The UNC Clinical Contact Center Triple Aim : What is our Value+?

Transcription

1 The UNC Clinical Contact Center Triple Aim : What is our Value+? Suzanne Herman System Executive Director Customer Experience UNC Health Care Suzanne.Herman@unchealth.unc.edu Our Vision To be the Nation's leading public academic health care system. Leading. Teaching. Caring.

2 UNC Health Care Integrated, not-for-profit health care system, owned by the State of North Carolina and based in Chapel Hill Mission: To provide comprehensive patient care, facilitate physician education and research excellence and promote the health and well-being of all North Carolinians

3 UNC Hospitals: founding entity Academic medical center in Chapel Hill with outpatient services across North Carolina >900 licensed and staffed beds >8,000 employees >1,100 attending physicians >750 residents >77,000 ED visits >30,000 surgeries 270,000 inpatient days FY15 Net Rev = $1.5B

4 Our clinical contact center must meet the needs of a growing system Haywood Swain Graham Jackson Transylvania Macon Cherokee Clay Watauga Mitchell Avery Caldwell Madison Yancey Burke Buncombe Henderson McDowell Rutherford Polk Alleghany Camden Ashe Warren Northampton Gates Currituck Surry Caswell Person Stokes Rockingham Vance Halifax Hertford Pasquotank Catawba Lincoln Cleveland Gaston Wilkes Yadkin Alexander Davie Iredell Rowan Cabarrus Mecklenburg Union Forsyth Davidson Granville Guilford Orange Franklin Durham Nash Edgecombe Wake Randolph Wilson Chatham Pitt Alamance Perquimans Bertie Chowan Martin Washington Tyrrell Dare Beaufort Hyde Johnston Lee Greene Harnett Wayne Stanly Moore Lenoir Craven Montgomery Sampson Pamlico Cumberland Hoke Duplin Jones Anson Richmond Scotland Robeson Bladen Onslow Carteret Pender Columbus Brunswick New Hanover Exclusive MSA negotiations UNC Health Care Affiliated Hospital Affiliated Hospital campus in development (CON approved) UNC Health Care Owned or Affiliated Physician Practice CON granted

5 Who are our customers?

6 Consumers, patients, employed providers, affiliated and referring providers, employees, employers, payors, and more

7 Consumers, patients, employed providers, affiliated and referring providers, employees, employers, payors, and more

8 Consumers, patients, employed providers, affiliated and referring providers, employees, employers, payors, and more

9 The clinical contact center triple aim Care Access Population Health Engagement and Experience

10 The clinical contact center triple aim Care Access Population Health Engagement and Experience

11 Care Access

12 Care Access to ensure that every patient referred to UNC Health Care sees the right health care provider, at the right time, in the best location

13 Our clinical contact center originated as a centralized access point for referring providers and consumers Carolina Consultation Center physician to physician referral line and print directory of providers (began in 1985) UNC HealthLink one number access for consumers to drive volume (began in 1992) The print directory of providers has been replaced by an interactive, responsive digital find a doctor tool

14 We implemented an interactive, responsive digital find a doctor tool to provide increased access for our customers

15 We are enhancing our capabilities to offer customers increased access to our health care system resources Direct and open scheduling Online chat with clinical contact center representatives Scalability to meet growing system needs Transparency of the customer experience

16 We are adding direct and open scheduling to our find a doctor provider profiles

17 We are adding direct and open scheduling to our find a doctor provider profiles

18 An online chat feature will be managed by the clinical contact center

19 We are implementing transparency of Press Ganey survey provider comments and star ratings on our find a doctor tool

20 We now have the ability to internally monitor provider and entity reputation on third-party review sites

21 Population Health

22 Population Health The clinical contact center plays a large role in UNC Health Care s population health efforts providing patient-centered, quality health care at lower cost

23 Guiding patients to the appropriate level of care at the appropriate time is the foundation of population health After-hours nurse triage for 80+ contracted practices/student health centers (began in 1996) Post discharge calls to enhance the patient experience and transitions of care (began in 2009) Organizational transitions of care leadership team

24 Discharge calls have made an impact on our Press Ganey inpatient overall and nursing patient experience scores Overall Nursing

25 and on 30 day hospital readmission rates

26 Guiding patients to the appropriate level of care at the appropriate time is expanding through new contracts for nurse triage Nurse line for employer health plans Network practice after-hours nurse triage to support patient-centered medical home certification The growing clinically integrated network: UNC Health Alliance

27 The clinical contact center has a growing number of employer/payor contracts for managing populations

28 Engagement and Experience

29 Engagement and Experience Our organizational goal is to engage our customers through building long-term, sustainable relationships and trust

30 The clinical contact center supports customer engagement through digital portals: Customer engagement and meaningful use certification strategies My UNC Chart activation adjudication Centralized dedicated My UNC Chart customer service line My UNC Chart CRM message responses External provider and UNC CareLink directory maintenance

31 My UNC Chart is the patient portal for

32 My UNC Chart communication is guided by customer engagement

33 My UNC Chart customer engagement

34 My UNC Chart customer engagement

35 The voice of the customer drives change: proxy parent to child process pre-lean project

36 Proxy process adult to child post-lean project

37 The lean project yielded a streamlined digital process to obtain parent to child proxy

38 We will expand our customer engagement portfolio through an interdisciplinary digital and mobile health council Mobile apps to leverage increased customer engagement and access Synchronous and asynchronous e-visits and telehealth Enhancements of My UNC Chart including integration with wearable devices, MyChart bedside, open notes, etc.

39 Mobile apps to enhance customer access and engagement are in the development process Consumer Referring Provider

40 UNC Health Care must engage customers and increase access through synchronous and asynchronous telehealth tools

41 UNC Health Care must connect our customers to our electronic medical record through medical devices and wearables

42 Successful Value+ strategies Guide strategy with customer experience and engagement Align with organizational strategic goals Partner with interdisciplinary leaders to implement new ways to engage our customers Utilize lean methodology for change management

43 Value+ challenges Expanding and resourcing the clinical contact center to meet growing system needs Sourcing and implementing new software/hardware for enhancing engagement strategies Integrating new and existing technologies with the electronic medical record Establishing meaningful metrics/dashboards

44 The clinical contact center triple aim : what is your Value+? Care Access Population Health Engagement and Experience