. You know. And I think that's what folks are seeing now is you know your strategy has to be robot it like it's especially if you said to survive the pandemic.

Jordan Gay: So, you know to me I think about like what we can simplify down to like the front door of your house You know me like what? what do you? What do you want that to be like right you want it to be welcoming?

Jordan Gay: You want it to be inviting you wanted to be functional. You know, you want it to work. You know, you want to get people in, So I think if you take that strategy and you project that out to healthcare, I mean, that, that's what it is. So, it could be e-mail, could be an app, it could be a dot com presence.

Jordan Gay: But you gotta have something, I mean, we, we, we live in a digital age, right? I mean, folks, especially because they are home, right. They have more, they want instant access to everything.

Jordan Gay: And so, I think, you know the temptation is to go really big here and to like, you know, beat fancy and flashy and have all the square and you know, like, Oh. And I want to be clear. Like, I think the point of today's conversation is not to say, hey, like, go build an app tomorrow, you know? Like, that's what you need, I thought That's not the point.

Jordan Gay: The point is, whatever you do, make it work. You know, make it work 100% of the time and, and simplify it, you know, it's the organizations that are successful, because it's easy to use for patient, you know.

Jordan Gay: Patients can get on weather dot com, whether it's an app, if that, if that, what it is, that's great, but no, it, whatever it is.

Jordan Gay: Just make it simple, and, and I think you're gonna, you’re gonna pay dividends patient.

Sarah Bennight: Absolutely. Keep anything to add to that.

Keith Belton: I think Jordan is it's, well said, I think if I were to add to it, if you're looking for kind of, a dictionary definition for me, digital front door means really giving, you know, the patients, and patient access teams, you know, intelligent automation, and the data management to support it.

Keith Belton: I think, you know, that's gonna help for better care co-ordination. There can better communication.

Keith Belton: I think, as Jordan has mentioned, with, with, with, with patients for a better experience, and I think that digital front door really is going to span a number of different use cases. And, again, to join support, the prioritization of those use cases really is dependent upon the strategy of that particular health system.

Keith Belton: So, you know, Digital Front Door is, you know, by the doctor scheduling, and you've talked about getting a referral, renewing your prescription, you know, getting your appointment reminder.

Keith Belton: And we'll talk a bit more about, sort of, you know, you sort of, touched on it, Sarah, is really taking the, you know, some of the best practices from consumer companies, and really tried to layer those on, you know, in health systems. You really don't, have never done this before, don’t necessarily have the, you know, the tech stack that is required to deploy it. So, there's a number of challenges, which we see our clients struggle with. And some are successful, and some are getting there.

Sarah Bennight: Yeah.

Jordan Gay: One more thought do, I was just gonna say, you know, kind of piggybacking on that, you know, I think the temptation here is to think about the digital front door from a true IT perspective, You know, and I'm sure, like, obviously, you need that if you're, if you're in the process of setting that up, you gotta have the coding. You gotta have the build all that. But, you know, I think, for me, like this, this is about customer service.

Jordan Gay: You know, and like, if you're on the forefront of this, work like you, you're, you're providing a service to patients, and if you can take your IT glasses off and put your patient glasses on, that's going to help you be a lot more successful in the long run, than just saying, Well, we got, you know, we got to set up all the IT work, and, you know, this isn't an IT project, not at the patient focused area. Providing care.

Sarah Bennight: Yeah. I love that. You mentioned that Jordan, because, you know, back in November, I was interviewing our VP of product strategy, and asking what the digital patient experiences like today.

Sarah Bennight: And his response was, no up till now. It's been kind of an afterthought, you know, get everything, get your schedules ready, and then, you know, throw, throw something digital online, or then think about your website, instead of thinking of it as a holistic patient experience. And in tandem with that Lumia, and actually released a report, stating that in a post Covid world, no concern will be larger than patient experience. And I think this is a really big opportunity for healthcare systems to look at their consumer counterparts, find the easy transactions, like the, you know, the Amazons of the world, or, you know, the Zappo's of the world and make that seamless digital experience, or whether it's via a phone call, or via a digital front door.

Sarah Bennight: And, honestly, you know, we just had a major release of one of our online scheduling tools, and we've seen increased conversion rates by just changing the UI and changing the placement of the CTA. And it's really powerful. You know, when you make it easier, we've seen like an increase in 60% or so of conversions, from one platform to the other, just by making it easier, and making the experience more seamless and wasting less of their time, really. And so, knowing this is a big deal for patient experience in 2021, and now this will differentiate competitors, right. Like you, there's a lot of competition, now, There's retail. There's multiple health systems competing for, for patients. So, where our health systems right now, in their digital front door journey, Jordan, or are they just embarking? Is the whole health system ready to roll with digital front door of what? Can you, can you speak to that a little bit? Yeah.

Jordan Gay: I'm sure. I mean, obviously my perspective, maybe a little bit more limited than Keith and chime in more globally, but for Baylor. Yeah, I mean absolutely on the forefront. And I wasn't here when we launched Phynd in Symplr and, you know, set up the whole directory, but haven't been on board for the last 18 months. I mean, yeah.

Jordan Gay: It, it, it is gaining more and more momentum. You know, it's like a snowball effect. And the more people that, the more people, the more internal stakeholders we have going on to our website, and you know, doing research, and trying to figure out where that, where the issues are, like, it so much more top of mind. And, again, I think it goes back to, it's top of mind for everybody in their personal life, you know? Like I said, that, because we all live in the digital age, we are 99% of the people on this call today have a smartphone and use it, you know, multiple hours a day.

Jordan Gay: So, you know, I think the organizations that can get ahead of that and can say look, we are willing to make the financial and resource investment to doing whatever it takes for our patients know that that's those organizations are successful. And so, I think that's why that's why Baylor has been able to be on the forefront of this because we have leadership that is bought into this. That hey, you know, we're gonna do, we're gonna go all in.

Jordan Gay: And, you know, we're gonna, we're gonna throw ourselves out there and try to get ahead of the curve on this because it's, it's come, and, you know, And, if you're on the call today, and you're just thinking about, you know, launching a strategy, you're in, good company. I mean, don't, you know, don't be discouraged, but if we're having this webinar five years from now, you're too late. I mean, you're, you're, you've missed the boat, you know. I think, I really think it's going to be that simple.

Keith Belton: Yeah, and I think just, I'd be happy to chime in.

Keith Belton: I think, first of all, if any of you wants to see the state-of-the-art on a digital front door, like Jordan and say this, but I can guess that I work at Baylor Scott and White, you should go to BSW health dot com.

Keith Belton: That is the, that is the, you know, the, the, the Lexus, people wish to say Cadillac now, I guess, people say, Lexus maybe Mercedes, during the, I don't know.

Keith Belton: Whenever needed, Lamborghinis 8000 providers, and they have provider data profiles that allow a consumer, whether they're in network or not, to be able to literally go search on, you know, condition, proximity, telemedicine.

Keith Belton: Availability, providers that fit that match popup, and you can click on schedule slots direct into Epic or there.

Keith Belton: And the searches are randomized, so that there's no, you know, stark issues with not following star guidelines.

Keith Belton: I think just broadly answer the question.

Keith Belton: It's funny you asked this here, because yesterday I was on the phone with the leader of one of the larger digital healthcare, IT implementation and strategy shops, and I asked you that question I support. Where do you think?

Keith Belton: Health systems aren't I think the, you know, the demographic answer is this, I think tracks what Jordan's is, about 5000 hospitals in the US, with the consolidation that's gone on First. Of all, there somebody should hit him, or somebody should be doing a study on that, sort of, like, you know how to him says the seven-stage model of EHR deployments.

Keith Belton: You know, those 5000 hospitals are basically composed of about 800 health systems, and probably 150 to 200 of them, to Jordan's point are off the mark. They have a strategy.

Keith Belton: They had done some Dave. Dave did prioritize their use cases.

Keith Belton: - 18:06

And what's interesting about them is that almost all of them have a leader who has been tasked, and this doesn't have to be a large health system that does it. This is really nothing to do with technology.

Keith Belton: But everything to do with technology, they chose a leader.

Keith Belton: And that person at Baylor, it's the vice-president of digital health, doctor us, and say, we have clients who have a chief commercial officer, clients who have VP of digital transformation.

Keith Belton: But that person sit down on the leadership team, and they are driving it.

Keith Belton: So, there's 150 health systems are well down the path. They've implemented something and then there's the other 1250 health systems, which to Jordan's point, are, you know, they're dipping a toe in the water, they’re trying. They're using chatbots or they're doing, you know, mobile messaging.

Keith Belton: So, I think that's where the, probably the majority of health systems are, but there is, there is time to get on the bandwagon. But I think the mindset this is really important is, we're Jordan, I agree.

Keith Belton: Is it you have to think about your providers, this, this drives, I think, doctors crazy.

Keith Belton: You have to think about your providers as products, just like Amazon has a catalog of products that have pricing, availability ratings, you know, all those options, no. Product description, you have to have your 8000 doctors or 2000 doctors. With the analog of what the profile looks like.

Keith Belton: We'll talk about that in a second.

Sarah Bennight: That's really interesting to talk about physicians or providers as products, but if you're trying to create that consumer like technology, that's, that's a really interesting thing. I haven't heard that farthest. And I think another thing comes down to access. You know, we, we got crazy and telehealth. online scheduling in 2020.

Sarah Bennight: And there are a lot of reports that came out in the back half of the year saying that telehealth and online scheduling and chat bots are great for native English speakers.

Sarah Bennight: There's a whole lot of non-native English speakers in the US who need healthcare.

Sarah Bennight: You know, something really interesting we're doing is using multi language scheduling for online scheduling, and taking that online scheduling, and, you know, digital front door experience into populations, who normally would have to pick up a phone, try to find an agent who might speak their language. And try to find a doctor. And the doctor. profiles have to be ready with the language of twice to write, because that's one of the things are going to be looking for. if you speak Vietnamese. For example, your doctor probably needs to speak Vietnamese as well. So, I love thinking about providers, this product's Jordan. Any, anything you want to add to that?

Jordan Gay: I mean, Keith, Absolutely Right, I mean, the languages, it's very challenging. You know. Yeah. I won't go down that rabbit hole today, but, yeah, there's just, there's just, there's just so much to do, I mean, there's so many moving parts to this whole thing.

Jordan Gay: and, you know, it's a very challenging world to be in, right now.

Sarah Bennight: Great.

Sarah Bennight: So let's shift a little bit, and instead of talking about the challenge ahead, but and talking about how, how does, OK, Let's say you're one of those 600 health systems, and you haven't really started this yet, how do you evangelize it, how do you evangelize that the digital front door can increase conversions? It can increase patient acquisition. It can increase loyalty.

Sarah Bennight: And how does creating a digital front door do that, first, and then how can you, and you know, what are some, things, you might take your leadership to evangelize that hey, this can do some really great things for our organization, OK.

Keith Belton: So, I can take a whack at that. So, if the question is, how do you, how do you kind of make the business case internally? To, to a leader to say, OK, we're gonna. We're going to anoint, you know, Doctor Day is, or is there a digital as our leader of our digital initiative? And give him a, you know, a $20 million budget this year, or $2 million budget, or a 500,000 or whatever the budget is.

Keith Belton: I think, you, you kinda need to look at the as is and the to be of that experience and look at the KPIs associated with it.

Keith Belton: So, you talked a bit about Sara about conversion rates.

Keith Belton: And at the end of the day, know, the analogy.

Keith Belton: Again, not everybody can be Amazon, you know, the 200-bed hospital that's in Missouri does not have the resources that amazon dot com does, Amazon dot com, you know, knows. know what their conversion rates are, where their abandonment rate is in their search workflow.

Keith Belton: But I think, you know, talking to your leader of your patient access teams, and our call center, and talking to your, you know, your digital teams, you probably have a pretty good sense as to know where you, where you get patients, and how long they stay on your website.

Keith Belton: And then, you know, kind of thinking about, you know, thinking about then the root causes of the breakdowns of conversions.

Keith Belton: And, again, thinking back to the analog of consumers, if you're on, you know, I, I bought a I might not happen. In order to be said we'd actually like to smoke food in north-east. So, I bought a smoker.

Keith Belton: Appreciate that you are, and I know people in Dallas, Texas are smoking quite a lot of the week. We actually do it up here.

Keith Belton: So, I, I went on Amazon to buy a smoker, and I can tell you that if one of the items that helps me to make that decision: you know: product description, ratings, price, availability, you know, shipping was not on A and that the analog isn't in the consumer side.

Keith Belton: You're looking for doctor, its health plan information, is not available on the website. You search, and the message says, please call that doctor to confirm.

Keith Belton: Know that that doctor Gay is on Aetna. You want that's you're going to obey it. You're gonna get an abandoned right there.

Keith Belton: OK, so you're gonna lose their potential.

Keith Belton: They probably will stay in network, so you know that it's similar, in spirit, to your example, the call center, if the call center agent, has to put the patient on, hold to call the doctor to find out if doctor Gay is still on Aetna. Again, you're gonna lose people. So having the, sort of the 4 or 5 horseman of Tick Again providers of products if you have the provider's expertise, their availability, their proximity where they take healthcare and ratings, schedule availability, you know.

Keith Belton: That's a good place to start to drive down to drive down abandonment, drive up conversion rates and also reduce handle time for your call centers.

Sarah Bennight: So, Keith, it sounds like you're saying, give the patient everything they need upfront to make a, an important decision, at the time of intent, and give them a way to convert without having to take extra steps.

Sarah Bennight: It kind of sounds like That's what you're saying, have.

Sarah Bennight: You know, the doctor profile really built out ratings and everything that goes into it, and then let them be able to make that decision without having to necessarily pick up the phone and call somebody else, or if they're on the phone, that the agent doesn't need to put them on hold because then that increases your abandonment rate or decreases your conversion rate. Is that what I'm hearing correctly?

Keith Belton: Exactly, exactly. And then, what you do is, you take those measures, and you say, OK, if we can increase, then, if we can drop calling it, you know, the average call center costs. What a buck a minute to run, for copper, or, you know, your, your website, the average, you know, appointment. Jordan knows what that number is.

Keith Belton: If you can then, translate those, a small change in either your reducing abandonment rate increases your utilization increases, your revenue, reduces your call if you can.

Keith Belton: If you can drive down call volume, as Baylor Scott and White has done with, with, with more patients on the website, then you can extrapolate it across your 100,000 discharges a year and your million patient visits here, and you can pretty quickly generate an ROI that's pretty substantial based on, you know, where you want to focus your efforts.

Keith Belton: It doesn't have to be a huge increase in conversion rates, or reductions in call, handle times, to have meaningful.

Keith Belton: Not to mention that the labor savings, from having, you know, better provider data, not having to have a team at Army people manage, you know, all that data, because you have some of that data is being updated by providers, some of it's being fed from the Epic or Cerner system.

Sarah Bennight: Jordan, do you, do you see the digital front door that you've created at Baylor increasing conversions? Is there a way you can test that and measure that?

Jordan Gay: Yeah, I mean, it's just kinda outside my personal, you know, purview of my role. But, but, yeah, absolutely, I mean, we have a whole team at Baylor that kinda monitors, you know, Google traffic and, you know, what, what the patient analytics, you know.

Jordan Gay: So that's, it's certainly a huge component of the digital strategy is not only setting up something for the patient, but you know, making sure that you can keep tabs on what's happening on the backend to be able to be able to track it. So again, all this goes back to just customer service, you know, I mean, I think that's what you know. Keep hinting at and I mean, I can't, I can't preach that loud enough really.

Jordan Gay: I mean, you know, think this this is a really unique space for all of us on the call, because not only are we the leaders that are driving this word, but think about it like we are ourselves consumers of the product, you know, and so like this, this is not it's not rocket science. You know, it's just not, it's just it just thinking critically through like what do I as the patient one wants to be able to do? You know if I if I download the Baylor app like and it still takes me 10 minutes to schedule an appointment. That's worked with no that doesn't make any sense. So, you know, we're all in a unique position because like I got kids, my kids get sick. I want to be able to go find a doctor and you know, we're having this discussion the other day internally about like, OK, well, right now you go on our website, and you type in, you know, no, Family medicine in Dallas, you're gonna be 100 provider result. Well, nobody's going to scroll through 100 doctors to find a doctor, you know. So, like, how do you know? how do you weigh that? How do you prioritize?

Jordan Gay: How do you make sure that, that it's really, truly easy for patients to get the care that they need? You know?

Jordan Gay: So, these are the kinds of questions that, you know, we all have to ask, as we're going through that, so, but it's critical to figure it out.

Sarah Bennight: Yeah, that makes it a lot of sense. I'm a working mom of three and a family of five, and I am definitely the chief medical officer of my family. To make our foods And I'll make all the payments and everything. So, I certainly want to appreciate that, that easy experience. one thing that I think that's really important to it, from the, from the marketing standpoint, is working with technology or vendors who are giving you that data.

Sarah Bennight: That's similar to what Google does, that they're, that they're giving you. Pay your demographic that tends to use online scheduling is, you know, female, ages 40 to 60. and the people that tend to use the call center mechanism and use the phone is this demographic and give you opportunities to see where you're missing conversions. I'm, you know, it's something that we're, we actually just released.

Sarah Bennight: At Stericycle is a missed conversion analytics report. So, you, as a, as a marketer, or as a patient access expert, can go in and say, where are we coming in here and a patient's going through the journey, and then they abandon it. What happens here? What can we do to address it? So, you know, from a marketing standpoint, I think it's really important, whether I'm in patient experience patient engagement, or I'm just doing my job as a director of marketing. I need data to make decisions and understand why someone's doing something on my website.

Sarah Bennight: Why they're not getting to where they need to be on my website. So, I see that as a challenge with certain technologies out there, but Jordan, you know, you're, you’re certainly sitting on a different side for me.

Sarah Bennight: What is what do you see as the biggest challenge or hurdle to overcoming or having a successful digital strategy?

Jordan Gay: Yeah, I'll give you a top two, and the first is aligning your internal process to make sure that everything runs smoothly, you know, to make sure that, like I said earlier, that it works, you know, that, it's functional.

Jordan Gay: And there are, you know, especially with, the system, is largest Baylor, there are just so many moving parts, you know? And there are so many internal stakeholders that have to be at the table.

Jordan Gay: In order to make it run, I've always crack up, and I look at my team chat, you know, on a daily, and I've got like 40 different people that, you know, I'm constantly communicating with, just because like. That's what it takes, you know?

Jordan Gay: I mean everybody plays an integral role if you think that one department can launch that and set it up and run it and make it work, I Can tell you know you're kidding yourself. You know, if you, this is a system wide initiative, and, you know, that's why everybody has to be bought in, because it takes a village to do that. So, you know, just, and just, you know, aligning business rule, making sure that everybody, Internally, even as aware of, I OK, when a patient goes to our website, and they search lung cancer in Dallas, what happened? You know what, who's gonna pop up? Making sure that the right providers show up with the right clinical terms, right.

Jordan Gay: Making sure that online scheduling works, you know, making, making sure that epic feed is coming in and it's going smoothly and everything's processing appropriately, it's just, it's so complicated. So, it's so complex, So, I think, you know, internal want, and then it kind of piggybacking off that, the second one is data accuracy. And, and this is, I mean, everybody's aware of, how, how challenging, keeping your data accurate is. But, you know, I mean, for Baylor, we have, we have 13 different file that feed fine or simple, every day.

Jordan Gay: So, you can imagine, I mean, like he said, I mean, we have 50,000 providers across, you know, the system between our health plan. So, there's a lot of opportunities for stuff to break, you know. So, just, like I said, that constant communication with folks internally to make sure that, you know, you're being proactive and be like, I'm fixing problems every day I'm putting out fires, but then that's one piece. But the second piece is the strategy of it, right?

Jordan Gay: So, like, you know, getting everybody aligned internally to say, OK, this is, this, is why this keeps happening, let's fix it, and make it better moving forward.

Jordan Gay: So, it's tough I mean, I'm not, I'm not going to sugarcoat it like it is the hard job, you know, but it but if you have the right people at the table, it doable and you can be done.

Keith Belton: Know, I can Jordan's nail that I, you know, from my list to see who's talking was very close to, is it?

Keith Belton: There was, there were kinda to organizational one-use case related and 1 1 technology related, and to Jordan's point, I'd you know. And we see it every day.

Keith Belton: You can continue to Executive, no. Management or sponsorship on a continuous basis, not just, at the, start of the project.

Keith Belton: You know, a leader executive leadership has got a lot of things on their plate.

Keith Belton: You might say, they have some of that got the attention span of a, you know, don't have the attention span, because they've got so many things that they have to oversee.

Keith Belton: And just, somehow, just keeping a little eye on things. Just for that.

Keith Belton: Something is strategic.

Keith Belton: Having, having that executive leader who lives it pretty much full-time is key, and then, having a dedicated team. This is not a, you cannot do this part time. You know, they were successful, because you've got someone like Jordan in the sea. You've got a digital team that is dedicated to this.

Keith Belton: And I think the prioritization of the use cases of these Jordan, was talking about is, is key knowing, OK, this phase one is going to be no provider directory, and it's going to be a mobile app, and phase two is going to be online scheduling. You don't have to buy it all at once, just have a prioritization of use cases that don't. Don't buy it at all. I want to bang Thing, right? There were 30 years ago.

Keith Belton: And I almost a moment.

Keith Belton: If you remember EHR's 30 years ago, then I see clearly that provide the provide. I'm obviously biased being someone who has helped to launch a provider data management platform provider. Data management is key, and Jordan mentioned a very important point. It's not just the credential providers that is important, the employee providers.

Keith Belton: It's all providers, right? You're referring providing a Jordan Cities get 50,000.

Keith Belton: He's got 42,000 referring providers and 8000 employed or affiliated providers Because they always got, you know, networks and, and, and, and you need to have the referring providers in there because there are other processes related to digital front door that require referring provider data. So, the Federal government on May first is required.

Keith Belton: and ADT messages be sent back to the referring provider. You also cannot bill for many procedures without the referring providers. Even though they're referring providers not in your network.

Keith Belton: Need to have that in order to be able to, to have good information.

Keith Belton: So, that one provider directory that's got the credential provider data and the growing provider data, because you're, you know, as you said, Sarah, Healthcare is a zero-sum game in a region, and you want to keep the referring providers happy.

Keith Belton: And the physician liaison teams need that data as much as the digital market tiers.

Sarah Bennight: Yeah, absolutely. Well, Jordan, you mentioned two things that I really want to want to hit on before we go and can ask the audience for some of their questions.

Sarah Bennight: And you said, departments are specific.

Sarah Bennight: So, skills that are needed to pull off this massive scale projects, So, what are those specific skills that people should look for when building out a team to address the digital front door?

Jordan Gay: Well, first and foremost, is people, people, who understand the important, strong customer service. You know, I mean, again, for me, it all revolves around that, certainly. I mean, we have some extremely talented people at Baylor people who do step on the back end of the website at my, I don't even know what you got to talking about. You know Greek, to me, but, but, But, They, are, they all get it. You know. They, they do it because, they want to provide a rich consumer experience for patients because they understand that.

Jordan Gay: That's what's driving business in 2021, you know? So, certainly strong, you know, communication skills are critical. I think as far as the, you know, the department, I mean, I think of who I interact with daily.

Jordan Gay: It's the clinic managers.

Jordan Gay: You need their perspective, especially if you're even going to touch online scheduling, whether you have epic or you know, what other EMR you have, that they, they need to be driving that conversation to make sure that the templates are being built correctly. I mean, that, that stuff is so highly complex. You know that that's one critical area, obviously. leadership needs to be involved with, because I think they see the big picture of how everything fits together marketing is, is absolutely critical. Love our marketing team.

Jordan Gay: And, and, you know, I interact with him probably more than anybody else, because they're the ones that are identifying the real problem, you know, out in the field. They're the ones that are having the frontline conversation with the doctors. With the staff there, they're bringing issues to the forefront and say hey, this isn't working right on the website. This provider's info is wrong.

Jordan Gay: Though, you have to have people that can establish good relationships just across the board, with everybody in the system, you just, you just need folks that get it and so, physician relations are critical. I talked to Epic folks all the time. I mean, you know, people that are doing the grunt work of fixing, you know, you know, provider schedules, turning on, online scheduling, begin, all of that.

Jordan Gay: All of that is usually it comes from the raw data source, you know, and you know, translates all the way to a consumer facing website though.

Jordan Gay: I think the one-off, going back to some of the challenges is that that's, that's the paradigm shift for a lot of folks, you know, to say, like, well, wait, this! We're managing this internally in some random spreadsheet, Like, who cared? Well, the patient care is. Because it's going all the way from that spreadsheet into fine, and then getting spit out onto the website. And if so, that raw data, is that correct?

Jordan Gay: Then, you know, we have a big problem, and so, just, you know, helping folks understand the business rules and just, you know, trying to strengthen those relationships internally. You know, it, it makes you successful when you get the whole village on board.

Keith Belton: Yeah. In listening to you, Jordan. You tell that story reminds me of a story we had, so we have a one of our clients is a large health system in the mid-west.

Keith Belton: It's a top 30 or 40 US health system, we're deployed. Symplr directory to find platform for provider data Management to Jordan's point was feeding the rapid data with other provider data.

Keith Belton: They've implemented date, the simpler provider credentialing system, sometimes people knows, Cactus, then they decided they wanted to go live with a digital front door.

Keith Belton: And so, we had a meeting with the CIO, and the idea was to have a discussion between the IT organization and the health system and the digital marketing team.

Keith Belton: And it became apparent in this meaning that these two organizations had never met, and that we, as the vendor, which was a little sad, was introducing the IT leadership at the director level to the manager on the marketing side. So, like, OK.

Keith Belton: Before we can even get to date data, and all the things at Georgia, which are critical, is like, OK, why don't we, know? Chat about, which get to know each other. Let's figure out, OK, what, what the objectives are, and how we can treat each other, and the websites now gone live, and it's been successful, but it took us a few months to get there. So, if you, nobody's fault.

Sarah Bennight: And that's, that's incredible to hear, to be honest. I, I think, I bother also, all the functional departments, and in our business, because I want to know all the information and data all the time. So, one of the things that really stuck out to me that you said, Jordan, was having this multi or consumer rich.

Sarah Bennight: Engagement meant on the website, which, when I started in healthcare 13 years ago, the website was really just a billboard. It was like, here are ours, and here's where we are here. Some of our doctors, and to be honest, I occasionally go browse physician websites or health system websites, and they're still there.

Sarah Bennight: So, how do we change the mindset of healthcare marketers into something that's a conversion arm being the website or online scheduling? You know, Doctor Karen near me, or I need a pediatrician near me and pulling it up online scheduling in the frame wasn't available times. Where do you start?

Sarah Bennight: If you're in that, you know, 600 health systems that haven't yet started yet, where do you start the digital front door story or project? How do we check this off?

Sarah Bennight: And, and what's that, number one thing we need to start first?

Jordan Gay: Well, I think first and foremost is something that key, especially already alluded to, and that you have to get executive buy in. I mean, you just do. And if I can boil it down to one reason, why Bailer has been able to be successful, be on the forefront of that.

Jordan Gay: It goes back to our leadership. You know, there's, like I said earlier, the leadership yet, that they rallied behind the cause, and they they've made a conscious effort a decision to say, look what I mean, that we're gonna pursue. You know, and a lot of times that, I'll say this way, patient focused care, sometimes, doesn't always happy, but sometimes clashes with doctor focused care.

Jordan Gay: Know, and I think a lot of organizations may still be stuck in that mindset of, like our providers are, First and foremost though, you know, we're gonna we will make sacrifices to keep our doctors happy and Baylor doesn't do that. You know, and so, like, if you want to work at Baylor and you want to be a provider like, I'm sorry, I get on board. But we're doing what's best for our patients, that I've heard. I've heard Nick ready say that, you know, on, on phone calls, you know, oversees our digital health, and I love that and that's, that's why I like my job.

Jordan Gay: Because, you know, at the end of the day, we have the support of executive leadership, to do whatever it takes to be successful in that venue. That's number one, Number two, I think we, kind of already touched on it, but you gotta bring the right people to the table. And when I say the right people, I mean, you gotta bring everybody to the table.

Jordan Gay: And so, you know, everyone, I just mentioned, you know, you know, you have to you have to start those conversations now. You get schedule A system wide leadership meeting, and say, look, this, this is something that we're pursuing. And, like Keith said, make sure everybody knows what, each other, what, what everybody does.

Jordan Gay: You know, and how they can contribute to the overall strategy and the objective of a digital front door, because, like, you know, again, if you want a silo this thing, and just say, well, we're gonna, we're gonna stick these folks in the closet somewhere. And just have them knock something out.

Jordan Gay: Like, you're not going to be, you know, so, that's number two. And then I think the third thing, and perhaps this could also be the most important, is you have to be open to change.

Jordan Gay: No, we, at the rate that healthcare is changing and progressing at the right technology is progressing and changing.

Jordan Gay: Especially technologically. I mean, I think we've, we've come further in the past decade and probably the past century combined. You know, I mean, it's just, and that's not going to slow down. We all know that, you know, as we continue to make advancements in the medical field, and just technology in general.

Jordan Gay: So, if you have folks that are, that are, you're thinking about starting this up and those folks want to just, you know, pull the trigger on something quick, and then just kinda leave it alone, get those folks out of there. I mean, they're not, they're not going to, you're not going to be successful in driving. That you have to have people that, that understand, like OK, that we have to adapt, we have to continually improve on our product. You know, and I think that's one thing that Baylor is really focused on continuous improvement and, you know, I think Keith can attest like, our partnership with no simpler and find like, that's what we care about. It is helping innovate and you know, helping the OK, like, this is really good. We've got a good product. How can we be, how could we make it better? You know? So, I think, I think those are the top three things that I would focus on, right up.

Keith Belton: Yeah, it's a great summary. And I take it that, at that sort of first meeting. And Jordan, you were talking about being able to articulate it. So, it's, it's trite.

Keith Belton: But it's true that vision, like you start with the end. You start with the end, and you work backwards.

Keith Belton: So, yep, probably, 90 plus percent, 95%, of all care co-ordination today. And this is not to knock call centers is done manually. Somebody picks up the phone and call somebody, and they think it's 95, 5.

Keith Belton: And I actually think in our lifetime, you guys are younger than me. So, you had longer lifetimes for this to happen.

Keith Belton: But I would not be surprised that, you know, in the space of 20 or 30, you know, its base of 10 years, know, that that ratio, what flipped completely.

Keith Belton: But the error where you might see 70% or 80% of all interactions to, you know, find doctors, schedule appointments, get reminders, is going to flip to like 70, 80%. You could have 80% is sort of an automated intelligence, and 20%, you know, is going to be call center.

Keith Belton: And then you then you say, I said, OK, well, how do I make that happen?

Keith Belton: What's the actual experience to Jordan's point like, well, OK.

Keith Belton: You need a website that allows you to look for those four Horsemen, you know, critical expertise, proximity, Telemedicine Availability MIA Network.

Keith Belton: And then you say, OK. Is that the end state?

Keith Belton: The state is someone can search and schedule without a human involved and then you work backwards, and you figure out how you get there.

Sarah Bennight: Yeah. I think that's gonna be really important. You know, my, my youngest two are Gen Z, and I don't even think they can make a phone call if they had to. So, everything for them, I mean, they face time. But, you know, what's the phone?

Sarah Bennight: So, I can certainly see that happening in their lifetime, and I do think there's a certain part of healthcare that's really personal, and there's going to be certain people who are always going to want that personal touch. I don't think we'll ever get to the full Amazon experience. I could be wrong. I'd love for someone to prove me wrong. But, you know, there are certain times where we just need a human element involved in the healthcare process.

Sarah Bennight: But we're at time now, so I want to thank Jordan and key for sharing your expertise with our audience, say, I've already found like three additional sessions we can do. This is more, this is definitely a multi part series here. There's so much to unpack with the digital front door, and I'd love to give you some more details over time this year. And, just a reminder, we'll spend more time on the digital patient journey, and increasing conversions in our follow up chat, with Daniel ... from Orlando Health. And we're now going to be an answering the questions submitted during today's presentation. And, as a reminder, you can still submit any questions you have for, for myself, or keys, or Jordan into the question control panel.

Sarah Bennight: And then, as first question, it looks like, is for Jordan.

Sarah Bennight: We talked a lot about provider data, inaccuracy.

Sarah Bennight: But is it, is it difficult to keep the provider data accurate? You mentioned, spreadsheets and manual? And what does the work effort look like here?

Jordan Gay: Herculean. Yes, It's incredibly difficult. And the more, you know, the bigger you are, the system, the more complex, which is going to get. Baylor also has a very complex business rules, and what I mean by that is like literally, what happened when on the back end? When a patient goes on and searches something online, you know, you have to figure all that out. You have to set all that up.

Jordan Gay: And data accuracy is gonna make or break your experience and keep talking earlier about you know, conversion rate. And abandonment.

Jordan Gay: And I mean, I can tell you why people are abandoning here products because it's not correct. You know, somebody called, you know, somebody sees something online. And I mean, if you're, if you're sending the patient to a parking lot for their visit, that MP, that's not gonna sit well with them and you are unlikely to get another chance, you know. And so, this has to be right on the front end. Now, of course, you know, I mean, like I said, all day long, I'm dealing with things that pop up.

Jordan Gay: You know, the stuff that, you know, not correct on the website, but, you know, again, I think it goes back to developing those relationships internally with the with the folks who are driving a lot of its work credentialing for such a huge component of this work. So, you know, just trying to, trying to align with them and make sure that we're staying in Constant Contact with each other to make sure that these issues are getting resolved, and hopefully we can get ahead of them.

Jordan Gay: But, yeah, don't, don't be discouraged by this, I mean, it is a normal thing, and it's, it's hard, this is hard work.

Sarah Bennight: Yep.

Sarah Bennight: OK, next question is for Keith, how do you measure success?

Sarah Bennight: Well, this could be for Jordan to how you measure success for a digital front door project or there are certain KPIs, and that you're looking for.

Keith Belton: Yeah, that's a great question.

Keith Belton: So, I think there are kind of top-level health system objectives, and then there are probably projects specific digital healthcare specific objectives that indirect, that directly see, the, you know, the driver.

Keith Belton: So, I think, first of all, I think a digital front your project needs to, we aligned with Kennedy's Jordan applied with the overall health system strategy.

Keith Belton: And you know, I think pretty much every health system has some combination of objectives that are, you know, going market share.

Keith Belton: I want to, you know, increase my regional employee participation in my networks. I want to increase cash flow, increase utilization.

Keith Belton: So, you said, you know, looking at those objectives, you then define the measures of success for your digital front door.

Keith Belton: And, inevitably, there should be a series of operational metrics and a series of, I think, you know, consumer satisfaction metrics and some provider side metrics as well, because providers, obviously, you know, providers are also, you know, are also customers that need to be made happy.

Keith Belton: You know, Cardiology Department walks across the street from UT south-west of the Hour. And all of a sudden, you know, it's, it's a challenge, So.

Keith Belton: So, I think you were looking at the, you know, the operational metrics that are certainly, you know, the conversion rates we talked about, looking at the percentage of the appointments that are scheduled online.

Keith Belton: As you get your online scheduling done. I know it's something Bill has gotten like measures. I think you're a double digits out your terms.

Keith Belton: Your PC appointments, which is pretty amazing in one year Going from zero to over 10% of your PCP appointments, scheduled online is pretty impressive.

Keith Belton: You know, these were the sources of abandonment, utilization for providers, is if your providers aren't, well, you know, if you're not promoting those providers, that are perhaps newer to the practice, setting goals for perhaps providers that are new to the health system for the first year and hitting, you know, utilization metrics. And then for the consumer sat scores, the NPS, a lot of health system using Net Promoter Score.

Keith Belton: And understanding, try to see how your NPS score is tracking.

Keith Belton: For the patient experience. Those are, I think there's a good, good measures that you can track every quarter six months and see, see how successful you are.

Sarah Bennight: Awesome, This, I think this next question is for Jordan.

Sarah Bennight: And it says, when you asked what we want from our front door, one of the things that quickly came to mind is for it to be safe, so, Jordan, in this day of data breaches, how do you keep your health systems digital front door safe?

Jordan Gay: Great question. And we didn't, we didn't really touch on it, and I don't think we got in touch on, because I'm not an expert to speak on it. But yeah. I mean, I think you just, you, you have to have a robot cybersecurity strategy. You know, I mean, I think that's the way to do it.

Jordan Gay: That's a space. I'm not as familiar with personally, but I know Baylor has and we take it very seriously though.

Jordan Gay: Because, you know, I think, at the end of the day, like this question, what you're trying to do is you're trying to build trust with your patient, you know. And so, this is all, you know, going back to data accuracy, you know, going back to ease of use.

Jordan Gay: Like, our patients want to be able to trust that they can rely on us to get them to the right place, to provide the best and most appropriate level of care.

Jordan Gay: So, yeah, cybersecurity is, of course, to, first and foremost, a lot of people's minds right now, as it should be, but I would, I would definitely focused on that.

Keith Belton: Yeah, I think it's a great, it's a great approach and I think just, I think as health systems, you owe it to us, the vendor, to make sure that we're hitting the standards for security.

Keith Belton: So, there is something called an ISO 2701 security standard, which includes things like encryption and protection of patient data. We are the digital front door, and they provide a direct ago, so it doesn't have any Asian data.

Keith Belton: But I think making sure that you hold your vendors to those standards to make sure that they're offering the platforms that meet those, meet those standards.

Sarah Bennight: OK, we have one more question, and I'm having a little bit of a hard time reading it, so if you'll bear with me and any suggestions, this one's for Jordan, on ways to get patients to schedule consultations through online forums without a specific promotion or offer.

Sarah Bennight: And, Keith, jump in if you'd like to also.

Jordan Gay: So, we want ..., can you read it one more time? Yeah. Yeah.

Sarah Bennight: Any way to get patients to fill out forms for consultations without specific, specific promotions or offers?

Sarah Bennight: Well, I do deal with that a little bit. And, you know, just from the marketing standpoint. And, you know, typically, if there's a product or service that somebody really wants or needs, and they're not going to be, as opposed to filling out a form for a consultation. I am thinking you're asking something, and I could be wrong, where, hey, come in for $49 and Heart Health overview and we'll tell you if you're at risk type of thing, You know, I think, I think right now, it's more about the convenience and the doctor get me what I want or need right? now, and I'm also looking at, do they offer telehealth visits? So, I don't have to get out and drive like, I can just align it with my day. Can I do that type of visit via Telehealth or certain visits?

Sarah Bennight: That just, we had a patient respawn on our patient engagement survey that it was hard to do a telehealth visit, because they wanted to view her walking.

Sarah Bennight: If her husband hadn't been home to hold up the phone and kind of these different angles age, it just would have kind of been a disaster for her. So, you know, I think, I think it's finding the patient's moment or their intent in their moment of need providing the accurate data, so they know, it takes my insurance, and they speak my language. A lot of the challenges can we get in now?

Sarah Bennight: In our most recent patient engagement survey, or Stericycle, and patients didn't want to wait more than 3 to 7 days for an appointment.

Sarah Bennight: And I know right now in the Dallas area, getting, you know, I've had some friends tell me getting a mental health doctor for a child, right, now, is taking three months. So, I think you have to give something to get.

Sarah Bennight: And sometimes, if it's not a promotion or offer, it needs to be needs to be just easy to do. Like Jordan said, it's gotta be convenient. It's gotta be seamless and you gotta give me everything upfront so I don't have to go digging for information. Catered orange. And you add anything to that. And kind of just discussing here.

Keith Belton: Yeah, I think, yeah, I think that's the way I would have to tie the forms No piece of the question, but if the idea is, you're trying to drive more people to do self-scheduling, then you do what Baylor Scott and White did as you put your search bar.

Keith Belton: Right on the homepage, you don't have a button on the home, on your banner, at the top of the header that says Click to find a doctor and then have to move.

Keith Belton: Even one click is going to reduce, you know, you have to go someplace to, to do, to find a doctor to find a doctor has to be front and center on the homepage and, and that's, that's a best practice we're seeing many health systems are doing.

Sarah Bennight: Yeah, absolutely, make it as easy as possible, you know, 1 to 2 clicks and just like, have all the data correct and accurate, patient experience focused on patient experience and according to Keith and Jordan, we will get there, right? The patient experience and they will come. And while we're out of time, unfortunately, I think that's a great question for Daniel Ruyter So I will hold that for him and when I interview, and I'll definitely ask him about and how to fill patient forms and for consultations without a promotion. I'm sure he's got some great ideas and some use cases. Please continue this conversation. I think we just started something that's really exciting, but we definitely want to continue it. So, follow us on social media platforms, and I think you can see the ... Stericycle Communications Solutions, Symplr, and social media as well as Jordan's LinkedIn. So please connect with us and ask us some more questions if you have any.

Sarah Bennight: Once you leave today's webinar, you will receive a follow-up e-mail within 48 hours, with a link to view a recording of today's chat, and then you'll also learn how you can submit questions that you want to ask of Daniel Ruyter, the Director of Digital Strategy at Orlando Health, and we will be doing a follow-up interview, as I mentioned earlier, today. And on behalf of Stericycle Communications Solutions, and Symplr, and our presenters, Keith, and Jordan, thank you for joining us, and have a great rest of your day.

Jordan Gay: Thank you, everybody.

Healthcare's Digital Front Door Part 2 Transcrpt

Sarah Bennight: “Thanks for joining us today for part two of our Healthcare Digital Front Door conversation. As you all know, we opted to have a second session of this to get Daniel Ruyter's opinion on the digital front door. And so today, I'm going to have a conversation with him and hopefully, you'll learn something new. I'm Sarah Bennight, the director of marketing at Stericycle. Communications Solutions, and today I have with me Daniel Ruyter, the Director of Digital Strategy for Orlando Health. Thanks, Daniel, for joining me. Can you talk a little bit about yourself and what you do over at Orlando Health?”

Daniel Ruyter: “Yeah, sure. Of course. Thanks for having me. I appreciate the opportunity to rejoin you. Looking forward to the discussion today. So Director of Digital Strategy at Orlando health, we’re a health system in central Florida, obviously, we've got actually probably need to review our boilerplate information because we've been growing. So much lately. We've got a complement of community hospitals, specialty hospitals. I think we're up over 20,000 team members in a couple of thousand physicians total in our midst. My role is within the strategic communications team, within marketing. I essentially own or consult; I say own or consult on all things digital marketing. So from social to the web paid and organic and I either own it or I am kind of a strategic advisor for other teams that own it.”

Sarah Bennight: “This is great, I think you bring a wealth of knowledge to the conversation, and our part one was really focused on the back end of the digital front door and making sure your data was accurate, making sure that patient experience was really great. And solid. But I love that you can bring that digital strategist head knowledge into this conversation. So the first thing I'd love to just chat about healthcare is a little bit behind the consumer world of the digital front door is not something new, but it is new in some cases in healthcare. And there are several generations in the healthcare decision making process right now, some who have never used digital technology like my grandparents. And then there's now a Gen Z who are in their 20s, some of them, and they're starting to make healthcare decisions and booking appointments and getting vaccines and whatnot. So in your opinion, what is the digital front door to healthcare right now?”

Daniel Ruyter: “That's a good question, that is interesting. And we in healthcare, I'm included in that we as well, we like to think we're unique. And I think in some ways, we are right. We've got we've got a digital first generation that we are responsible for to an extent. I have a son who's 18 years old and everything that he does starts usually with his mobile phone. All the way to my grandparents, who probably couldn't schedule an appointment online if you asked them to, and everything in between, right. So the digital front door, you know, it’s like a lot of terms like this that get coined, it kind of it depends. And it probably is a fluid definition as things change. Right but the way that I would define it is really whatever the next first interaction is that's online for the customer. Right so what that means is for it could be the first interaction that a customer has, they do a Google search, they find your organic listing or even your paid ad that is their digital front door. Right that's their true digital front door. first interaction that they have with you might be first your paid search ad and then your website or your campaign. But the front door can also be your patient portal. Right I'm an existing patient. I have an established relationship with you as a health system. My front door or your front door for me becomes maybe for us, it's My Chart, for example. Right so there is no one front door, right? There are many almost. What was that inception movie or whatever? There are many front doors. It really depends on where you are in kind of what task you're trying to accomplish as a customer, where you are in your established relationship with the health system. But campaign's website, wayfinding, even digital experiences that you don't own, could potentially be a digital front door. Google My Business if you, if you maintain Google My Business listings. And that's the first experience that someone has with you as a brand, that's their front door for you. Right so I. I hope that that's an OK definition. We are responsible for a lot of digital front doors. If there was only one that we were responsible for maintaining, it'd be way easier. But we actually have a lot of front doors that were responsible for.”

Sarah Bennight: “Yeah, and I think that's a great definition, and it brings to mind during the pandemic, I started seeing healthcare systems and other providers that I hadn't necessarily seen before because they were commenting and moving in and giving information on social media about COVID-19 and about the vaccine. And I leaned into that because the most vocal ones who are really secure and giving out information regularly, I tuned in to them. And for me, that was the digital front door was through social media. And then someone like my dad or my mom, the digital front door is probably calling in. It's not a physical front door. It's a physical person you're talking to. But my dad's going to pick up the phone every time. And schedule an appointment. He wants to make sure I'm talking to the right facility, I'm going to the right place, and I'm getting an appointment with the right doctor. And once you agree that even that could be digital since it's not a physical front door. And so you're responsible for a lot of patient experiences. Daniel, multiple front doors, social media, all you mentioned paid. You mentioned organic, so. What do you think of when you start looking at strategy, how do you tackle these multiple front doors? Is it a top-down strategy or do you kind of focus on one at a time or do you have different teams go out and tackle different front doors?”

Daniel Ruyter: “That's a great question. I think that it probably varies by organization how your organization is structured, how you approach your customer experience types of things. We're fortunate at Orlando Health that we do have a dedicated customer experience team. We have a VP of Customer experience, which is it's still relatively new in healthcare because this is a fantastic leader within the organization. And I think that it's good that we have somebody coming in every day thinking about customer experience. And even though I'm not on his team, per say, I fall under marketing. A lot of what we do is digital customer experience. Right and I think what drives customer experience is ultimately customer empathy. Putting yourselves in the shoes of the customer, what is it? If I was a customer. And I was looking for a physician of this specialty is it easy for me to find that physician. If I'm trying to make an appointment or I'm trying to figure out how I navigate to where my appointment is. Putting myself in the shoes and actually going through those scenarios is very important. And I think, you know, we've you've probably heard or use the terms, journeys or journey mapping and it maybe got a bad rap in certain circles or certain organizations. But that really is what you're doing. You're kind of reflecting on what the journey of your customer is. You're putting yourself in the shoes of the customer and you're making sure that you are as familiar with what those steps look like, what those journeys look like, and you have as much empathy as you can as to the customer experience. And like you said, because a lot of those journeys are not linear, they're not straight lines. And they don't necessarily stay digital. They could be phone to digital to or phone to web to social to who knows what they cross channels and paths. So the way that we prioritize them is through data. And that's one of the tools that we have. Right we keep an eye on web search volume, on call volumes. We get feedback from the boots on the ground, so to speak, in our practices, that there is a wealth of information on how customers are coming to them. So it's challenging, though, because there are, like we said, more than one front door. But I think inherently, you kind of know what the main entry points will be for your customers. And you have to in my experience, you have to do some prioritization. Right so prioritizing search and the web and social if that's a channel and phone. Right those are obviously incredibly important entry points into your health system.”

Sarah Bennight: “Yeah, so it's interesting that you mentioned your son, who's 18, I have a 21-year-old and he and I have two other teenagers and they're definitely digital only I haven't heard that term before. But that's where they get all of their information is where they do their homework. It's where they submit their homework, and they don't make phone calls. They frequently look at old pictures of phones or we have an old phone in my closet somewhere and they're like, what is this? Looks like some old computer or something. So it is that why the digital front door is getting so much attention right now? Is it because we're seeing this digital only group enter into the healthcare decision making world, or was it accelerated by the pandemic? Is it is it accelerated just by healthcare, trying to catch up with their consumer counterparts? Where do you think this surge in creating? I've heard a lot of our clients are trying to create that unified customer experience in any channel, omnichannel throughout the patient experience. Where is this drive and need coming from, do you think?”

Daniel Ruyter: “I personally think it's all of the above that, you just mentioned, right, I think that it started pre pandemic healthcare was anticipating and maybe even starting to experience the disruption with other kind of non-traditional players coming into the space. We saw partnerships that we never would have imagined potentially coming into the healthcare space, Wal-Mart, Amazon. You know, if you would have told me ago that Amazon was going to be well on a grocery store, for example, or be in the healthcare space, I would have I would have laughed at you. I think most people would have. But that's the reality. Right so I think that it's external forces to an extent. I definitely think that it's customer experience. One of my strategic. Priorities, I don't think I'm giving away anything too sensitive by saying this is we need to have a focus on digital customer experience. Customers have a certain level of expectation when it comes to any major brand. And I consider Orlando Health to be in that category. I want to be able to do certain things with major brands, with major companies in certain ways. And if and if they fall short of those expectations, I'm going to be disappointed. And I may take my business elsewhere. I want to be able to pay my bill online. I want to be able to buy products or in our case, schedule online. There are certain things that I don't like talking on the phone, for example. I hate maybe I'm like the digital first or digital only generation. I prefer to text. So send me a text reminder over a phone call. Reminder, we have as consumers become accustomed to certain behavioral preferences and I think that it's healthcare’s obligation. To work to meet some of those preferences, the way that other industries like consumer-packaged goods and online sales and even travel and stuff like that, I could book a trip entirely online on my mobile phone without a problem. And I could fly. I could go to the airport without anybody. Yeah, without talking to anyone. And I think that those are reasonable expectations by consumers. Those are experiences that are being delivered effectively in other areas. And I think that that means that the onus falls on healthcare to work to deliver similar experiences. And we will have limitations. We will have we play in a different sandbox than selling books. It's not the same thing. And when we have to acknowledge that. But when it comes to the user when it comes to the consumer. We can't have excuses like that, we have to they don't they care about HIPAA, but they might not know about things like HIPAA, but we can't use HIPAA as an excuse not to deliver something. Right?”

Sarah Bennight: “I like how you phrased earlier that you map the journey and you kind of track out the journey, but with empathy, I think that's something that really separates healthcare from buying a book or from buying groceries. Is that that empathy side of things? And I talked at a conference a couple of years ago. And people were saying, we want Amazon like healthcare. And I was like, we really need to think about that, because do you want to log in or be on a website and say you've just had a mammogram? You might also like a colonoscopy? I don't think we really want a full Amazon experience. I think there's always going to be this empathy play. There's always going to be a need for someone to reach out and give a diagnosis with an empathetic voice with it, with a human voice. So I think healthcare definitely has a more difficult charge. I think you're in a tough role right now. I think our Orlando. Health does it really well through their online scheduling and through social media. I follow you all on social media, but I'm really curious as a marketer myself, what other industries or companies do you look to when designing your patient digital experience? You mentioned a lot of other packaged goods and books and Amazon. And what other companies can healthcare marketers look to design this digital patient experience?”

Daniel Ruyter: “It's a good question, are our experiences really in any given companies, Orlando Health not unique, but in any given brands experience is really an ecosystem of micro experiences, right? There are other websites in and outside of healthcare that I really like. There are elements of those websites that I really like. You use the Amazon as an example. And they've spent a lot of time, a lot of money. They have a lot of people focused every day on building an experience that sells goods. They are very, very good at that. Their product recommendations are usually spot on. Right you might also like types of suggestions. It's super easy. I think they might be. I think they might even have one click purchases. They have subscriptions where if you buy paper towels on a regular basis, you can get into a subscription for paper towels, friction. They are reduced. They're experts at reducing friction. Right so when we're talking about empathy, when I talk about empathy, that's what I'm going through that journey looking for. I'm going through that journey looking for friction. And it's an iterative process to me, which means there will never be 0 friction. It's really, in my mind, kind of a continuum almost, that right now, you might have a lot of friction in a function or in a pathway to paying a bill online. Right so much friction that you might not offer online bill pay, I'm not sure, but. That doesn't mean that it will probably never be a totally frictionless journey from opening up a mobile phone to paying a bill and having received for that bill. Right there's always something to improve, to enhance. And that's the way that we approach it is. We've got online scheduling, like you said, we've got My Chart in place. A lot of organizations have an enterprise health record system like that in place. There's always opportunity to look at what those specific journeys look like. And where might the pain points be for customers? Is it is it if it's easy to schedule? What about the follow up and reminders? Are those logical and reasonable and timely? And there's again, because it's a continuum, it's not just like the just like the front door discussion and kind of entirely. It's not a black and white. You're not done necessarily, which is good. I think it keeps us busy. But it is a continuum that we're constantly looking to improve things because that's quite frankly, how the other brands and organizations outside of healthcare have approached it. They're pursuing their customer experience with the idea that there's no end point, they're not done. They're constantly looking to improve it. And that's what we've seen over years and years, is that they've gone from good to better to and they keep improving to this day. So, you know, I like. Search functionality in a platform like Amazon, I like faceted search. What if we could have a more faceted search and really drill down in our provider directory? Right, because sometimes you're looking for you just need a doctor. You're not sure what kind of doctor, but sometimes you have a referral in hand. And that you need a cardio oncologist. Well, if you're a tool, if you're a provider, directory doesn't provide that level of specificity, you can you evolve that tool to be even more user friendly to that type of scenario. So that's what we look at. There's we borrow a lot of experiences, a lot of experiences across different across different organizations and different industries. So much has already been done that, it's not impossible, but it's difficult to invent a new experience. And if you are, you're running the risk of doing something that might be a little bit of an uncharted water. So we borrow heavily from a lot of different experiences that we like.”

Sarah Bennight: “And that that's great. I love about talking about reducing friction at each interaction point. I know that's a big goal for Stericycle Communication Solutions is reducing the friction in the patient journey. And I think that's why we focused a lot this year on user experience, reducing clicks, having that multifaceted search in our latest release, even to having multi-language support for online scheduling, because we have a client who's in a heavy Vietnamese region and they found that just by turning on the language that they'd increase their conversions because more people were using it, more people had access. And what's really interesting is our consumer survey recently said that a patient is really not willing to wait more than seven days to book an appointment. So even if you have online scheduling, if the doctor you need saves that cardio, whatever specialist, you said, if they don't have availability in the next seven days, it's very likely they're going to take that referral and go somewhere else. So it's not just about the digital marketing strategy. It's about the availability, the physician directory into increasing conversions. But beyond that, as a marketer, if there's healthcare marketers listening, what else can they do to boost what really call it conversions, but reduce the friction along the journey and help people get what they need online, which would ultimately result in a conversion?”

Daniel Ruyter: “Yeah, it's a great question. And I think one of the biggest. Changes in mentality that we've made that we continue to make, again, by all means, not done when it comes to that is recognizing and understanding. And then socializing that you as a marketer are not responsible for the entire journey. A good example. A great example. You just used or you started to use is actually online scheduling in online scheduling, inventory. Right when we first launched online scheduling, the inventory made available for our providers online might not have been exactly where we wanted it to be. Right there's an overlap there, right. Marketing isn't responsible for the managing the schedules and inventories of physicians, of providers. So we had to identify that, hey, that's a challenge. We needed to work with practice operations to determine, you know, maybe one of the reasons why online scheduling is maybe lower than we would like it to be from a volume perspective is because availability of appointments, is that something that we can collaborate, you know, if the products not available? I hate to productize physicians because they're certainly not. But that's what we're selling effectively is we're selling time with the physician. And if I go to schedule online. And I can't schedule with that physician for six months, is that because of an artificial barrier, right. That we are actually putting there? Probably unintentionally. But is that something is that a barrier that we can figure out a way to remove for our customer and either open up inventory or give them a path to same day or next day appointments or whatever the options might be? So realizing that. Marketing, while we may manage what is traditionally thought of, is probably most of the digital front doors, those digital front doors connect to experiences that are, you know, owned, and operated by someone else. So we marketers can't solve all these problems on our own. We have to identify those other groups, those other stakeholders within the organization that we have to work with.”

Sarah Bennight: “Yeah, especially if you're thinking of a physician as a product, which Jordan and Keith both said that on part one, they did. So I'm glad you brought that back up, because if this is to be successful, it's not just a marketer's job, right. To get to get online scheduling, for example, to be successful. There are products involved. There's operational there's an operational side, the clinical side that needs to get involved. Do you recommend having a strategy that pulls everyone to the table where you can say, hey, one of the reasons our conversions aren't very high is because people are trying to book x, y, z appointments with a female doctor and OB and we just don't have the availability. Like, do you have the opportunity to have those conversations?”

Daniel Ruyter: “Yeah, and I think that that's a great question that we do. And we have. And I think the maturity curve on that looks like them starting off as responsive reactive conversations. And that's not bad. That's not wrong. It's better than it's better than not doing it at all. But marketing, realizing that there's an issue or there's an opportunity. And then driving that with the rest of the organization is kind of the beginning of that maturity curve. As you get more mature, though, as an organization, everybody kind of collectively realizes that, you know, again, if we're putting barriers in front of a customer doing something, whether it be limiting inventory or limiting appointment types or it. Don't get me wrong, there are usually there are sometimes valid reasons for doing the things that the way that we do them. But I think getting those parties together and putting a strategy behind it. So that, you know, the business side, so to speak, operations, et cetera, realize that there's a component that ties back to them on their website. There's a reason why a physician or sorry customers can and do schedule appointments online. There's a reason why patients are able to use a tool to navigate to a practice or they have a challenge navigating to the practice, it. The while the marketing team may own social media, manage the website or the. IT team, and in some cases, it is a village responsibility for the data, the information, the experience to be truly connected and for those things to work cohesively, that has to be a cross-functional responsibility. And I think that it's perfectly acceptable if marketing or IT or whomever owns that experience drives it, but drive it to be something that becomes a collective mindset. And not just you guys manage the website, or you manage that platform or whatever. It's your responsibility. It's everybody's responsibility.”

Sarah Bennight: “Yeah yeah, I agree. Especially when you talk about data accuracy and physician directories and getting those product descriptions, if you will, accurate or even so much as a specialty and can be really tricky because when a patient is searching for. And it's at the extent of the education of the patient, what do they know they're searching for? What are some other terms that might be used for this type of specialty? Like am I going to look for oncologists or is it going to be oncology or is there a specific one? And are your search terms willing to look at the natural way people type in search like, or does it just immediately throw it out because it doesn't match up perfectly with something? So I can see this is a multiple department and multiple person efforts. Let's just really quickly, since we talked about it in the first episode of this, why is it. So why is data accuracy. So important for a digital front door? And then a little bit about why it's so difficult to keep provider directory up to date?”

Daniel Ruyter: “You know, great questions. And I reluctantly missed the first part that discussion is near and dear to my heart. I spend a lot of time, even just today thinking and trying to solve for problems exactly like that. Again, taking the empathy lens. And we've experienced this before. If a product description is inaccurate. You know, if the price is wrong or if the dimensions are wrong or if the weight of the product has changed, you know, customers rely on those descriptions. We rely obviously on price. We rely on well, for providers, especially contact and location information. I'd say one in the top three list of things that are important to you and you're finding most providers is what do they do. And where are they located? Right for most scenarios, having the convenient location relative to either your home or where you work is very important. So if a provider has moved and you're going to schedule with that provider, with the understanding that they're in one location. But they're not there, that causes friction, that causes frustration. And I think I just had a hallway conversation with someone in the office today that I think that we've got kind of this notion of physician data in general is just way bigger than I think anybody really gives it credit for. Right if you ask medical staff services to define physician data, they give you one definition, probably focused on credentialing. Right? if you ask marketing, I would say a definition of physician data that's probably consumer focused. Those two are not necessarily connected. Right so my interest and my focus when it comes to physician data is one thing, but Med staff services is another. And IT might be yet another. And when you consider that in most organizations, you've got multiple, multiple departments with some sort of vested interest in what we call physician data means you got a lot of cooks in the kitchen, too, right. So I think that's. I think that it's making sure that other parts of the organization understand. What about physician data is important to you and why it's important, right? I know that if Med staff understood because I've had these conversations, if they understood why, it was so critically important that we have the right customer facing phone number for a provider, that that would be an enlightening moment for them. Right they didn't they just didn't think about that perspective. Right they're thinking about credentialing and contacting that physician and their process. They don't think about that phone number going on the website. Yeah, so connecting those dots and again, collaborating with the teams that all kind of collectively have a stake in the game when it comes to physician data is why physician data provider data is so challenging, but why it's so important at the same time.”

Sarah Bennight: “Yeah, I think that's a really good point, I think I'm hearing at multiple stages of your digital front door journey for a team that you need multiple seats at the table and a really empathetic view, you need to listen and then just really state your needs, say, this is why we need to present this information to the consumer. So people not sitting on the front end of the consumer experience may not understand how important it is to reduce that friction or they might go somewhere else. Like it's not just about increasing conversions, it's about remaining competitive as Wal-Mart's making a telehealth play and. CVS is ramping up their minute clinics. So lots of great information. I want to ask you one last question, Daniel. When you look at Orlando Health’s digital front doors, I'll say multiple, since there's not just one digital front door, how do you measure success or what are some metrics you look for when you report out each month or when you finish a project and look back and see if it was successful? What do you look for?”

Daniel Ruyter: “It's a good question. There are a lot of things that we look at. Some of them are very specific, but then some of them. We look at in aggregate as well. Right and especially when you're talking about journey mapping and customer empathy and kind of stepping through and finding those friction points and opportunities. Like I mentioned, prioritized prioritization is a must. I know as well as any healthcare marketer or healthcare. It professional out there. There are way more demands on our time than there are times than there is time to do everything right. We have to prioritize. And I do genuinely think that that's somewhat unique to healthcare that we are where we're asked to do a lot. And I and I think that that's across the board in healthcare. So prioritization is important. But when it comes to measuring success, we've got aggregate numbers and we've got very specific, almost transactional type of numbers, conversion rates and things like that. Most marketing teams pay attention to. But one of the numbers that we look at from like a global perspective is we are able to measure the percentage of total Orlando Health patients that actually have an interaction with marketing. Right so think about that for a second. That's you know, that's not. That's very global, right? Last year, 28% of all Orlando Health patients had some interaction, I should say, some traceable interaction with marketing. Right so we use things like that as benchmarks to hold ourselves accountable if that's something we want to improve. And that is something that we look to improve, what things can we do to improve aggregate metrics like that? I think that's know, that's something that we should celebrate that marketing at Orlando Health interacts with over a quarter of our total patients. That seems great to me. But you know, everything from what's your what's your clickthrough rate? What's your conversion rate? What's your marketing KPIs that you're already familiar with to, you know, more aggregate perspectives like we've been able to assemble like the one that I just gave.”

Sarah Bennight: “I think that's great. I certainly understand the click through rate and the conversion rate as a marketer with a website and campaigns going on. Any last word of advice you would give anyone who's just embarking on their digital front or journey or who's trying to really ramp it up? Yeah, just briefly, I mentioned it a second ago, but it's easy and common to feel overwhelmed. Don't feel bad. If you feel overwhelmed, prioritize, right? You don't. A wise person once told me that you don't have time to do everything, but you do have time to do the most important things. So it's important for you to. And I think you either know or you can figure it out, you know, in your gut, what the most important things are that you should be focusing on. Sometimes you might have to, you know, manage upward or laterally, but prioritization and not trying to do not trying to do everything at once is incredibly important. Progress is important and showing progress is important not only for our customers, but for ours and for our team's sake as well. So that be my maybe my parting advice.”

Sarah Bennight: “Oh, that's great. Thank you for the advice and. Thanks for joining us today, Daniel. I really appreciate the conversation for all of you who have listened in to this second part of increasing digital conversions through the digital front door of keep up the conversation on social media, you can follow Orlando Health on LinkedIn and Twitter and Facebook, and you can follow Stericycle Communications Solutions on LinkedIn or on Twitter @StericycleComms. Thank you for your time today, and I hope you have a great day.”

Daniel Ruyter: “Thank you. Thank you, everyone.”