By: Kriss Barlow, RN, MBA | kbarlow@barlowmccarthy.com

We are often asked about the magic sauce. You know, that perfect formula for an immediate, sustainable way to grow referrals. Sadly, there is no magic sauce.

However, from experience we do know the must-have components for success and those problems that consistently get in the way. Chief among those is the need to have internal building blocks in place. Without that, it’s not a 100% guarantee of failure, but it’s close. I’ve suggested some questions for you to use to assess the readiness of your organization to invest in the development or re-tooling of your physician relations effort.

1. Is there top-down commitment?

In physician relations – a physician liaison program is an important function, with highly variable definitions and expectations. Take the time to understand its current place within your organization. True relationship building with physicians is a struggle if senior leadership is not on board. You may be able to attract PCP referrals to the specialists, but specialist engagement will be a challenge. Ask these questions:

• • Do you have physicians involved in strategic decisions of the organization? Are they the right physicians?
  • Are leaders willing to meet with physicians to discuss issues and also their vision, their challenges and their practice needs?
  • Are leaders invested in physician relations as a long-term strategy or a short-term fix?

2. Can we manage new business if we ask for it?

It can take months to shift referrals and we almost never get more than one chance. Managing new business is about capacity – beds and specialists – but it’s also about systems, process and functions to support the expectations of the new referring physician and their patients.  Access and throughput is a foundational need. So is a good experience. Both the referring physician and the referred patients’ perception of their experience matters.

• • What is our experience for referring physicians and patients in the service areas we’ve highlighted for growth? Are we good on all the basics of clinical quality, friendliness, communication, and access?
  • Is the growth channel ready? We want to ensure access is easy in each step of the referral chain. If we want to grow a cardiology offering, like the cath-lab, we need to make sure we can get patients in for doctor visits, a stress test, echo, diagnostic cath, etc.
  • Do we have a follow-up communication process for this offering? 

3. Is physician-driven business a core strategy for the organization?

Many organizations rely on their employed physician network to see and refer patients. A consumer strategy gets them to the primary care doctor. The next step relies on a referral. Success requires understanding and nurturing of the process.

• • What percentage of your patients start with a referral? What’s the percentage for your strategic clinical priorities?
  • What is in place to manage the in-network/leakage process? If referrals leave the system, what is the reason? Is there a near-term solution in place?  Can physician relations add value in this space?
  • Do you welcome new physicians and their new ideas to our organization?

4. Can service line leaders and the analytics team be counted on for support?

A physician relations program is reminiscent of an old saying, “No man is an island.” Internal collaboration is a real difference-maker. The ability to position the entire continuum, from outpatient testing, to ambulatory surgery, to inpatient and rehab if offered, allows a seamless approach for the patient.

• • Are your SL leaders willing to work with you on communication back to the referral source? How about on tracking? Will they investigate issues in a timely manner?
  • Are department leads willing to let you do the field work and not add their own field staff?
  • Will the internal stakeholders provide clinical differentiators and quality outcomes to enhance referral growth?

Likewise, capturing the right data, targeting the right physicians and ensuring a response requires a committed internal effort.  Many teams have access to better tools and data, but field staff are best in the field, so a level of analytic support is a difference maker.

• • Do you have support, either in your department or from the analytics team to support market trends, help with targeting and to provide the right internal results data?
  • Will the team work with you to find streamlined ways to monitor impact?

If you don’t have strength in each element, you need to consider if you can get there. Can you educate and gain commitment from senior leadership? Can you create an approach that focuses on specialty areas where you do have capacity? Can you target areas where you believe you can get some quick wins, so you can develop the program with a long-term focus?

Get creative. If you need help, get it. If the barriers are too large, continue to work with the internal team and position the value of the relationship program. Measure your success and encourage feedback from physicians. Soon, you’ll build a process and approach for enhancing relationships with physicians in your market.