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2021 State of Consumerism In Healthcare Survey
1.
What is your first name?
(Required.)
2.
What is your last name?
(Required.)
3.
What is your job title?
(Required.)
4.
What is your email address?
Note that this information will be held with the strictest confidentiality.
(Required.)
5.
What organization are you responding on behalf of?
(Required.)
6.
In which state is your health system or hospital located?
(Required.)
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?
(Required.)
Not at all concerned
Somewhat concerned
Moderately concerned
Very concerned
Extremely concerned
8.
How would you rank your organization’s
pre-pandemic
digital offerings when compared to
non-healthcare companies
?
(Required.)
Far behind
Slightly behind
Relatively in-line
Slightly ahead
Far more advanced
9.
How would you rank your organization’s
current
digital offerings when compared to
non-healthcare companies
?
(Required.)
Far behind
Slightly behind
Relatively in-line
Slightly ahead
Far more advanced
10.
How would you rank your organization’s
current
digital offerings when compared to
other hospitals or health systems
?
(Required.)
Far behind
Slightly behind
Relatively in-line
Slightly ahead
Far more advanced
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]
(Required.)
1
2
3
4
5
Amazon
1
2
3
4
5
Apple
1
2
3
4
5
CVS Health/Aetna
1
2
3
4
5
Google
1
2
3
4
5
UnitedHealth Group/Optum
1
2
3
4
5
Walmart
1
2
3
4
5
New primary care models (e.g. One Medical)
1
2
3
4
5
New insurance providers (e.g. Oscar Health)
1
2
3
4
5
12.
What level of priority does your organization place on the following activities?
(Required.)
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
Not a Priority
Low Priority
Moderate Priority
High Priority
Extreme Priority
Implementing innovative care models
Not a Priority
Low Priority
Moderate Priority
High Priority
Extreme Priority
Partnering with outside organizations to redesign how routine care is delivered
Not a Priority
Low Priority
Moderate Priority
High Priority
Extreme Priority
Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information
Not a Priority
Low Priority
Moderate Priority
High Priority
Extreme Priority
13.
Describe your organization’s progress in developing capabilities for the following activities.
(Required.)
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
Not Available
Limited Availability
Widely Available
Best-in-Class
I do not know
Implementing innovative care models
Not Available
Limited Availability
Widely Available
Best-in-Class
I do not know
Partnering with outside organizations to redesign how routine care is delivered
Not Available
Limited Availability
Widely Available
Best-in-Class
I do not know
Developing a consumer-focused pricing strategy and providing accurate, easy to understand and readily available price information
Not Available
Limited Availability
Widely Available
Best-in-Class
I do not know
14.
Which best characterizes your organization’s philosophy on taking actions to improve digital capabilities?
(Required.)
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
15.
Which best describes your organization’s strategy as it relates to taking actions to improve digital capabilities?
(Required.)
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
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.
(Required.)
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
17.
Which best characterizes your organization’s philosophy on pricing strategy?
(Required.)
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
18.
In what ways is your organization currently providing transparent pricing? Select all that apply.
(Required.)
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
19.
In what ways is your organization currently determining its prices? Select all that apply.
(Required.)
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
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?
(Required.)
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
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?
(Required.)
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
22.
Which of the following care models and offerings are provided by your organization for
Primary Care
services? Select all that apply.
(Required.)
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
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.
(Required.)
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
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?
Current Progress,
0 of 24 answered
