Julie, undoubtedly a long and arduous journey. It appears your organization has adapted and reacted appropriately to control the damage. I am curious though, prior to the integration, was there a rigorous cultural assessment of the two organizations before formation of the IDS? If so, what did that look like and what were the findings? Any particular lessons learned?
Nothing will get a board or executive leadership to react than the voice of the customer. Perhaps put together an element of a parking survey into your patient satisfaction survey and monitor over time.
I echo what Joe has said. More information needs to be included:
1.) Staffing- Levels and Retention
2.) Why are changeover times so elongated- Surgeon/Staffing/Anesthesia
3.) Are cancellation/late starts being managed
This is a great point. I recall seeing the proliferation occurring in large cities like Dallas, San Francisco and Boston a few years ago. As you alluded to patient demand has only driven the growth. As healthcare continues to transition into value-based care, “Doc in the Box” outfits will have to forge business partnerships/affiliations with larger formal systems. I believe that as patient care increasingly is provided under risk-based contracts, “Doc in the Box” variants that are not part of larger provider networks will lose patients. Partnerships between these variants and larger systems are symbiotic; health systems want to extend their net towards accessing these patients (pop health) and “Doc in the box” variants wanting to be included in local provider networks. The next key piece after forming these affiliations/partnerships is to integrate and exchange of electronic patient data.
Steve, I have to agree with the first comment. Online scheduling is extremely difficult and burdensome for highly specialized practices and I have found better traction in primary care or specialties that have excess capacity and aligned incentives to fill that capacity. That said, specialties utilizing online scheduling often require a strong set of filters that can drive up labor costs.
I have three questions: 1.) Are there incentives that align this initiative for these physicians e.g. wRVU/production compensation or access incentives? 2.) Why is your organization looking to this tool I.e. Enhancing patient experience, shifting patient demographics, excess capacity? 3.) Can you change control of templates? From your post, it appears the physicians have full autonomy over their templates. Can you re-route this to a dyad section chief/administrator approval and task these two individuals with consolidation. Mind you, this will be a slow an arduous process.