INTEGRATING THE EMR INTO YOUR CONTACT CENTER Conference of Healthcare Call Centers June 11-13, 2014 A.J. Melaragno President Singola Consulting 312.310.1000 AJ@SingolaConsulting.com Nancy Van Maren Director Dean Clinic 608.294.3927 Nancy.VanMaren@DeanCare.com
AGENDA EMR Industry Impact Singola Consulting s Observations Dean Clinic Case Study Integration Opportunities Discussion 2
INDUSTRY IMPACT THREE EMR MYTHS Highly Efficient Paperless Environment Continue to Use Paper Significant Cost Savings Budget or Resource Greatest Challenge Standardized Processes & Compliance Compliance, standardization, policy & consistency #1 challenge Provided by: Iron Mountain 2014 3
INDUSTRY IMPACT COMMUNICATION 4 Source: Beryl Health
SINGOLA S FOUNDING PRINCIPLE SINGLE Brand Voice Experience 5
AREAS OF FOCUS Singola Consulting was founded on the basic principle that the patient should be at the center of every decision Multi-Channel Contact Centers Scheduling, Registration, Insurance Verification, Revenue Cycle, Physician Referral and Nurse Triage Electronic Medical Records & Patient Portals Optimizing Patient Portals, Improving Physician Workflows and Roll-out Planning Interactive Marketing, Branding and Traditional Media Integrating Content Across Communication Mediums 6
SINGOLA S OBSERVATIONS OBSERVATION ELEMENT PERFORMANCE OBSERVATION Resources frequently are frequently cut from the budget Clear understanding of the impact of the KPIs Patient experience and hospital/ healthcare expertise, but minimal call center management knowledge Standard approach to measuring customer satisfaction 7
SINGOLA S OBSERVATIONS OBSERVATION ELEMENT PERFORMANCE OBSERVATION Enterprise-wide scheduling templates Contact center workflows validated with departments 1:1 coaching time Metrics for a clear picture of performance On-the-job training Clinical escalation process 8
SINGOLA S OBSERVATIONS OBSERVATION ELEMENT PERFORMANCE OBSERVATION Old technology, dropped calls, and poor reception Toggle between 3-4 four systems while managing calls Workforce management tools to forecast staffing Stand-alone systems (ACD, IVR & CRM) w/o redundancy Metrics seem to be misunderstood, at crossed purposes, invalid, or not actionable 9
SINGOLA S OBSERVATIONS OBSERVATION ELEMENT PERFORMANCE OBSERVATION Poor ACD menu configurations Limited self-service options through IVR Real-time online chat support Patient portal engagement strategy Cross-Care & Up-Care 10
DEAN CLINIC One of the largest for-profit, integrated healthcare delivery system in the country Headquartered in Madison, Wisconsin 62 clinics and medical facilities 500 physicians Health insurance services through Dean Health Plan Clinical research and education; Dean Foundation 11
DEAN CLINIC CONTACT CENTER HIGHLIGHTS 2M of 3.5M calls answered in the contact center Scheduling, registration, physician communication, triage and overflow Contact center leadership Quality Assurance/Analysts (5) Performance monitoring Report analysts Team leads & agents Physical space 12
DEAN CLINIC SERVICES PROVIDED Answering Service One Manager, One Lead & 27 FTE s o 24x7 o Patients, providers, nursing home and pharmacy o Maintains online provider on-call schedule o Back-up to clinics during normal business hours o Partners with centralized scheduling Dean Direct (subset of Answering Service Team) o 24x7 o Physician to physician o Available to both Dean and non-dean providers Access Center (subset of Answering Service Team) o 24x7 o Initiates and facilitates conference calls between referring and admitting providers 13
DEAN CLINIC - SERVICES PROVIDED (CONT.) Dean on Call - 1 Manager, 1 Lead/Trainer, 27 FTE o 24 x 7 o Registered Nurses - general health care questions & triage symptoms o Consult with provider on call as needed Centralized Scheduling Pods - 1 Manager, 1 Lead, 34 FTE o Primary Care 19 x 7 (planned expansion to 24 x 7 in 2014) 600,000 calls annually First point of contact to reach Madison area primary care clinics Physician referral, pre-register and appointment scheduling MyChart appointment requests processing o Orthopedics 10 x 5 60,000 calls annually Appointment scheduling (Orthopedics, Hand and Sports Medicine ) 14
AREAS OF SERVICE ANSWERING SERVICE Direct/Indirect calls EPIC access and trained 1.2M calls annually DEAN DIRECT Provider to provider No EPIC access 60K calls annually DEAN ON CALL Nurse Triage EPIC access and trained 120K calls annually CENTRALIZED SCHEDULING Patient appointment scheduling EPIC access and trained 660K calls annually 15
STATE OF INTEGRATION ANSWERING SERVICE + Live Answer - Inability to track Reason for Call - Downstream interactions DEAN DIRECT + 24x7 convenience - providers - Learn from outreach assistance DEAN ON CALL + 24x7 convenience - patients and plan members + Nurses guide for proper level or care - Community health and proactive education CENTRALIZED SCHEDULING + Early stages of outbound calls + Self-service - Unable to see the complete picture of interactions 16
ULTIMATE INTEGRATED VISION PERFORMANCE MANAGEMENT Voice Multimedia Work Items Inbound & Outbound Agent Desktops Email Web Smartphone SMS Video Fax/ Document Multi-Channel vs. Omni-Channel Contact Center Functional Experts Self-Service Customer Data Reporting & Analytics Work Task Workforce Management Applications and Databases CTI IVR CRM Epic Knowledgebase Data Warehouse Resources Information & Insight INFRASTRUCTURE 17
INTEGRATING TO IMPROVE EXPERIENCES Clearly define organizational goals for providing outstanding customer service Patient journey mapping Document work-flows/call-flows and engage clinical staff for ownership Ensure self-serve protocols align with your patient engagement strategy Key measures of success 18
OPEN DISCUSSION THANK YOU 19