2011 patient centered medical home monthly webinar series l.jpg
Sponsored Links
This presentation is the property of its rightful owner.
1 / 27

2011 Patient Centered Medical Home Monthly Webinar Series PowerPoint PPT Presentation

  • Uploaded on
  • Presentation posted in: General

2011 Patient Centered Medical Home Monthly Webinar Series. Before we get started…. If you have questions during the webinar, please type them in for the presenter. After the presentation we’ll open up the phone lines for our interactive question and answer session.

Download Presentation

2011 Patient Centered Medical Home Monthly Webinar Series

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript

2011 patient centered medical home monthly webinar series l.jpg

2011 Patient Centered Medical Home Monthly Webinar Series

Before we get started l.jpg

Before we get started…

  • If you have questions during the webinar, please

  • type them in for the presenter.

  • After the presentation we’ll open up the phone

  • lines for our interactive question and answer

  • session.

  • Please mute your phone to avoid any

  • background noise.

Let’s get started.

Best practice access to care communication l.jpg

Best Practice: Access to Care & Communication

Gretchen Geist, RN; BSN

Brad Meyers, MD

Objectives l.jpg


  • Identify the concepts of open access (OA)

  • Understand the application of OA to PCMH

  • Identify strategies for integrating communications among staff

  • Identify strategies for implementing improved access and communications with patients

What is open access l.jpg

What is Open Access?

Same-day scheduling, also called advanced access or open access, is a method of scheduling in which all patients can receive an appointment slot on the day they call, almost always with their personal physician. (AHRQ)

The goal is to reduce or eliminate wait times both for appointments and at the time of the appointment.

Do today s work today l.jpg

Do Today’s Work Today

Mark Murray, MD

Supply clinicians time demand appointment visits l.jpg

Supply (clinicians’ time) = Demand (appointment visits)


Why improve access l.jpg

Why improve access?

  • Increased productivity

  • Greater patient satisfaction

  • Better care/continuity/clinical outcomes

  • More efficient predictable work flows

  • Physician/staff well-being

  • PCMH 2011 NCQA Standards & CAHPS

  • New payment models

Ncqa pcmh 2011 standards l.jpg

NCQA-PCMH 2011 Standards

  • Enhance Access and Continuity

  • Identify and Manage Patient populations

  • Plan and Manage Care

  • Provide Self-Care Support and Community resources

  • Track and Coordinate Care

  • Measure and Improve Performance

Pcmh1 enhance access and continuity l.jpg

PCMH1: Enhance Access and Continuity

  • Access during office hours** CF

  • After-hours access CF

  • Electronic access MU

  • Continuity

  • Medical Home responsibilities

  • Culturally and linguistically appropriate services (CLAS)

  • Practice Team CF

    **Must Pass Element CF=Critical Factor MU=Meaningful Use

Pcmh1a access during office hours must pass l.jpg

PCMH1A: Access During Office Hours—Must Pass

Practice has written process/standards and demonstrates that it monitors performance against the standards to:

  • Provide same-day appointments--CRITICAL FACTOR

  • Provide timely advice by telephone

  • Provide timely advice by electronic message

  • Document clinical advice

How to improve access l.jpg

How to improve access?

  • Improvement Discipline

  • Principles for Same-Day Scheduling

Improvement discipline l.jpg

Improvement Discipline*

Take action using closed loop feedback process with these or similar steps:

  • Define the problem

  • Assemble a team

  • Set an aim or goal (measurable)

    *Adapted from six sigma DMAIC steps

Improvement cont d l.jpg

Improvement* cont’d

  • Develop data collection tools; collect data from different sources to determine magnitude of problem

  • Create solutions and implement action

    (mini-testing cycles to find best fit)

    6) Monitor and measure outcomes

    *Adapted from six sigma DMAIC steps

Principles for same day scheduling l.jpg

Principles for Same-Day Scheduling

A principle is the beginning of an action.

  • Understand, measure and achieve a balance between supply and demand

  • Recalibrate the system (reduce the backlog)

Principles cont d l.jpg

Principles cont’d

3) Reduce the number of queues

  • Create contingency plans for times of

    ↑ Demand or ↓ Supply

  • Influence the Demand

  • Manage the constraints/bottlenecks

Achieving access at rockwood l.jpg

Achieving Access at Rockwood

  • Established “no-waiting” as fundamental expression of respect for patients—shared value

  • Designed office, exam rooms for efficient work flow

  • Placed physician’s office near front for quick access to staff—communication

  • Modified-wave scheduling balances supply and demand hourly

Access at rockwood cont d l.jpg

Access at Rockwood cont’d

  • Recall list (monthly) for chronic disease management (planned care) and preventive screenings—influence demand

  • Three types of appointments plus procedures

  • Chart review day before all visits, both lab and return (RN, CMA, Billing, Scheduler)

Access cont d l.jpg

Access cont’d

  • Annual chart review of all active files

  • Regular staff meetings—scheduling on agenda every time—all staff except office manager and physician rotated chair role/responsibilities


Slide20 l.jpg

…places that function most like a system are most successful. By system I mean that the diverse people actually work together to direct their specialized capabilities toward common goals for patients. They are coordinated by design. They are pit crews. To function this way, however, you must cultivate certain skills which are uncommon in practice and not often taught.~Atul Gawande, MD from commencement address, Harvard Medical School May 2011

The pit crew l.jpg

The Pit Crew


Pcmh1g the practice team l.jpg

PCMH1G: The Practice Team

Practice provides patient care services by:

  • Defining roles for clinical/non-clinical team members

  • Holding regular team meetings-Critical Factor

  • Using standing orders

  • Training and assigning care team to coordinate care

  • Training on self-management, self-efficacy and behavior change

  • Training on patient population management

  • Training on communication skills

  • Care team involvement in performance evaluation and QI (quality improvement)

Healthcare teams interprofessional collaborative practice competencies l.jpg

Healthcare Teams—Interprofessional Collaborative Practice Competencies

Domain 1: Values/Ethics. Work with individuals of other professions to maintain a climate of mutual respect and shared values.

Domain 2: Roles/Responsibilities. Use the knowledge of one’s own role and those of other professions to appropriately assess and address the healthcare needs of the patients and populations served.

Healthcare teams interprofessional collaborative practice competencies24 l.jpg

Healthcare Teams—Interprofessional Collaborative Practice Competencies

Domain 3: Communication. Communicate with patients, families, communities, and other health professionals in a responsive and responsible manner that supports a team approach to the maintenance of health and treatment of disease.

Domain 4: Teams and Teamwork. Apply relationship-building values and the principles of team dynamics to perform effectively in different team roles to plan and deliver patient-/population-centered care that is safe, timely, efficient, effective, and equitable.

Teams teamwork team based care communication l.jpg

Teams-Teamwork-Team-based Care Communication

Take the time to do it well

  • Clarity “My role is…”

  • Complexity “How can we begin…”

  • Consensus “We all value…”

  • Conflict “I see your point…”

  • Continuous Quality Improvement “We can do…better”

  • Coordination “I care…you care…we care…”

  • Cooperation “I can help with…”

  • Commitment “Yes, and…”

    Teach others by example

Who is driving the car l.jpg

Who is Driving the Car?

References l.jpg


Agency for Healthcare Quality and Research. http://www.cahps.ahrq.gov/QIguide/content/interventions/OpenAccessSchedulingforRoutineandUrgentAppointments

Green, L., & Savin, S. (2008). Reducing delays for medical appointments: A queuing approach. Operations Research, 56(6), 1526-1538.

Institute for Healthcare Improvement (IHI). Primary care access. Retrieved from http://www.ihi.org/IHI/Topics/OfficePractices/Access/

Interprofessional Education Collaborative Expert Panel (2011). Core competencies for IP collaborative practice: Report of an expert panel. Washington, DC: Interprofessional Education Collaborative.

Murray, M. (2005). Answers to your questions about same-day scheduling. Family Practice Management, 12(3), 59-64.Retrieved from http://www.aafp.org/fpm

National Committee for Quality Assurance (NCQA, n.d.). Patient Centered Medical Home Standards Workshop 2011. Retrieved from http://www.ncqa.org/

Rose, K., Ross, J., & Horwitz, L. (2011). Advanced access scheduling outcomes. Archives of Internal Medicine (online version) doi:10.1001/archinternmed.2011.168

  • Login