| name | referral-account-planning |
| description | Veteran playbook for hospice key-referral-partner work — the partner business-review structure (patient outcomes, access improvements, honest assessment, shared goals, joint plan), the account-plan template (relationship map, whitespace by unit/service line, growth plays, risks), the relationship-recovery sequence, and the partner-health read. Consulted by referral-account-manager. Patient-outcome-led; never retain or grow a partner with an un-cleared value exchange. |
Referral Account Planning Skill
Purpose: help referral-account-manager run reviews and build plans that retain and grow referral partners by leading with patient and family outcomes. The agency's referral count is never the headline.
When to use
- Preparing a referral-partner business review.
- Building or refreshing a partner account plan.
- Recovering a relationship after a poor admission experience, or defending a partner a competitor is courting.
1. Partner business-review structure (the deck)
Five parts, in this order:
- Patient-access recap — period, referrals received, patients served, settings. One slide, factual.
- Outcomes delivered — tied to the partner's pressures: timely admissions (time-to-admit, same-day rate), symptom relief, avoided crisis hospitalizations / readmissions, after-hours responsiveness, family satisfaction, bereavement support. This is the heart; lead with what patients and families got.
- Honest assessment — what was hard (a slow weekend admit, a communication gap), owned plainly. Credibility comes from candor.
- Shared goals — the partner's objectives (reduce readmissions, improve end-of-life capability on a unit, support a specific physician's panel) and how you support them.
- Joint action plan — concrete actions, named owners, dates, both sides. A review without a joint plan is a status meeting.
Cadence: quarterly for key partners; align to the partner's rhythm. Bring program-level data, never patient-identifying data.
2. Account-plan template
- Partner overview & patient population — what they are, the patient flow, the eligibility density, seasonality.
- Relationship/decision map — champion, clinical leadership, blockers, and coverage (single-threaded = risk). Plan to widen.
- Referral footprint vs whitespace — which units/floors/physicians/service lines refer vs which don't yet (or refer elsewhere): ICU, oncology, CHF, palliative, a SNF's short-stay vs long-stay residents, earlier-in-the-disease referrals. Whitespace is the growth map.
- Growth plays — ranked, each with the patient-access value, the owner, and the trigger/timing — all compliance-clean (no value exchange that crosses the AKS line).
- Risks — competitor incursion, single-thread, a service-debt incident, a leadership change, contract/affiliation timing.
The templates/referral-account-plan.md is the fillable version.
3. Whitespace & growth (the cheap growth)
Growing referrals from an existing partner beats opening a cold one on every measure. Natural next steps: other units, other physicians in the group, other service lines, and earlier referrals (the biggest whitespace of all — moving a partner's average referral from "last days" to "months" serves more patients and grows volume simultaneously).
4. Relationship recovery (the retention moment)
A poor admission experience — a slow after-hours admit, a communication breakdown, a family complaint — handled visibly and fast rebuilds referrals better than a quiet good quarter. The sequence: acknowledge fast → contain/fix → root-cause honestly → prove the fix with data → re-earn the next referral. Run the declined-referral root-cause tree to separate a service cause from an eligibility or competitor cause.
5. Partner defense
Defend before a competitor is entrenched. Reinforce delivered outcomes (bring the review data), widen relationships, and close the specific gap the competitor exploits (responsiveness, after-hours admits, a service line) — within compliance limits. You never defend a partner by offering something of value that crosses the anti-kickback line; loyalty is earned with outcomes, never bought.
6. Partner-health read
Green/Yellow/Red on: referral-volume trend, conversion quality (are their referrals eligible and timely?), service incidents, relationship coverage (single vs multi-thread), engagement (review attendance, responsiveness), and competitor activity. A Red on any one is a retention action, not a footnote.
Hand-offs
- The conversion / time-to-admit / decline numbers for the review →
admissions-funnel-analytics skill / admissions-conversion-coach.
- New units/sources to open →
referral-territory-development skill / referral-development-strategist.
- Any value exchanged to build or defend the relationship →
hospice-sales-compliance skill / hospice-sales-compliance-advisor (mandatory).
- The clinical content for a partner education session →
hospice-eligibility-criteria skill / hospice-eligibility-educator.
