PATIENT ENGAGEMENT

Using Artificial Intelligence to Virtually Guide Consumers Through Their ED Experience

Emergency department (ED) wait times are the biggest source of patient frustration at Banner Health, as is the case for many provider organizations.

It’s an age-old problem for health care strategists, but one that the Phoenix-based health system is taking a new-age approach to solving using a smartphone text-based tool powered by artificial intelligence. It deploys digital chatbots to guide each individual through their ED experience so that they’re not spending hours in the dark waiting to know what’s next.

The pilot, which was launched in one hospital in May and expanded organization-wide in September, has shown early promise, noted Mark Jannone, senior director of the Banner Innovation Group. For one, the health system’s Net Promoter Score (NPS) — which gauges the loyalty of hospital customers — has improved by 40 percent during this time. “There is a strong correlation between a higher NPS score and business growth,” said Jannone. “People who are promoters are going to stick with you and that drives loyalty. As Banner grows, our customer base grows along with us.”

He credited Banner executives for their willingness to “put their money where their mouth is” and supply the resources needed to “courageously innovate.” “Our leadership understands that innovative solutions are key in order to compete in the future and differentiate ourselves,” Jannone said. “We recognize that through the use and deployment of innovative concepts and ideas, we can truly make a great impact on health within the communities we serve.” 

How It Works

Patients who come to the ED are offered a chance to opt-in to receive text updates about their visit. They’re greeted with a one-click activation text that launches a HIPAA-compliant conversation with the chatbot — in English or in Spanish. Along the way, the system keeps customers updated on their “place in line,” lab order status and questions they may have, said Jannone.

Powered by technology from Oakland-based LifeLink, the chatbots are integrated with Banner’s electronic health record, allowing for further customization to each consumer. Data collected from the encounter also helps the 28-hospital health system continuously monitor each patient’s satisfaction, while identifying clues that could help to improve service in the future. 

Eyeing Other Uses

Jannone noted that Banner Health is also developing a smartphone-based digital triage tool to ask patients specific questions and make sure that the ED is the best place for their treatment. If a primary care physician makes more sense, a patient can schedule an appointment directly from the app or launch a virtual visit. Or, if urgent care is necessary, the app will provide a list of the nearest locations and reserve an appointment for the patient if they select a Banner facility. It even offers directions to the clinic and where to park.  The triage app was developed with Boston-based Buoy Health, with an anticipated rollout in December. That tool has shown success in early testing, reducing unnecessary ED visits by 35 percent and shortening wait times by 50 percent, Jannone added.

In addition, Banner Health is exploring additional ways to digitally “nudge” patients to change behaviors and improve outcomes. With the health system anticipating double-digit growth in obstetrics in the near future, leaders are working with outside stakeholders in maternity care to develop a new app that would provide personalized messages for mothers-to-be, reminding them of appointments or growth milestones. It would also incorporate remote-monitoring technology to help patients and clinicians stay on top of blood pressure and other indicators of high-risk pregnancy.

How Banner Health Does It

Where does the health system come up with all of these ideas? Jannone noted that Banner Health’s innovation arm has several components, including an innovation lab, which deploys an “empathy-driven design cycle” to find common customer complaints and develop prototypes to address them. The Banner Venture Group, meanwhile, is the organization’s “eyes and ears” for finding outside help from startups such as LifeLink and Buoy Health. He believes that health systems don’t need to start with a blank canvas when so many startups are already working to solve the field’s biggest problems.

“There’s no need to reinvent the wheel,” said Jannone. “Partnering with other innovative companies will accelerate go-to-market timeframes. And if it doesn’t work, executives shouldn’t let it deter them. Failure is a part of learning. They can reframe and overcome setbacks and ensure the right incentive systems are in place to succeed in the future."

This article features an interview with:

Mark Jannone
Senior Director, Banner Innovation Group
Banner Health
Scottsdale, Arizona