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© Access Advisors 2013 Proprietary & Confidential STRATEGIES TO INCREASE APPOINTMENT UTILIZATION and ENGAGING PROVIDERS FOR CHANGE 1 OCTOBER, 2013.

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Presentation on theme: "© Access Advisors 2013 Proprietary & Confidential STRATEGIES TO INCREASE APPOINTMENT UTILIZATION and ENGAGING PROVIDERS FOR CHANGE 1 OCTOBER, 2013."— Presentation transcript:

1 © Access Advisors 2013 Proprietary & Confidential STRATEGIES TO INCREASE APPOINTMENT UTILIZATION and ENGAGING PROVIDERS FOR CHANGE 1 OCTOBER, 2013

2 © Access Advisors 2013 Proprietary & Confidential 2 ⧁ This session will provide you with the knowledge to: Limit the impact of no-show/last minute cancels Improve providers’ new to return ratio Maximize providers’ scheduling capacity Engage providers in the change management process Learning Objectives Patient Access Playbook®

3 © Access Advisors 2013 Proprietary & Confidential 3 Build for Capacity Optimize for Success Right PatientRight PlaceRight Time The Balance Board Patient Access Playbook®

4 © Access Advisors 2013 Proprietary & Confidential 4 Small Improvements = Big Gains The Visit Value Patient Access Playbook®

5 © Access Advisors 2013 Proprietary & Confidential 5 The Advisory Board’s 4 Key Strategies of Survival Patient Access Playbook®

6 © Access Advisors 2013 Proprietary & Confidential 6 ⧁ Set Standards Session durations <.5 CFTE = 240 minute standard >.5 CFTE = 210 minute standard Visit Type durations Provider time? Patient room time? Weeks per year week standard Why important? — Commitment Report Follow-up intervals Standardize across providers, where applicable Build for Capacity Patient Access Playbook®

7 © Access Advisors 2013 Proprietary & Confidential 7 ⧁ Structure Stagger start/end Time Double-book first appointment New with Return Freeze and thaw slots Assure New Patient Growth Maximize Schedule Capacity Patient Access Playbook® Not RecommendedRecommended ProviderStart TimeProviderStart Time Provider A8:00 AMProvider A7:45 AM Provider B8:00 AMProvider B8:00 AM Provider C8:00 AMProvider C8:15 AM

8 © Access Advisors 2013 Proprietary & Confidential 8 Maximize Schedule Capacity Patient Access Playbook® ⧁ Level Scheduling Optimize all your resources Staff Parking Resources Waiting Room Space

9 © Access Advisors 2013 Proprietary & Confidential 9 ⧁ Overbook based on no-shows Understand the probability of a no-show Simple Strategy: Overbook at 10AM & 2PM Optimize Appointments Patient Access Playbook®

10 © Access Advisors 2013 Proprietary & Confidential 10 ⧁ Programs designed to fill last minute cancels Employee Priority Internal Referring Provider Priority Targeted Waitlist ⧁ Team scheduling / shifting volumes Established / New Providers Mid-levels Patient Choice Optimize Appointments Patient Access Playbook®

11 © Access Advisors 2013 Proprietary & Confidential 11 ⧁ “Green Light” Patient Scheduling Identify high priority patients at the point of scheduling High revenue High research potential Outline the 2-3 questions needed to recognize a “Green Light” patient Reserve “Green Light” visit types to expedite the next available appointments Track lag time by diagnosis code to validate effectiveness of process Optimize Appointments Patient Access Playbook®

12 © Access Advisors 2013 Proprietary & Confidential 12 ⧁ Measure Minutes available / minutes booked Understand drivers of variance Optimize Appointments Patient Access Playbook®

13 © Access Advisors 2013 Proprietary & Confidential 13 Patient Access Playbook®

14 © Access Advisors 2013 Proprietary & Confidential The Two Pronged Approach 14 Patient Access Playbook® Implementing Rapid Change AND Deep Dive Sustainable Growth

15 © Access Advisors 2013 Proprietary & Confidential Engaged Provider Models 15 MUSC Case Study

16 © Access Advisors 2013 Proprietary & Confidential 16 Common Obstacles to Provider Engagement “What I do works fine, Why Change? ” “I’m not going to lose control to some administrative group” “How will this possibly help me” 16 MUSC Case Study

17 © Access Advisors 2013 Proprietary & Confidential 17 “What I do works fine ” Comprehensive data driven review of current state. Department/Division/individual provider. Metrics Lag time New to old ratios New patient growth Clinic Density Transparency compared to peers MUSC Case Study

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19 © Access Advisors 2013 Proprietary & Confidential 19 “What I do works fine ” Comprehensive data driven review of current state. Department/Division/individual provider. Metrics Lag time New to old ratios New patient growth Clinic Density Transparency compared to peers Best Practices Like Physicians by specialty Road Trips MUSC Case Study

20 © Access Advisors 2013 Proprietary & Confidential 20 “I’m not going to lose control of my schedule to some administrative group” Set guiding principles MUSC Case Study

21 © Access Advisors 2013 Proprietary & Confidential 21 MUSC Access Guiding Principles 21 Increase volume of new patient arrivals New patients will be seen within 7 calendar days Develop a uniform global referral process One referral form Develop centralized call center which meets service level goals Institute post scheduling medical record review process Maximize appointment availability and utilization Standardize and reduce appointment types Standardize master schedule structure Utilize Clinical FTE Standards for Each Provider MUSC Case Study

22 © Access Advisors 2013 Proprietary & Confidential 22 “I’m not going to lose control of my schedule to some administrative group” Set guiding principles Establish physician leader group with authority to set policy and allow variances. Develop Working groups (SWAT Team) Scheduling/Call Center Capacity management Communications MUSC Case Study

23 23 MUSC Leadership Structure Clinical Leadership Council Executive Access CommitteeAccess SWAT TeamDepartment/Division Level Teams (Physician Champions, Dept. Admin) Clinical Strategic Plan Coordinating Committee Approval Plan Presentations MUSC Case Study

24 © Access Advisors 2013 Proprietary & Confidential 24 MUSC Physician Champion Role Owner of the Access Initiative for their department/division Provide the site perspective on specific clinic workflows Partner with administrator/ business manager to develop operational solutions for each clinic Attend monthly meetings with administrator/business manager Responsible for communicating updates on the Access Initiative at their faculty department/divisional meetings Act as liaison to Access SWAT Team MUSC Case Study

25 25 Clinical Leadership Council Chaired by Dean Pisano Senior Leadership of MUHA, COM, and MUSCP Clinical Leadership Council Chaired by Dean Pisano Senior Leadership of MUHA, COM, and MUSCP Executive Access Committee Chairs, CMO’s, & Administrative Leadership MUSCP/ MUHA Executive Access Committee Chairs, CMO’s, & Administrative Leadership MUSCP/ MUHA Systems Reengineering Practice Reengineering Strategic Plan Metrics Communications Department Champions of Medicine: Dr. Don Rockey & Melanie Puckhaber GI Hematology Oncology Hematology Oncology ID Rheumatology Pulmonary Endocrinology Cardiology GIMG Division Physician Champions & Business Manager Dr. Dan Steinberg & Steve Vinciguerra Dr.. Frank Brescia & Sandra Crosby Dr. Patrick Flume & Derek Sanford Nephrology Dr. Michael Ullian Dr. Corey Hatfield & Dr. Jim Oates Dr. Dan Wray Dr. Brenda Hoffman Dr. Sam Kwon, Dr. Lou Lutrell & Ted Wickman Dr. Dolores Tetreault

26 26 MUSC ACCESS Approval Process Department Approval Executive Access Committee Approval Clinical Leadership Department/Division’s team of Physician Champion and business manager/administrator develop access strategy Practice Reengineering Central Scheduling with Scripting & Training Strategic Plan Metrics DEPT. ACCESS PLAN Approval MUSC Case Study

27 © Access Advisors 2013 Proprietary & Confidential 27 Common Obstacles to Provider Engagement “What I do works fine, Why Change? ” “I’m not going to lose control to some administrative group” “How will this possibly help me” 27 MUSC Case Study

28 © Access Advisors 2013 Proprietary & Confidential 28 “How will this possibly help me” Financial incentives Alignment Variable compensation tied to Access Goals Chair engagement: bonus Nonfinancial incentives Transparent dashboards: capitalize on competitive nature of Physicians

29 © Access Advisors 2013 Proprietary & Confidential 29 Lessons Learned Consistency Local leadership: Division Champions Follow through/Accountability: EAC process Support from top leaders Common sense exception/ variance process Engage nurses/admin/rev cycle Sufficient Infrastructure Communicate/Communicate/Communicate Emphasize Impact on individual provider Clinical Compact with scheduling: Clear expectations Realistic Time line

30 © Access Advisors 2013 Proprietary & Confidential 30 MUSC Case Study

31 © Access Advisors 2013 Proprietary & Confidential 31 Brent Bizwell Access Advisors Consultant Atlanta, GA Dr. Peter Zwerner Medical University of South Carolina Chief Medical Officer Associate Professor of Medicine & Radiology Charleston, SC Questions?


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