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From Jann Holland’s perspective, it’s critical that CoxHealth apply a retail mindset to its service offerings.
To accomplish that goal, the vice president of marketing and corporate communications collaborates with all areas of the health care system on solutions to enhance the patient experience while identifying ways to better connect with customers.
“I push the system to think innovatively,” she says.
That’s led to development of several customer-centric offerings designed to enhance engagement with CoxHealth. Those include Save My Spot, a virtual wait service for those accessing urgent care or walk-in clinics, and palm-vein scanning technology, which uses a near-infrared light to scan a patient’s vein pattern for identification purposes.
Both programs have been a success, Holland says. Monthly usage of Save My Spot grew to 1,149 people in January 2019 from its March 2018 debut of 204 people – a growth rate of 463%. Since rolling out last fall, there have been 90,000 patient enrollments for the hand-scanning technology, with 500 new enrollees daily.
Holland was involved with several rounds of focus group testing and a marketing campaign to drive awareness of Save My Spot. She also led the marketing department in an overhaul of processes that resulted in over 70% improvement in multiple categories of the health system’s internal client survey.
“The value of this transformation to CoxHealth cannot be underestimated,” she says of the survey results. “This has been a challenging project that has resulted in elevated employee satisfaction and morale, improved productivity and improved budget efficiency.”
Holland initiated development of an improved online provider directory last year, allowing customers to schedule appointments on their terms.
“Self-scheduling as a whole is really exploding,” she says, noting appointments grew to 896 in January 2019 from a meager 30 one year prior.
“We knew we needed to be in that space with a strong product because consumers are demanding it.”
Holland says all programs of the health care system first launch internally to its 11,000 employees. The internal launch is followed by an external rollout usually a month later.
“The employees feel invested in the system. They feel like they are a part of that launch and that success,” she says. “It’s a great retention tool, too, because employees feel like they’re heard.”
With nearly every major insurer in the Springfield market moving employee groups to open access plans at the start of last year, Holland says there was some uncertainty of being able to hit fiscal 2018’s revenue goal. But through the health care system’s focus on patient access, she says CoxHealth finished the fiscal year at $1.52 billion, exceeding its revenue goal by $29 million and growing by $97 million – or 6.8% – over fiscal 2017.
“We were really pleased because we felt that showed community confidence,” she says.
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