1 FY’02 ASA Presentation Occupational Medical Service, DS “Medical Care in a Timely Fashion”...
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Transcript of 1 FY’02 ASA Presentation Occupational Medical Service, DS “Medical Care in a Timely Fashion”...
1
FY’02 ASA Presentation
Occupational Medical Service, DS“Medical Care in a Timely Fashion”
Presented by: James Schmitt
Team Members: Alpha BaileyJames BurgerRobert Ostrowski (Team Leader)James Schmitt
Office of Research Services, NIH
18 November 2002
2
Table of ContentsIntroduction ……………. ………………………………………………….ASA Template …………………………….………………………………..
Customer Perspective……………………….………………………………Customer Segmentation …………………….…………………………………..Customer Satisfaction……………………….…………………………………..
Internal Business Process Perspective………………………………………Process Map……………….……………………………………………………..Conclusions from Discrete Services Deployment Flowcharts……………………Process Measures…………………………………………………………………
Learning and Growth Perspective……………………………………………Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data…………Analysis of Readiness Conclusions………………………………………………
Financial Perspective…………………………………………………………Unit Cost…………………………………………………………………………..Asset Utilization…………………………………………………………………..
Conclusions and Recommendations………………………………………….Conclusions from FY02 ASA..……………………………………………………Recommendations…………………………………………………………………
3
Introduction
4
Occupational Medical Service (OMS)
The OMS mission is to provide:
• Work-related medical care• Preplacement medical evaluations• Occupational injuries and illnesses• Surveillance for health hazards at the worksite• Return to work evaluations
• Care for personal medical emergencies
• Health promotion activities
5
OMS Quality Improvement (QI) Efforts
• 1991 - QI training is part of OMS orientation
• 1992 - Each employee completes a QI project
• 1992 - Cross-functional QI Teams formed• Customer satisfaction surveys• Computer application development• Review of the preplacement evaluation process• Review of clinic hours• Review of services available for occupational
injuries
• 1992 - External audit of the OMS QI program
6
OMS QI Efforts (cont.)
• Customer Satisfaction Surveys prior to the ASA
• External customer (employee) surveys• April 1995, November 1995, April 1996,
May 1997, April 1999, March 2001
• External customer (supervisor) survey• October 1997
• Internal customer (OMS) surveys• August 1995, June 1996
7
ASA Template
8
ASA Template - 2002
Customer Value Proposition
Team Leader
Provide occupational medical services
Discrete Services
Service Group
Customer Intimacy Sustain
Provide work-related, emergent and urgent medical care in a timely manner
DS1: Provide occupational medical services
Product Leadership Harvest
Robert Ostrowski
Operational Excellence Growth
Service Strategy
Team Members
Alpha Bailey, James Burger, Robert Ostrowski, James Schmitt
Customer Perspective
X
X
9
Maintain Safe Working Environment - Provide Occupational Medical Service (OMS)
Customer PerspectivePerformance Objective Performance Measure
Increase unders tanding of customer base
Customer segmentation of Discrete Services
Increase customer satisfaction
Customer satisfaction ratings from the ORS Customer Scorecard for each Discrete Service
Medical care in a timely fashion
Time in OMS prior to being evaluated by an OMS health care provider, with or without an appointment
Internal Business Process PerspectivePerformance Objective Performance Measure
Increase unders tanding of processes .
Complete process maps of Service Group/Discrete Services
Identify methods to measure processes .
Identify and report on process measures for Discrete Services
Meet or exceed goals for the timeliness of service
Patients should be seen within 15 minutes of their scheduled appointments . Patients with unscheduled vis its should be seen: within 2 minutes for medical emergency medical care; within 2 hours for urgent medical care; and within 2 work days for routine medical care
Learning and Growth PerspectivePerformance Objective Performance Measure
Enhance quality of work life for employees in ORS.
TurnoverSick Leave UsageContacts /Complaints with EEO/ER/ADRAwards/Recognition
Maintain & enhance competencies for the future organization.
Analysis of Readiness Index
Financial PerspectivePerformance Objective Performance Measure
Minimize unit cost at a defined service level.
Change in Unit Cost for each Discrete Service
Maximize utilization of assets .
Actual assets utilized/planned asset utilization for each Discrete Service
10
“Care in a Timely Fashion”
• Our team elected to examine more closely the timeliness of clinical care provided in the OMS Building 10 clinic for:
• Routine work-related visits (both with and without appointments)
• Personal medial emergencies
• Personal urgent medical problems
11
Customer Perspective
Customer Segmentation
12
23%
17%
11%7%
6%
6%
5%
4%
3%
2%
2%
2%
12%
CC
Contractors
NCI
DES
ORS (excluding DES)
NIAID
OD (excuding ORS)
NHLBI
NIMH
NINDS
NICHD
NLM
18 Other ICs + FDA
NIH Injury / Illness Data FY'02 (n = 1345)
13
Customer Segmentation (cont.)
• NIH occupational injury/illness data FY’02
• 23% Clinical Center employees
• 18% Office of the Director employees• 7% DES• 6% ORS, non-DES• 5% OD, non-ORS
• 17% Contractors
• 11% NCI
• 6% NIAID
• 31% Other 22 ICs and the FDA
14
Customer Perspective
Customer Satisfaction
15
External Customer Survey
• Is based upon the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) criteria for outpatient medical care
• Employees’ top 5 priorities
1. Competent, safe medical care
2. Care in a timely fashion
3. Effective communications with staff
4. Clean, organized environment
5. Respect and caring
16
0
1
2
3
4
Competent, safemedical care
Care in a timely fashion
Effective communicationswith staff
Clean, organizedenvironment
Respect andcaring
OMS Customer Satisfaction Survey ResultsApril 1995 and March 2001
1995 (n=361)
2001 (n=100)
4 = Strongly Agree, 3 = Agree, 2 = Disagree, 1 = Strongly Disagree
17
Customer Satisfaction (cont.)
• Percent of OMS customers that ‘agreed’ or ‘strongly agreed’ that medical care was provided in a timely fashion (wait < 15 min.)
• 1995, April 96.5 % of 361
• 1995, November 97.5% of 332
• 1996, April not surveyed
• 1997, May not surveyed
• 1999, April 99.4% of 314
• 2001, February 98.0% of 100
18
Internal BusinessProcess Perspective
19
Block Diagram of Service Group• Service Group and discrete service are one and the
same:
• A more meaningful high-level view is provided on the next page
Provide OccupationalMedical Services
20
Patient Arrives Checks InEvaluated byHealth Care
Provider
Returns toWorkplace
Maintain Safe Working EnvironmentProvide Occupational Medical Services
21
Deployment Flowchart
22Page 1
Occupational Medical Service Care in a Timely Fashion Process MapFriday, November 01, 2002
PatientOMS
AdministrativeStaff
OMS TriageNurse
OMS ClinicianPersonal Health CareProvider, Hospital orUrgent Care Facility
Arrives atOMS andrequests
evaluation
Was there ascheduled
appointment ?
Updateadministrativedata and notify
OMS clinician ofthe patient’s
arrival
Updatesadministrative
data and notifiesthe triage nurse
Evaluates thepatient at OMS
clinic
Does therequest fall
within the OMSscope of
services ?
Is the needEmergent,Urgent orRoutine ?
Schedule anappointment
Schedule anappointment
PerformEvaluation
Discharge toPatient’s HealthCare Provider
PerformEvaluation
PerformEvaluation
Yes
No
No
Yes
EmergentUrgent
Routine
PerformEvaluation
23
• The OMS triage nurse plays a pivotal role in the operation of the Building 10 clinic.
• The triage nurse is responsible for determining:
• whether the request for service falls within OMS’ scope of services,
• the relative urgency of the visit, and • the level of care required.
Conclusions from OMS Discrete Services Deployment Flowchart
24
Process Measures
25
OMS Survey Data - Visits With Appointments, March 2002
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
Min
ute
s
Acceptable Wait For Evaluation Actual Wait For Evaluation
26
Visits With Appointments
• Prior surveys set 15 minutes as a reasonable time a customer with an appointment may wait to be evaluated by an OMS provider.
• This survey redefined a reasonable wait as 5 minutes.• The average wait in this survey was 7.5 minutes• The average was skewed by the time taken for
preplacement medical evaluations and related laboratory visits.
27
OMS Survey Data - Visits Without Appointments - Triage, October 2002
0
5 5 5
0
5 5 5
0
1
2
3
4
5
6
(n=31) Emergency (n=44) Urgent (n=22) Routine (n=84) TriageOnly
Min
ute
s
Ideal Median Time to Triage Actual Median Time to Triage
28
Visits Without AppointmentsTriage
• The expected wait to be evaluated by the OMS triage nurse is less than 1 minute for emergencies and 5 minutes or less for all other visits.
• The actual waiting time to be evaluated by the triage nurse was 0 minutes for emergencies and 5 minutes for all other visits.
29
OMS Survey Data - Visits Without Appointments - Appointment, October 2002
0
20
40
60
80
100
120
140
160
180
200
(n=31) Emergency (n=44) Urgent (n=22) Routine
Min
ute
s
Ideal Median Time to Appointment Actual Median Time to Appointment
30
Visits Without AppointmentsNext Available Appointment
• Ideally, a visitor with a medical emergency will receive an appointment within 2 minutes. • The median wait time for an appointment was 9
minutes. The most frequent reported wait was 0 minutes.
• Ideally, a visitor with an urgent medical problem will receive an appointment within an hour.• The median wait time for an appointment was 20
minutes.
31
Visits Without AppointmentsNext Available Appointment
(cont.)
• Ideally, a visitor with a routine medical need will be offered an appointment within 3 hours.• The median wait time for an appointment was 20
minutes.
32
Learning and Growth Perspective
33
• Annual bonus program for OMS employees.
• Awards based upon the employee’s• Performance and• Significant contributions that significantly
• enhanced the quality of OMS services, or • made OMS a more enjoyable worksite
• 100% received a performance-based bonus.
• 30% received a bonus for a significant contribution.
Conclusions from Awards Data
34
What is the correct mix of skills and abilities to work in OMS?
1. Customer service mentality - “people skills”
2. Communication skills
3. Common sense
4. Commitment to being part of a team
5. Technical skills (e.g., clinical competency, experience with OWCP, etc.,)
Analysis of Readiness Conclusions
35
• Implications of the wrong mix of skills, abilities or tools to carry out OMS’ mission?• Longer waits, less efficient, and possibly, less
competent care.
• Compromise OMS’ role in providing a safe and healthy work environment.
• In many instances this may only be an inconvenience. However, in some situations workers’ lives may be jeopardized (i.e., care for chest pain, asthma, anaphylaxis, exposures to HIV-1 and herpes B virus.)
Analysis of Readiness Conclusions
36
Financial Perspective
37
• The units for OMS are the number of patient visits recorded.• Consultations, medical reviews, presentations,
and other services that do not involve direct patient care were not included.
• Costs for the OMS contract include the following:• Contract staff costs• Computer application developer• NIH personnel costs• IT expenses• Supplies and materials
Unit Cost Measures
38
Unit Cost Measures (cont.)
FY’02 FY’03
Total Costs $2,494,988 $2,542,318
Total Visits 34,881 35,927
Cost/Visit $71.53 $70.76
39
Change in Total Cost Unit
$71.53
$70.76
$70.20
$70.40
$70.60
$70.80
$71.00
$71.20
$71.40
$71.60
FY'02 FY'03
Un
it C
ost
Per P
ati
en
t C
on
tact
40
OMS Asset (Staff) Utilization
0
47155
5239
0
10000
20000
30000
40000
50000
60000
1
28.48 FTEs
Hou
rs W
ork
ed
Productive Hours Nonproductive Hours
41
• OMS has 28.48 FTE• Asset utilization = 90%
• The 10% shortfall is the anticipated consequence of staffing OMS so that there are always clinicians available to attend to medical emergencies and requests for urgent care
• This percentage would be higher, if the OMS triage nurses routinely declined employee requests for immediate care for non-emergent medical complaints
Asset Utilization Measures
42
Conclusions and Recommendations
43
Conclusions from ASA FY02
1. OMS has a well established QI program.
2. Customer satisfaction for each of their 5 top priorities has been exceptionally high for the last 7 years.
3. The increased average wait for appointments was largely due to the time required to construct a clinical record for workers receiving preplacement exams and language barriers.
4. The triage system is working.
44
Conclusions from ASA FY02 (cont.)
5. The OMS triage nurse routinely accommodates employees’ desire to be seen immediately for routine services.
6. The mechanism for capturing “appointment time” for emergency medical care in this study was faulty.
7. OMS staff increasingly rely on a customized software application for the operation of the Building 10 clinic.
45
• Repeat the study within the next two years and broaden the types of visits examined (e.g., return visits for occupational injuries, international travel, surveillance program visits).
• Request that individuals receiving a preplacement medical evaluation report to OMS 20 minutes before their scheduled evaluation.
Recommendations