Improving New Patient Access FPSC

Strategies to Reduce Barriers to

Primary and Specialty Care

FPSC

2015Improving New Patient Access

LORI MACKEY

ELIZABETH HILTON

THE PRESENTERS

Senior Associate Dean for Operations and Finance

University of Cincinnati College of Medicine

Chief Operating Officer

Physician Group, UC Health

Director of Access

Physician Group, UC Health

BACKGROUND

THE BEGINNING

DIAGNOSING THE PROBLEM

ESTABLISHING GOVERNANCE

SETTING STANDARDS

1

2

3

4

5

TOPICS COVERED

UTILIZING TOOLS FOR SUCCESS6

MOVING FORWARD7

BACKGROUND

OUR ORGANIZATION

UC Health

West Chester

HospitalSuburban Outreach

Drake CenterPost Acute Care Facility

College of Medicine University of Cincinnati Faculty Practice Plan

University of

Cincinnati Medical

Center

UC Health Ambulatory

200+

OUTPATIENT SPECIALTY CLINICS

90+

LOCATIONS

760

PHYSICIANS

PHYSICIAN GROUP

18

ACADEMIC CLINICAL DEPARTMENTS

360

MID-LEVEL PROVIDERS

1,500,000

ANNUAL VISITS

1,250

STAFF EMPLOYEES

o Anesthesiao Dermatologyo Emergency Medicineo Environmental Healtho Family Medicineo Internal Medicine

o Cardiologyo Digestive Diseaseso Endocrinologyo General Internal Medicineo Hematology/Oncologyo Infectious Diseaseo Nephrologyo Pulmonary, Critical Care & Sleep

Medicineo Rheumatology/Immunology

o Integrative Medicineo Neurology o OB/GYNo Ophthalmology

CLINICAL PRACTICES

o Otolaryngologyo Paino Pathologyo Primary Care Networko Psychiatryo PM&Ro Radiation Oncologyo Radiologyo Surgery

o Burno Cardiaco Colon & Rectalo General o Oral & Maxillofacialo Plastico Thoracico Transplanto Traumao Urologyo Vascular

THE BEGINNING

BECOMING UC HEALTH

o APPOINTMENT SCHEDULING WAS DECENTRALIZED BY --- DEPT --- DIVISION ---

PHYSICIAN

o SECRETARIES & NURSES WERE THE DRIVERS

o NO CENTRALIZED TELEPHONE NUMBERS (CARDIOLOGY = 21 NUMBERS)

o NO SERVICE STANDARDS

o NO BRAND AWARENESS IN THE COMMUNITY

o HIGH INDIGENT PAYOR MIX

o BUSINESS WAS LARGELY BASED DOWNTOWN

o PATIENTS UNHAPPY & COMPLAINED PRACTICES WERE HARSH AND CONFUSING

o REFERRING PROVIDERS UNHAPPY & COMPLAINED THAT THE COM WAS A “BLACK

HOLE”

o FACULTY PRACTICE PLAN LOST $8 MILLION DOLLARS IN 2008

THE BEGINNING 2008

THE BEGINNING “Logo Soup”

17 CORPORATIONS INDEPENDANTLY FUNCTIONING AS A PHYSICIAN GROUP

DIAGNOSING THE

PROBLEM

IDENTIFYING THE CHALLENGES

HIRED A MARKETING FIRM

INTITIATED PATIENT SATISFACTION SURVEYS

INTITIATED REFERRING PHYSICAN SATISFACTION SURVEYS

A

B

C

DIAGNOSING THE PROBLEM: THE RESEARCH

CONSISTENT BRAND

CENTRAL RECOGNIZABLE TELEPHONE

NUMBER

PROVIDERS APPEAR TO NOT CARE ABOUT PATIENTS

CONSISTENT & RELIABLE

TELEPHONE SYSTEM

A

B

C

D

DIAGNOSING THE PROBLEM: THE FINDINGS

EMORE APPOINTMENT AVAILABILITY

& EASIER PROCESSES

FMD TRIAGE SYSTEM FOR URGENT

APPOINTMENTS

ESTABLISHING

GOVERNANCE

BUILDING THE TEAM TO IMPLEMENT SOLUTIONS


2008WORK GROUP

Engaged a consulting firm to developed metrics and accelerate

the move towards CENTRALIZATION

FORMED AN INTERNAL WORKGROUP:

• Developed a single brand

• Implemented standardized telephone verbiage and trees

• Mandated centralized scheduling at the division level

• Standardized scheduling templates

• Discussed developing a centralized scheduling center

• Publically reported 3rd Next Available appointment

2010CONSULTANTS


2008WORK GROUP

2010CONSULTANTS

Consultant Recommendations:

• Develop a centralized scheduling center for telephone appointments

• Incorporate indigent and resident scheduling into the Physician

Group

• Develop standardized policies and procedures for the clinics

(blocking, bumping, etc.)

• Simplify processes – standardize visit types and durations

• Open up templates – Open Access and slots vs. visits

• Develop standard reports and implement transparent reporting

• Automate referral workflows

• Create a recognizable number for Physician Group

• Implement a new phone system and standardize phone trees and

options

• Separate clinical calls and scheduling calls

• CREATE A SCHEDULING TASK FORCE FOR IMPLEMENTATION


2008WORK GROUP

2010CONSULTANTS

2011SCHEDULING

TASK FORCE

EXECUTIVE LEADER: Executive Business Director, Internal Medicine

EXECUTIVE SPONSOR: COO, Physician Group

ATTENDEES: ACCESS

CLINICAL OPERATIONS

IT

PHYSICIAN BILLING

REVENUE CYCLE

Director

VP and Managers

Director and Manager

Director

SVP and Director

STA

KE

HO

LD

ER

S

To provide our customers with an effective process for scheduling appointments for outpatient services across UC Health.

CH

AR

TE

R


2008WORK GROUP

2010CONSULTANTS

GO

AL To standardize and consolidate all outpatient clinic appointment telephone scheduling

through one central call center, that is unified and efficient across UC Health.

2011SCHEDULING

TASK FORCE

SCHEDULING STANDARDS • Visit Types• Provider Templates• Preps

TELEPHONE ACCESS • Upgrade Phone System• Standardize Phone Trees• Standardize Phone Message

FO

CU

S

CENTRALIZATION

STANDARDS & STRATEGIES TO TACKLE THE

CHALLENGES OF CENTRALIZATION

SERVICE LEVEL CONSISTENCY

BROADER UNDERSTANDING OF SYSTEM SCHEDULING RULES

ABILITY TO MEASURE PERFORMANCE CONSISTENTLY

STAFF TRAINING AND COVERAGE

AUTOMATION

1

2

3

4

5

LOSS OF AUTONOMY

INABLITY TO CUSTOMIZE SCHEDULES

LACK OF PERSONALIZATION

RELATIONSHIP WITH PATIENT

PROVIDER CONTROL

1

2

3

4

5

CENTRALIZATION: THE PROS AND CONS

COO

Director of Access

Asst. Director of Access

Supervisor

Supervisor

Template Maintenance

Trainer

Questionnaire Builder

IT Manager

Clinical EPIC Builder

WOMENS

HEALTH

Team Lead

Team Lead

ORTHOPAEDICS

INTERNAL MED

PRIMARY CARE

NEUROLOGY

ENT

CENTRALIZATION: ORGANIZATION CHART

ROLE FTE

DIRECTOR: 1.0

ASST DIRECTOR: 1.0

SUPERVISORS: 2.0

TEAM LEADS: 2.0

SCHEDULERS: 36.2

TECHINCAL TEAM: 3.4

AVERAGE # INBOUND CALLS PER DAY: 3,700

CENTRALIZATION: SCHEDULING ALGORITMS

CENTRALIZATION: THE QUESTIONNAIRE

• More appropriate match of provider to patient

• More information obtained prior to the visit

• Provider can see the visit type on the schedule

• Schedulers can be cross-trained

CENTRALIZATION: THE QUESTIONNAIRE

CENTRALIZATION: SCHEDULING BY DIAGNOSIS

Patient: “I have headaches”

Scheduler: uses EPIC questionnaire to determine

severity, onset and previous treatment

Depending on answers patient is scheduled with:

Sub-Specialty: Headache TMJ Facial Pain Trigeminal

Neuralgia

Department: Neurology Dentistry ENT Neurology

CENTRALIZATION: CONSULT SERVICE

A Phone Call AwayPhysician-to-Physician Communication with UCMD

CENTRALIZATION:

• Communicate with your doctor

• Access your test results

• Request prescription renewals

• View details of your past and upcoming appointments

• Schedule and Cancel Appointments

CENTRALIZATION: GROWTH PLAN

Cardiology, Endocrinology,

Gastroenterology, Haematology/Oncology,

Infectious Disease, Nephology,

Orthopaedics, Primary Care, Pulmonology,

Rheumatology

Neurology, Primary Care

Infectious Disease, Ob/Gyn, Primary Care

Sleep Medicine, Otolaryngology, Primary Care

Dermatology, Primary Care

Student Health, Surgery: Cardiothoracic,

General, Plastics, Podiatry, Oncology,

Transplant, Trauma, Urology, Vascular

GynOncology, Ophthalmology, Pain Medicine,

Perioperative Care, Psychiatry, Radiation

Oncology

FY 12

FY 13

FY 14

FY 15

In

Progress

Planned

for FY 16

SETTING STANDARDS

SHARED EXPECTATIONS

PROVIDER EXPECTATIONS

SLOTS EXPECTED PER CLINIC

NO SHOW

% NEW PATIENTS

BUMP RATE

1

2

4

5

6

SETTING STANDARDS: ACCESS COMMENTATOR

APPOINTMENT LAG7

PHONE METRICS8

PATIENT SATISFACTION9

FILL RATE3

Mar 2015

Patient Access CommentatorMar 2015

Capacity Analysis (MD Only)

Scheduling TelephonePatient

Satisfaction

MeasureOutpatient

Provider Effort

Slots Expected Per Clinic

Expected Slots

Slots FilledSlot Fill

Rate No Show

Rate

Cancelled w/in 24 hrs

of DOS% NPV

Bump Rate

Third Next Available

NEW

NEW Patient Appt Lag Days

NEW MEDICAID Lag Days

Abandoned Call Rate

Queue Time

Ease of Scheduling

Benchmark -- -- -- -- ↑ 90% -- -- -- ↓ 1% ↓ 10 ↓ 14 ↓ 14 ↓ 3% ↓ 0:20 ↑ 90%

↓ 80% ↑ 3% ↑ 13 ↑ 22 ↑ 22 ↑ 5% ↑ 0:30 ↓ 80%

Anesthesia 2.44 12.00 1,005 1,225 122% 3.3% 14.2% 9.9% 0.9% 1.0 8.25 -- -- -- 87%

Dermatology 8.81 16.00 4,830 4,236 88% 5.3% 16.6% 27.2% 1.2% 2.6 20.07 25.07 3.48% 0:43 91%

Family Medicine - UC Student Health 0.00 0.00 0 0 -- 4.4% 9.6% 5.8% 0.9% -- 5.14 -- -- -- 68%

Int. Med. - Cardiology 10.21 11.52 3,592 2,472 69% 8.5% 12.0% 10.5% 7.9% 4.8 16.36 14.67 11.12% 1:22 80%

Int. Med. - Digestive Disease 3.92 11.53 1,543 1,483 96% 13.2% 18.3% 39.6% 4.5% 11.2 22.13 17.97 11.12% 1:22 50%

Int. Med. - Endocrinology 5.05 10.55 1,713 1,263 74% 8.6% 18.0% 18.0% 2.1% 15.8 41.67 30.45 11.12% 1:22 89%

Int. Med. - Gastroenterology North 1.22 13.33 564 390 69% 6.5% 15.7% 38.4% 2.5% 8.0 24.50 23.40 11.12% 1:22 90%

Int. Med. - GIM Faculty Practice 1.78 16.00 1,084 1,695 156% 14.4% 16.4% 11.3% 1.2% 101.8 64.97 74.18 11.12% 1:22 --

METRIC DEFINITION

OUTPATIENT

PROVIDER

EXPECTATIONS

FTE BASED ON CONTRACTUAL

CLINICAL OBLIGATIONS

NUMBER OF SESSIONS

TO BE CONSIDERED

FULL TIME

FTE SESSION REQUIREMENTS ARE

SET BY DEPARTMENT AND ARE USUALLY EITHER 9 OR 10 PER

WEEK

FTE ADJUSTEDSESSIONS REQUIRED PER

CONTRACT

NUMBER OF WEEKS WORKED

52 WEEKS LESS 7 FOR VACATION AND CME

SESSION DURATION 4 HOURS

OUTPATIENT PROVIDER EXPECTATIONS1

CENTRALIZATION: SETTING STANDARDS

METRIC DEFINITION

SLOT

DURATION

THE LENGTH OF THE PROVIDERS

SHORTEST VISIT TYPE

NUMBER OF

SLOTS PER

YEAR

ANNUAL HOURS

SLOT DURATION

DAILY SLOTS

SCHEDULABLE

# SLOTS PER YEAR

BUSINESS DAYS

SLOTS EXPECTED PER CLINIC2


OUTPATIENT EXPECTATIONS – OFFER LETTERS1

Based on our mutual understanding, your initial allocation of effort will be as follows:

Clinical: 80%Clinical Trials 10%Education 10%Total: 100%

Clinical Practice:We look forward to helping you develop your ongoing interest and expertise in the area of Interventional Cardiology. This will include developing a multidisciplinary valve clinic as well as fostering relationships with local health networks.

Your estimated clinical efforts will include twelve (12) weeks of inpatient service at the University of Cincinnati Medical Center (UCMC) as assigned by the division, including CCU, 6 South, and consult service; FOUR 4-HOUR SESSIONS OF OUTPATIENT CLINICS at the Medical Arts Building (MAB) or other locations as assigned; and one (1) full day of procedures at UCMC per week, plus participation in call coverage. It is important to know that your clinical effort can change based on the needs of the department.

In an effort to enhance and monitor adherence to our patient care mission, we expect patient referrals to be made to FPP specialties and UC Health facilities, subject to patient choice, third party payor requirements and your judgment as to the best medical interests of the patient. In addition, all FPP physicians participate in the care of indigent patients and in teaching activities for our students, residents and fellows.


OUTPATIENT EXPECTATIONS - CARDIOLOGIST1

UNIVERSITY OF CINCINNATI - FPP

DEPARTMENT OF INTERNAL MEDICINE - CARDIOLGY

Outpatient Clinic Effort Allocation for Provider: 100.0% Patients /Slots % Number

New 29% 4.0

Assumptions: Based on Full-Time Effort Est. 71% 10.0

Number of Sessions Per Week 9.0 (A)

Hours Per Session 4.0 (B) Total 100% 14.0

No. Sessions Scheduled Annually 100% O/P Provider (A * 52 weeks) 468 (C) Show Rate 85%

% Clinics Expected to Attend (7 weeks Out of Office) 86.5% (D) Patients Seen 11.9 229.5

No. 4hr Sessions Year Expected to Attend (C * D) 405 (E) Slots Seen 15.3 229.5

No Clinic Cancellations Allowed - Prior to Mandated Make Ups (C - E) 63 (F)

Annual Visits 4,869

Target Hrs for 100% O/P Provider (A * B* 52 weeks) 1,872 (G) Annual wRVUs 9,099

Target Hrs Attended 1,620 (H) wRVU % 74%

Slots Per Session (240 minutes/Shortest Slot Durartion) 16 Annual Charges $966,190

Duration New Slot 30 Annual Payments $434,786

Duration F/Up Slot 15 Collection % 45%

Procedures Per session 5

Established Overbooks 2

wRVU FPSC

25th percentile 5,237



minutes used 4 hr session

minutes used 4 hr session


OUTPATIENT EXPECTATIONS - CARDIOLOGIST1


Effort Allocation for Faculty: Year 1 Expectations for Clinical Effort:

Outpatient 40% Target Weekly 4 Attended Clin Equiv.

Inpatient Services 20% Hours Hr Sessions Hours FTE wRVUs

Procedures/US-FNA 20% Outpatient 749 3.60 636 9,703

Teaching 10% Inpatient 416 2.00 416 9,650

Academic 10% Procedures 416 2.00 354 0

Research 0% Total 1,581 7.60 1,406 19,353

Total 100%

UNIVERSITY OF CINCINNATI - FPP

DEPARTMENT OF INTERNAL MEDICINE - CARDIOLGY

Assistant Professor 1 2 3 4 5

FUNDING:

External Funding:

Clinical Revenue 339,619 484,230 569,902 620,053 751,039 $2,764,843

Clinical Trial Revenue - - 50,000 75,000 100,000 $225,000

Total External Funding 339,619 484,230 619,902 695,053 851,039 $2,989,843

System Support

Sustaining Support - 95,146 97,049 98,989 100,969 $392,153

Total Hospital Support - 95,146 97,049 98,989 100,969 $392,153

Department/Division Funding

Division Funds Teaching - 4,500 4,500 4,500 4,500 $18,000

Total IM Funding - 4,500 4,500 4,500 4,500 $18,000

TOTAL FUNDING 339,619 583,876 721,450 798,543 956,509 $3,399,996

METRIC DEFINITION

FILL RATE

ACTUAL SLOTS WHEN A PATIENT IS

SEEN

EXPECTED SLOTS BASED ON

CONTRACTUAL OBLIGATIONS

PROVIDER MONTHLY FILL RATE3


George, F Orthopedics 274%

Mizeres, S Pulmonary 243%Phillips, S Hematology Oncology 172%Shah, M Dermatology 169%Song, C Cardiology 165%

Oncology 21%Ferry, G Women's Health WC 20%Allen, J Oncology 15%Kahn, F Orthopedics 13%Lopez, P Infectious Diseases 8%

Top 5

Bottom 5

**Only physicians with either 200 expected or filled slots were included

Department Physician**

Bottom 5

Top 5

PC Union Centre 40%Psychology 34%PC Redbank 31%Oncology 30%Infectious Diseases 21%

Pain Center 134%Plastic Surgery 119%Bone Marrow 119%Otolaryngology 101%PC Internal Med WCS 99%

Information was presented at Quarterly Chairs Meetings:

PROVIDER MONTHLY FILL RATE - TRANSPARENCY3


FILL RATE – RESULTS3

CENTRALIZATION: DEVELOPING STRATEGIES

71.0%

75.0%76.0% 76.0%

0

50

100

150

200

250

300

350

400

450

500

60%

65%

70%

75%

80%

85%

90%

FY 2012 FY 2013 FY 2014 YTD FY 2015

NU

MB

ER O

F P

RO

VID

ERS

MEA

SUR

ED

# of Providers Measured Fill Rate

MEASUREMENT DEFINITION

NO SHOW RATE

PATIENTS WHO NO SHOWED

PATIENTS WHO ARRIVED +

CANCELLED WITHIN 24 HOURS + NO

SHOWED

CANCELLATIONS

WITHIN 24

HOURS

PATIENTS WHO CANCELLED WITHIN 24

HOURS



SHOWED

NO SHOWS / 24 HOUR CANCELLATIONS4


How and When??• Upon Scheduling

• EMAIL

• 3 Days before appointment

• EMAIL

• 2 Days before appointment

• VOICE or TEXT


4 NO SHOWS / 24 HOUR CANCELS – REMINDER CALLS


4 NO SHOWS / 24 HOUR CANCELLATIONS-

PERFORMANCE

7.0% 6.7% 6.9%7.6%

14.0%13.5%

14.1%13.6%

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

0%

2%

4%

6%

8%

10%

12%

14%

16%

FY 2012 FY 2013 FY 2014 YTD FY 2015

NU

MB

ER O

F O

UTP

ATI

ENT

VIS

ITS

O/P Visits No Show 24 Hour Cancellation

MEASUREMENT DEFINITION

% NEW PATIENTS

NUMBER OF NEW PATIENTS ARRIVED



SHOWED

% NEW PATIENTS5


% NEW PATIENTS - BENCHMARKING5


Faculty Practice Solutions Center

New Patient Visit

November 2014

MEASURESas values

UC HEALTH

FPSC 25th Percentile




Department of Dermatology Dermatology 31.8% 27.07% 31.64% 35.47% 38.56%

MOHS Surgery 24.26% 14.26% 23.44% 28.08% 40.59%

Department of Medicine

Allergy / Immunology 34.69% 27.69% 32.72% 38.95% 48.32%

Cardiology: Electrophysiology 19.84% 13.98% 18.72% 22.84% 29.01%

Cardiology: Invasive 17.72% 12.87% 15.58% 21.58% 27.74%

Cardiology: Invasive Interventional 17.58% 11.64% 16.61% 21.71% 26.70%

Cardiology: Noninvasive 16.62% 13.64% 15.50% 19.30% 21.68%

Endocrinology / Metabolism 20.39% 17.20% 19.31% 23.14% 27.23%

Gastroenterology 31.99% 26.63% 30.50% 37.03% 41.40%


5 % NEW PATIENTS - PERFORMANCE

19%19%

16%

13% 13%14% 14%

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

0%

5%

10%

15%

20%

25%

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 YTD FY 2015

NU

MB

ER O

F O

UTP

ATI

ENT

VIS

ITS

Number New Patients O/P Visits % New

METRIC DEFINITION

BUMP RATE

NUMBER OF APPOINTMENTS

TOTAL NUMBER OF APPOINTMENTS

SCHEDULED FOR THE MONTH

BUMP RATE6



BUMP RATE – POLICY IMPLEMENTATION6

BUMP RATE - TRANSPARENCY6


225 of 577 providers had a bump rate of 0%175 providers had a bump rate of over 3%

8,114 Total Patients Bumped

Physicians with the highest bump rates (> 20 patients):

Physician DepartmentPatients Bumped

Percent of Total

Scheduled

On List Q1 FY 14

Gallagher, K Cardiology 34 57.63% XFreer, G Neurology 179 33.00%George, C Digestive 35 22.01% X

Shah, A Hem/Onc 95 20.13% XHelfrich, P P, M & R 59 18.85%Morris, K Surgery 59 17.99%Mathis, B Surgery 36 17.65%Aring, P Neurology 47 17.03%Korning, J Nephrology 61 16.00%

Information was presented at Quarterly Chairs Meetings:

BUMP RATE - RESULTS


5.7%

4.4%4.6%

4.2%

3.5%

0

200000

400000

600000

800000

1000000

1200000

0

0.01

0.02

0.03

0.04

0.05

0.06


NU

MB

ER O

F V

ISIT

S

Bumped Visits O/P Visits Bump Rate

9

NEW PATIENT 3RD NEXT & APPOINTMENT LAG7


METRIC DEFINITION

3RD NEXT

AVAILABLE NEW

PATIENT

APPOINTMENT

AVERAGE LENGTH OF TIME IN DAYS

NETWEEN THE DAY A NEW PATIENT

MAKES A REQUEST FOR AN

APPOINTMENT WITH A PHYSICIAN

AND THE 3RD AVAILABLE

APPOINTMENT FOR A VISIT.

NEW PATIENT

APPOINTMENT

LAG DAYS

AVERAGE LENGTH OF TIME IN DAYS

BETWEEN THE DAY A NEW PATIENT

APPOINTMENT WAS SCHEDULED AND

THE APPOINTMENT DATE.


16

8

5 5 5 5

7

25

23 24

22

18

22

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

180,000

0

5

10

15

20

25

30


NU

MB

ER

OF

NE

W A

PP

OIN

TM

EN

TS

3rd Next Available Average Lag Days Average Lag Days Mcaid

7 NEW PATIENT 3RD NEXT & APPOINTMENT LAG -

RESULTS

QUEUE TIME (ASA) / ABANDONNED CALL RATE8


METRIC DEFINITION

QUEUE TIMETHE AVERAGE AMOUNT OF TIME IT

TOOK A CALL TO BE ANSWERED.

ABANDONNED

CALL RATE

CALLS THAT WERE DISCONECTED

BEFORE BEING ANSWERED

ALL CALLS

• REAL TIME monitoring

• QUEUE calls based on agent availability

• FORECAST high volume periods

• RECORD all calls


QUEUE TIME / ABANDONNED CALLS8


QUEUE TIME / ABANDONNED CALLS – PHONE TREES8

Thank you for choosing UC Health. To help us serve you better, please listen to

the following options:

If this is an emergency, please hang up and call 911.

• If you’re calling to schedule, reschedule or cancel an appointment, please press 1

• If you’re calling for a prescription refill, please press 2Please contact your pharmacy directly for prescription refills. If you are encountering any

issues with refilling a prescription or need a prescription for a controlled substance, please

press 1

• If you’re calling to speak with a member of our medical staff, please press 3

• If you’re calling about medical records, please press 4

• If you’re calling about your bill, please press 5

Again, thank you for choosing UC Health. We look forward to providing all of your health

care needs.

To repeat these options, please press #


QUEUE TIME / ABANDONNED CALLS – RESULTS8

7.29%

6.75%

4.89%

6.67%0:43 0:42

0:31

0:46

0:00

0:09

0:17

0:26

0:35

0:43

0:52

0%

1%

2%

3%

4%

5%

6%

7%

8%

FY 2012 FY 2013 FY 2014 YTD FY 2015

QU

EU

ET

IME

AB

AN

DO

NN

ED

CA

LL

RA

TE

Abandonned Call Rate Queue Time

PATIENT SATISFACTION9


METRIC DEFINITION

SCHEDULING

SATISFACTION

ANSWER TO PRESS GANEY QUESTION

– “”

PROVIDER

SATISFACTION

ANSWER TO PRESS GANEY QUESTION

– “”

PATIENT SATISFACTION (Ease of Scheduling) -

RESULTS


67%

76%

68%

74%

80%

88% 88%

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

60%

65%

70%

75%

80%

85%

90%

95%

100%


NU

MB

ER O

F O

UTP

ATI

ENT

VIS

ITS

O/P Visits Ease of Scheduling Ease of Scheduling Goal

9

PATIENT SATISFACTION (Likelihood to refer)

- RESULTS


77%78%

84%83%

86%

89% 89%

81%82% 83%

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

75%

80%

85%

90%

95%

100%


TOTA

L N

UM

BER

OF

VIS

ITS

Likely to Refer Likely to Refer Goal Provider Rating Provider Rating Goal

9

IN THE BEGINNING – WE WERE ….

17 CORPORATIONS INDEPENDANTLY FUNCTIONING AS A PHYSICIAN GROUP

NOW …..

We are

Improving New Patient Access FPSC

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