Elaine Hardman, MBA, Chief Operations Officer Jackie Fantes, MD, Associate Medical Director The Providence Community Health Centers Providence, Rhode Island August 16, 2013 Health Choice Network Quality Institute To reduce scheduling barriers for under-served patients for improved access to care High no-show rate (40%) ◦ Tried multiple ways to reduce Reduced provider productivity/idle staff resulting in inefficiencies The work of tracking down patients that noshowed Patients did not get care if they did not show up Eliminate the perception of “too much” demand Improve provider and staff satisfaction The organization was ready to commit Do today’s work today Access is a key determinant for consumers choosing a health care provider (something all of us CHCs will need to consider with ACA) 6 high level changes ◦ Match demand and supply daily ◦ Reduce backlog ◦ Simplify appointment types and times (apply queuing theory) ◦ Create contingency plans ◦ Reduce demand for unnecessary visits ◦ Optimize the care team (no easy task!) Provider and staff resistance Implementation takes up to 3-6 months due to fluctuations in demand Tracking demand – initially and constantly Finding hidden capacity Longer staff hours to reduce backlog All staff need to work at their highest level Disparity between efficient and non-efficient providers Pre-work Baseline Data Establish a Call Center Educate Patients Work Down the Backlog Reduce the Demand Revise Schedule Templates Staff Cross-training Establish Safety Net Identify a team Training staff on Advanced Access concepts Establish timeline Baseline Data: Measure demand vs. capacity for each day of the week for each provider ◦ Generally 3 months out ◦ ◦ ◦ ◦ ◦ ◦ No show rate at each site No show rate for each department Panel size by Provider 3rd next visit for each Provider Patient Satisfaction Surveys Measure demand Worksheet for appointments Sample of appointment capacity vs. demand ◦ Pediatrics, Internal Med, OB/GYN Sample of no-show rate Need to tracking phone calls Worksheet for tracking unmet demand Phones open 1 hour before start of appointments Phones routed to central area of clinic where triage RN would also assist Measure call volume by each hour of each day ◦ Sample Queue For each patient that arrived for their appointment, we provided them with a instruction sheet on advanced access ◦ Open Access is coming ◦ Call us the day you need appointment ◦ Call center opens at …. Approximately 3 months Providers agreed to work extra hours to see today’s demand Guidelines on booking out into the future ◦ ◦ ◦ ◦ Transportation issues Special interpreter needed Patient insisted Brittle patients that we needed to track more closely or at risk to fall out of the system At end of visit patients were given provider’s card with his/her schedule and the date when they should call for next visit Increase visit intervals Have providers see their own patients ◦ Improved efficiency to see own PCP Give as much phone advice as possible for the short period of time when many appointments already pre-booked Max-packing visits Simplify appointment types ◦ 4 visit types Pre-book Long (30 minute appointments) Pre-book Short (15 minute appointments) Open Long (30 minute appointments) Open Short (15 minute appointments) Schedules 30% pre-book and 70% Open ◦ Pre-Intergy open appointments could be set as unavailable until the day of the appointment but Intergy will not allow this feature Developed the roll of the Health Center Assistant ◦ Allowed more flexibility to assigning staff from call center to clinic support ◦ Allowed flexibility with vacations and variability in volume Example of Hot List (get new one) Scripts and Tips for Making Appointments Recall and Reminder Policy ◦ Had difficulty re-establishing in electronic environment ◦ Copy of our recall and reminder policy for everyone FRONT DESK MUST DIRECT THE FOLLOWING CALLS TO THE NURSE ALL PATIENTS: Trouble Breathing/Asthma Accidents Bleeding from a wound Question of a broken bone Fell and hit head Burn Allergic reaction Chest pain/Severe upper back pain Confusion Difficulty speaking/swallowing Fever greater than 102 Left arm or jaw pain Loss of consciousness/fainting Severe headache Severe Abdominal Pain Seizure Stiff Neck Suicidal thoughts Weakness of an extremity POISONING: Call Poison Control @ 1-800-222-1222 PREGNANT WITH: Trauma to abdomen Accident/fall Abdominal pain/contractions Baby has less or no movement Headache/dizziness Think water broke Vaginal bleeding/large fluid loss Vomiting CHILDREN: Blue/grey color of lips or nails Heart beating fast/skipping beat Rash Limp Stomach pain/Back/kidney/pain when urinating boy or girl Vomiting projectile/bile/blood/diarrhea Wheezing/breathing problem/cough Headache/stiff neck Overdue for or needs Immunization SICK INFANT: (less than 3 months) All sick infants under 1 month old Irritable/won’t stop crying Not eating as usual/decreased urine Overly sleepy/too quiet Rectal temp>100or AXtemp>99 Vomiting/diarrhea Fast Breathing VERY IMPORTANT! ● ● ● Any sick patient that wants to be seen today for sick visit and can’t be accommodated must be transferred to Nurse. If the patient’s complaint sounds unusual to you or you are not comfortable with it or if the patient/parent thinks the patient is too sick to wait, transfer the call to a nurse and wait for someone to answer. Be sure to get the patients name, DOB and phone number. Need to manage the impulse for providers to prebook (providers that do not pre-book many patients tend to see the patients of providers that pre-book a lot – need to have clear guidelines for the call center) Develop a good recall and reminder system especially for chronic care and well child care Manage panel sizes Need to have a good system for tracking chronic care and well child care ◦ Amalga can help, but no pediatric view yet ◦ Need to track immunization CLEAR can help ◦ Audit cancellations If patients < 18 months of age cancel their appointment then it needs to be rescheduled, not asked to call back another day Demand management for sudden or prolonged provider absence or big projects like implementation of the EHR or seasonal fluctuations in demand (for example, H1N1) Managing unmet demand Maxpacking is a great idea but the provider “spirit” cannot handle 18-20 maxpacks daily which can be difficult in a CHC setting Need to have a very robust call center Manage quick saturation of appointments ◦ All sick visits do need to be handled today (HC vs. Express) ◦ Well visits should be put on unmet demand list Need a detailed training for new providers Strategies for Managing Patient Demand During EMR Go-Live Draft 12/05/2011 Assumptions Go-live period will be 8 weeks in duration (eg, February 6 – March 30 for initial sites) Provider schedules will be reduced by as much as 50% during initial few weeks with gradual increase so as to arrive at 100% at the end of eight weeks Similar demand reduction strategies will be needed during pre-Go-Live training weeks IMED PEDI OB/Gyn Demand Reduction PCHC/Site: Defer new patients for two months Go-Live period (except those assigned by NHPRI/UHC). Keep waitlist for those requesting appts and contact post-GoLive. PCHC/Site: limit prebooks during initial month Providers: extend follow-up intervals & use recall PCHC/Site: No PEs for children over 5 years of age during initial month of Go-Live PCHC/Site: limit prebooks during initial month Providers: develop guidance for call center/RNs in order to triage/give advice for issues provider visit may not be necessary (eg, develop “cold list” of issues, like vomit once, etc where further phone assessment & advice would be appropriate) PCHC/Site: Defer new patients for two month Go-Live period (except those assigned by NHPRI/UHC). Keep waitlist for those requesting appts and contact post-GoLive. PCHC/Site: No annuals for initial month of Go-live (if calling for annual, ask if pt having a problem instead) PCHC/Site: limit prebooks during initial month PCHC/Site: Defer new patients for GYN for at least initial month of Go-Live period. Keep waitlist for those requesting appts and contact post-Go-Live. PCHC/Site: Continue to accept new patients for Family Planning, pregnancy tests, OB care throughout Go-Live Increase Capacity Providers: reduce # of referrals/work-up patients longer at site so RNs more available to assist with history/initial record set-up (this will increase capacity of support staff to help enter date/history) Site: Add hours/sessions for existing providers PCHC/Site: consider weekend/evening make-up session for PEs (all Pediatrics or by site) PCHC: Increase Express capacity (add provider hours) to meet demand for sick care PCHC/Site: r educe Colpo to 2x per month (and free additional session for OB/Gyn) PCHC/Site: add hours/sessions for existing providers (by site or as a dept, eg, annuals on Saturday) All Sites: Actively record unmet demand via waitlist in Intergy. Review daily. Reinforce use with call center & front desk staff. Admin: In Dec/Jan, clearly explain to providers how productivity bonus will be affected/calculated during Go-Live time period. No-show rate has dropped – was 40% ◦ ◦ ◦ ◦ Pediatrics < 10% Adult Med 10-12% OB/GYN 14-16% (OB greater than GYN) Pre-books tend to no show greater than open appointments Improved access for patients Improved productivity Improved revenue Once the providers better understand the recall and reminder system, their resistance decreases PCPs get to see their patients when the patient needs them and especially for acute needs which in a traditionally packed schedule acute patients often get sent to urgent care or ED and the provider is left doing a full day of chronic or preventive care Elaine Hardman ◦ elaineh@providencechc.org ◦ Office: 401-444-0400 Ext 3112 ◦ Cell: 401-226-3957 Jackie Fantes ◦ jfantes@providencechc.org ◦ Office: 401-444-0400 Ext 3374 ◦ Cell: 401-864-1951