Archived Publications eBook: The Dollars are in the Details | Page 19

“EchoAccess empowered results that surprised even us.
As everything else is getting cut, the Contact Center is
continually asked to do more.” (Worrell)
Lesson 2: Effective communication with physicians is THE
critical success factor.
The brochure that was created for SJPHS physicians
was only a beginning. Prior to program roll-out, care
coordinators spent time hosting “Discharge Care
Coordination Briefings” with practice office managers
to explain how the care coordination program would
work and to answer their questions,
After senior leadership began to establish the expectation
that all discharged patients were to have a follow-up
appointment with their primary care physician within
seven days of discharge, it became gradually easier for
the Contact Center to coordinate those appointments.
SJPHS recommends that senior leadership set that
expectation early and often, before a Readmission Reduction
program is launched. Correspondingly, Medical Department
Chairs need to communicate this expectation to all providers
on the medical staff, including hospitalists.
Lesson 3: Discover the secret to improving the Kept
Appointment Rate.
The Contact Center was able to increase their Kept
Appointment Rate for follow up appointments within seven
days of discharge to an enviable 87%. They accomplished
this by doing something that few others take the time and
effort to pursue. They don’t rely on contacting only the
patient to coordinate follow-up appointments.
Before the patient is discharged, the patient’s permission is
requested for care coordinators in the Contact Center to
be able to also contact specified caregivers. These are family
members, loved ones, neighbors, or friends whom the
patient identifies as appropriate individuals to help them
confirm follow-up appointments and to make certain that
they have transportation to their physician’s office. Once
permission is granted and documented, care coordinators
call and/or text message appointment reminders both
to patients and to their caregivers.
Lesson 4: Add a concierge service to improve
patient experience.
Make specialist appointments for your Primary Care
practices. The PCP sends the order and the contact center
makes the appointment.
Rather than the patient having to call the Gastroenterologist,
for example, the Primary Care Physician sends the order,
and the Contact Center makes the appointments.
“The concierge service has exploded! This service delights
patients, saves time for practices, and secures incremental
patient visits for specialists. Importantly for our health
system, it keeps the patient in our network rather than
going to a competitor.” (Worrell)
Lesson 5: Be reactive at your peril.
Sitting in a call center waiting for the phone to ring is an
invitation for the call center to be closed. Contact Center
leaders must be proactive. They must look for opportunities
to solve pressing problems – reducing preventable
readmissions is a great place to start.
Mary Alice summarizes their journey succinctly. “Our
Contact Center is now respected across our enterprise
as a valued resource for effectively managing readmissions
and as a tool which builds trust with both patients and
physicians. Our Contact Center is an integral component
of our standard of care.”
Rather than the patient having
to call the Gastroenterologist,
for example, the Primary Care
Physician sends the order and
the Contact Center makes
the appointment.
“This one action, contacting caregivers to enlist their support to
help patients get to their appointments, has made a dramatic
improvement in our Kept Appointment Rates.” (Worrell)
HealthStream.com/contact • 800.521.0574 •
Reprint from SPRING 2016 Provider Advisor
19