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Turn adversity into process improvement initiative

Patient Access Weekly Advisor, October 17, 2007

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Accepting criticism is an unpleasant responsibility for any organization. But adversity can be an excellent opportunity to initiate change that emphasizes the hospital's commitment to excellence and loyalty to the community it serves.

The University of North Carolina Health Care System (UNCHCS) found itself in such a situation in the summer of 2006 when newspaper articles and community feedback highlighted deficiencies in the system's delivery of care.

UNCHCS CEO Dr. William L. Roper spearheaded the initiative with input from legislators in the state's general assembly, citizens in the local community, and the president and chancellor of the university system.

The administrators surveyed the patient population for concerns it had with the system. The group then developed six teams of healthcare staff, which the group commissioned to observe processes over several months and report back with suggestions for change. Each team had a leader and anywhere from two to six team members.

Team 1-Administration assigned the first team to observe communications with patients. They focused on whether staff knew what the financial policies were and if they helped patients understand them.

Team 2-The second team set out to determine ways that patients could access financial assistance more efficiently. This was an important task as solutions directly affect the uninsured patient.

Team 3-Administration assigned the third team to look at the health system's discharge procedures. It's an important safety and customer service responsibility that administration hoped to revamp.

Team 4-The fourth team looked at innovative ways to streamline the financial assistance, billing, and appointment processes. Additionally, the team identified strategies to review large claims to determine whether the patient was eligible for any type of financial assistance.

Team 5-The fifth team monitored changes and reported results.

Team 6-The final team set out to increase community participation, with two major initiatives. First, the team added a community representative to the board of representatives to serve as a voice for the patient population. Second, it considered adding community membership to an internal group called the Financial Assistance Oversight Committee, to monitor policies and procedures.

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