2021 State of Consumerism In Healthcare Survey

Question Title

1. What is your first name?

Question Title

2. What is your last name?

Question Title

3. What is your job title?

Question Title

4. What is your email address? Note that this information will be held with the strictest confidentiality.

Question Title

5. What organization are you responding on behalf of?

Question Title

6. In which state is your health system or hospital located?

Question Title

7. Although the trend has been improving, many healthcare organizations report that their volumes are still below pre-pandemic levels. To what degree are you concerned that there will be a long-term volume impact?

Not at all concerned

Somewhat concerned

Moderately concerned

Very concerned

Extremely concerned

Question Title

8. How would you rank your organization’s pre-pandemic digital offerings when compared to non-healthcare companies?

Far behind

Slightly behind

Relatively in-line

Slightly ahead

Far more advanced

Question Title

9. How would you rank your organization’s current digital offerings when compared to non-healthcare companies?

Far behind

Slightly behind

Relatively in-line

Slightly ahead

Far more advanced

Question Title

10. How would you rank your organization’s current digital offerings when compared to other hospitals or health systems?

Far behind

Slightly behind

Relatively in-line

Slightly ahead

Far more advanced

Question Title

11. Over the next five years, what degree of competitive threat do the following companies pose to hospitals and health systems? [Scale: 1 = No Threat, 5 = Extreme Threat]

	1	2	3	4	5
Amazon	Amazon 1	Amazon 2	Amazon 3	Amazon 4	Amazon 5
Apple	Apple 1	Apple 2	Apple 3	Apple 4	Apple 5
CVS Health/Aetna	CVS Health/Aetna 1	CVS Health/Aetna 2	CVS Health/Aetna 3	CVS Health/Aetna 4	CVS Health/Aetna 5
Google	Google 1	Google 2	Google 3	Google 4	Google 5
UnitedHealth Group/Optum	UnitedHealth Group/Optum 1	UnitedHealth Group/Optum 2	UnitedHealth Group/Optum 3	UnitedHealth Group/Optum 4	UnitedHealth Group/Optum 5
Walmart	Walmart 1	Walmart 2	Walmart 3	Walmart 4	Walmart 5
New primary care models (e.g. One Medical)	New primary care models (e.g. One Medical) 1	New primary care models (e.g. One Medical) 2	New primary care models (e.g. One Medical) 3	New primary care models (e.g. One Medical) 4	New primary care models (e.g. One Medical) 5
New insurance providers (e.g. Oscar Health)	New insurance providers (e.g. Oscar Health) 1	New insurance providers (e.g. Oscar Health) 2	New insurance providers (e.g. Oscar Health) 3	New insurance providers (e.g. Oscar Health) 4	New insurance providers (e.g. Oscar Health) 5

Question Title

12. What level of priority does your organization place on the following activities?

	Not a Priority	Low Priority	Moderate Priority	High Priority	Extreme Priority
Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 Not a Priority	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 Low Priority	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 Moderate Priority	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 High Priority	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 Extreme Priority
Implementing innovative care models	Implementing innovative care models Not a Priority	Implementing innovative care models Low Priority	Implementing innovative care models Moderate Priority	Implementing innovative care models High Priority	Implementing innovative care models Extreme Priority
Partnering with outside organizations to redesign how routine care is delivered	Partnering with outside organizations to redesign how routine care is delivered Not a Priority	Partnering with outside organizations to redesign how routine care is delivered Low Priority	Partnering with outside organizations to redesign how routine care is delivered Moderate Priority	Partnering with outside organizations to redesign how routine care is delivered High Priority	Partnering with outside organizations to redesign how routine care is delivered Extreme Priority
Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information Not a Priority	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information Low Priority	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information Moderate Priority	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information High Priority	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information Extreme Priority

Question Title

13. Describe your organization’s progress in developing capabilities for the following activities.

	Not Available	Limited Availability	Widely Available	Best-in-Class	I do not know
Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 Not Available	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 Limited Availability	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 Widely Available	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 Best-in-Class	Redesigning and expanding both digital capabilities and physical facilities in response to COVID-19 I do not know
Implementing innovative care models	Implementing innovative care models Not Available	Implementing innovative care models Limited Availability	Implementing innovative care models Widely Available	Implementing innovative care models Best-in-Class	Implementing innovative care models I do not know
Partnering with outside organizations to redesign how routine care is delivered	Partnering with outside organizations to redesign how routine care is delivered Not Available	Partnering with outside organizations to redesign how routine care is delivered Limited Availability	Partnering with outside organizations to redesign how routine care is delivered Widely Available	Partnering with outside organizations to redesign how routine care is delivered Best-in-Class	Partnering with outside organizations to redesign how routine care is delivered I do not know
Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information Not Available	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information Limited Availability	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information Widely Available	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information Best-in-Class	Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information I do not know

Question Title

14. Which best characterizes your organization’s philosophy on taking actions to improve digital capabilities?

Unlikely to change from our current approach until we see material deterioration of traditional operating model

Willing to change to a moderate degree

Aiming to be slightly more advanced relative to the market

Investing significantly in consumer-centric offerings with the aim of being well ahead of the market

Question Title

15. Which best describes your organization’s strategy as it relates to taking actions to improve digital capabilities?

Investing in a traditional, hospital-based care model with limited investment in changes to physical facilities or digital services

Planning for incremental shifts and pilot programs, but haven’t fully implemented

Proactively shifting how and where we deliver services

Have already made a comprehensive shift to a more affordable, safe, and convenient care model

Question Title

16. What offerings does your organization have in place as part of an overall delivery system redesign to improve digital capabilities? Select all that apply.

Open online scheduling and appointment management

Direct-to-consumer video visits

Text-a-doc or phone-based visits

Partnerships with 3rd parties to implement digital experience or scheduling tools

Freestanding sites of care (e.g., imaging, labs)

Virtual waiting room/check-in

Other (please specify)

None of the above

Question Title

17. Which best characterizes your organization’s philosophy on pricing strategy?

Unlikely to change from our current approach

Willing to change to a moderate degree

Aiming to be slightly more advanced relative to the market

Actively investing in price transparency with the aim of being well ahead of the market

Question Title

18. In what ways is your organization currently providing transparent pricing? Select all that apply.

Offering patient out-of-pocket price guarantees for select services

Offering an online price estimator tool

Offering an online form or phone number to call to receive an estimate of patient out-of-pocket cost

Providing staff with tools to answer price questions in person

Other (please specify)

None of the above

Question Title

19. In what ways is your organization currently determining its prices? Select all that apply.

Benchmarking commercial reimbursement to the market

Performing service-specific price risk analysis

Performing service-specific consumer price elasticity analysis

Performing price/volume trade-off analysis

Other (please specify)

None of the above

Question Title

20. Which best characterizes your organization’s philosophy on building or partnering to offer alternative consumer-friendly routine care (e.g. Primary Care, Imaging, Outpatient Surgery) models?

Unlikely to provide alternative models until we see a material change in our volumes

Willing to change to a moderate degree

Aiming to be slightly more advanced relative to the market

Investing in new care models with the aim of being well ahead of the market

Question Title

21. Which best describes your organization’s strategy as it relates to building or partnering to offer innovative consumer-centric routine care (e.g. Primary Care, Outpatient Imaging, Outpatient Surgery) models?

Using the same care models that have been used historically

Planning to implement a new model or models, but haven’t fully implemented

Have implemented a new care model or models, but have not fully integrated across the system

Have fully implemented a system-wide innovative care model or models

Question Title

22. Which of the following care models and offerings are provided by your organization for Primary Care services? Select all that apply.

Partnerships with third-party primary care organizations

Subscription-based primary care models

Walk-in clinics

Clinics for employees

Home-based primary care

In-home patient monitoring

Telehealth/virtual visits

Artificial intelligence (predictive interventions, etc.)

Other (please specify)

None of the above

Question Title

23. Which of the following care models and offerings are provided by your organization for Routine Outpatient Care (e.g., Imaging, Outpatient Procedures) services? Select all that apply.

Partnerships with third-party organizations (e.g., women’s health imaging organizations)

Subscription-based models

Walk-in clinics (e.g., urgent care)

Telehealth/virtual visits for consultations

Ambulatory surgery centers

Freestanding emergency department

Specialty clinic with a variety of outpatient service offerings in one location

Other (please specify)

None of the above

Question Title

24. Is there anything else that you would like to share regarding the challenges or successes that your organization has encountered in the way of consumer strategy?