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Enhancing patient satisfaction, safety, and risk management through medical call centers
- 1. Maryland MGMA Enhancing patient satisfaction, safety, and risk management through medical call centers September 24, 2010 presented by Tina Minnick, Director of Business Development TeamHealth Medical Call Center 1
- 2. The insults ―moron,‖―idiot,‖ ―imbecile,‖ and ―cretin‖ were all once official medical diagnoses. - Balderdash & Piffle, BBC 2 2
- 3. Today, we willtalk about: • Healthcare reform impact • Accountable Care Organizations • Traditional & Innovative solutions bringing it all together 3
- 4. Resources • TeamHealth – Dr. Gar LaSalle, Chief Medical Officer – TeamHealth Midsouth • HFMA • AHLA Connections • Facebook and Twitter • Studer Group 4
- 5. Resources You! 5
- 6. Healthcare Statistics • National Health Care was in excess of $2.9 trillion in 2009, (an average of $9,300 per person, per year) • Health Care spending is 4.3 times National Defense spending • The average cost per family for health insurance in 2006 was $11,500 • It is estimated that Health Care Fraud in the U.S. is over $50 billion each year and rising 6
- 7. Healthcare Statistics • Medicare is among the top three Federal programs with improper payments, totaling an estimated $10.4 billion/3.6% of the total improper payments in 2008. • Medicare pays without looking therefore, potential for waste, fraud and abuse are high. 7
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- 9. Healthcare Reform Goals •Reduce costs with goal to assure affordable coverage, and: – Invest in prevention & wellness – Improve safety and patient care 9
- 10. What does thismean for you? • Creating a financial sense of urgency: – Revenue growth – Focus on value – Identify improvements that enhance quality while they drive down cost • Growing the patient experience: – Quality outcome & high-touch experience • Opportunity to ask questions: – ‗Why do we do it this way?‘ – ‗Why aren‘t we doing this?‘ 10
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- 12. Accountable Care Organizations •Getting started – Target market – Local ACO? – Reimbursement structure – Identify patient-related strategies – Identify organizational strategies 12
- 13. Accountable Care Organizations •Managing risk and the market place – Timely information – Who does what? – Cost to begin an ACO/ongoing costs – Which physicians will participate? 13
- 14. Trivia Which plant shootsfrom the hip? 14
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- 16. Traditional Call CenterSolutions • Clinical – Community lines – Physician after-hours services 16
- 17. Traditional Call CenterSolutions • Non-clinical – Physician referral – Class scheduling 17
- 18. WIIFM? • Market share • Brand presence • Market growth • ROI • Community outreach, (non-profit hospitals can satisfy IRS qualifications) • Recruiting & retention opportunities • Best allocation of resources 18
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- 20. Innovation How do youmove forward on the monkey bars? You let go of the bar behind you. 20
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- 23. Innovation—Twist on CommunityOutreach and Class Scheduling Combined with social media, can be a new way to approach the market 23
- 24. Hospitals and SocialMedia • At least 540 hospitals are using social media in the United States • Hospitals account for: – 247 YouTube channels – 316 Facebook pages – 419 Twitter accounts – 67 blogs 24
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- 29. Social Media Risk • HIPAA violations • Employee policies 29
- 30. Social Media ishere to stay • Not using social media could create a generational gap in communication • Educate employees on the right use 30
- 31. WIIFM? • Market share • Brand presence • Market growth • Community outreach 31
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- 34. ―Patient safety isat the core of every health care provider‘s mission. And unless there is tort reform, you must also address patient care from a risk management standpoint.‖ — Dr. Gar LaSalle, CMO TeamHealth 34
- 35. Innovation—New approach onan old routine 35
- 36. Innovation—Patient Satisfaction, Safety andRisk Management • Post Discharge Calls • Who should make these calls? – Emergency Department – Inpatient – Outpatient – Other 36
- 37. Obstacles to thepatient follow-up routine 37
- 38. What should PostDischarge calls include? • Follow-up PCP appointment? • Do you understand your discharge instructions? • Did you receive the follow up care you needed? • Have your symptoms subsided? Any new symptoms? • Document, document, document 38
- 39. Annals of InternalMedicine, February 2003 Type of Adverse Events “Nearly 1 in 5 patients”* Other 400 patients surveyed Fall 8% 76 (19%) had adverse events after discharge Nosocomial 4% Infection 5% Adverse Procedure Drug Related 17% 66% Event * 81 events occurred in 76 patients * 81 events occurred in 76 patients “Adverse Events After Discharge from Hospital” * “Adverse Events After Discharge from Hospital”, Annals of Internal Medicine, February 2003
- 40. State University ofNew York Study Mayo Clinic Proceedings, August 2005 • Only 28% knew medication names • Only 37% knew purpose of medication • Only 14% knew side effects State University of New York Study Mayo Clinic Proceedings, August 2005
- 41. What else shouldPost Discharge Calls include? • Concern • Compassion • Care • Help the patient move forward with next steps in care process 41
- 42. Examples of outboundPost Discharge ED Calls • AMA‘s • Falls by the elderly and the young • Patients who may be a concern because of confusion or dementia • Patients who are not appropriate for admission • Pediatric discharges with a high fever but no other serious symptoms 42
- 43. Specific ED riskmanagement discharge calls • TIA‘s – Some will have an adverse event within 2 – 5 days 43
- 44. Specific ED riskmanagement discharge calls • Abdominal pain – when the cause hasn‘t declared itself at time of discharge 44
- 45. Post Discharge Callbenefits: • Reduce non-reimbursable readmissions • Patient safety • Patient satisfaction • Reduce risk • Brand presence • Best allocation of resources 45
- 46. Additional Post DischargeCall - Benefits • Clinical Quality • Reward and Recognition • Reconfirms discharge instructions • Reduces patient anxiety • Reduces complaints and claims • Reinforces patient perception that excellent care has been provided • Process Improvement
- 47. Post Discharge Calls and HCAHPS Seven composites: • Nurse communication (Q 1–3) • Doctor communication (Q 5–7) • Responsiveness of hospital staff (Q 4, Q 11) • Cleanliness, quiet of hospital environment (Q 8-9) • Pain management (Q 13-14) • Communication about medicines (Q 16-17) • Discharge information (Q 19-20)
- 48. Post Discharge Calls Likelihood of Recommending – Inpatient “Likelihood of Recommending” 100 98 98 99 98 98 98 99 90 80 75 76 70 64 60 62 Percentile Rank 60 56 59 50 40 30 20 10 No No No No No No No Call Call Call Call Call Call Call Call Call Call Call Call Call Call 0 3Q06 4Q06 1Q07 2Q07 3Q07 4Q07 1Q08 Source: New Jersey Hospital, Total beds = 775 Studer Group No Call Call Source: New Jersey Hospital, Total beds = 775
- 49. Post Discharge Calls Likelihood of Recommending - ED “Likelihood of Recommending” 100 95 93 93 88 87 90 80 76 77 76 70 70 62 63 Percentile Rank 60 47 47 50 38 40 32 27 29 30 25 20 10 No No No No No No No No No Call Call Call Call Call Call Call Call Call Call Call Call Call Call Call Call Call Call 0 1Q 06 2Q06 3Q06 4Q06 1Q07 2Q07 3Q07 4Q07 1Q08 Source: New Jersey Hospital, ED Visits: 85,034, Total beds = 775 Studer Group No Call Call Source: New Jersey Hospital, ED Visits: 85,034, Total beds = 775
- 50. Post-Discharge Calls: Impact on Complaints Cleveland Clinic Foundation, Cleveland, OH • Compliments increased from 28% to 78% • Patient complaints decreased from 20% to 2% Source: Cleveland Clinic, Total beds: 1,000
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- 52. Innovation—Patient Experience: Our observations Common practices needed to become more physician-specific 52
- 53. Our solution Dedicated outbound patient satisfaction calls 53
- 54. What did wedo with the information? Brag Board 54
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- 56. Challenges and LearningExperiences • Highly organized program • Managing data and delivery – Frequency – Benchmarking • Reminder: – Coaching and motivational tool – Not a replacement tool for formal surveys 56
- 57. Benefits • Improved patient satisfaction? – Sometimes, not always • The big picture: LEADERSHIP – ED is the front door for the hospital – Coaching for clinicians – Building a culture through encouragement – Accountability 57
- 58. Overall, why isit important? • Leadership • Brand Marketing • Service Recovery • Tool for your clinicians – Recognition – Customer happiness – Loyal customers 58
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- 60. Reform and AccountableCare • Healthcare Reform and ACO‘s will cause us to be more proactive: – Patient care and safety – Reimbursement strategies • Quality outcomes • Patient satisfaction – Revenue Growth 60
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- 62. What can youdo? • Traditional approaches: – Community Line – Physician After-Hours – Class Scheduling – Physician Referral • Innovative approaches: – Post Discharge Calls – Patient satisfaction calls – Leverage your social media strategy 62
- 63. Who else mightyou want to engage? • CMO • CNO • Others 63
- 64. What should youlook for in a medical call center? • Comprehensive programs (clinical & non-clinical) • Partnership • URAC accredited • Quality program • Physician oversight and leadership • Employ nurses and representatives • Respected triage guidelines, e.g. Schmitt - Thompson • Robust training program • Reporting • Why? So you can focus on your core competencies 64
- 65. How will yougrow forward? 65
- 66. Tina Minnick Director of Business Development (865) 985-7313 Tina_Minnick@TeamHealth.com www.thmedicalcallcenter.com 66