Currently Viewing:
The American Journal of Accountable Care June 2018
Amazing Grace: A Free Clinic's Transformation to the Patient-Centered Medical Home Model
Jason Alexander, BS, PCMH CCE; Jordon Schagrin, MHCI, PCMH CCE; Scott Langdon, BA; Meghan Hufstader Gabriel, PhD; Kendall Cortelyou-Ward, PhD; Kourtney Nieves, PhD; Lauren Thawley, MSHSA; and Vincent Pereira, MHA, PCMH CCE
Lessons Learned in Implementing Behavioral Screening and Intervention
Richard L. Brown, MD, MPH
The Intersection of Health and Social Services: How to Leverage Community Partnerships to Deliver Whole-Person Care
Taylor Justice, MBA, President of Unite Us
Currently Reading
Case Study: Encouraging Patients to Schedule Annual Physicals
Nicholas Ma
Are Medical Offices Ready for Value-Based Reimbursement? Staff Perceptions of a Workplace Climate for Value and Efficiency
Rodney K. McCurdy, PhD, and William E. Encinosa, PhD
Utilizing Community Resources, New Payment Models, Technology to Deliver Accountable Care
Laura Joszt, MA
Cost-Effectiveness of Pharmacist Postdischarge Follow-Up to Prevent Medication-Related Admissions
Brennan Spiegel, MD, MSHS; Rita Shane, PharmD; Katherine Palmer, PharmD; and Duong Donna Luong, PharmD

Case Study: Encouraging Patients to Schedule Annual Physicals

Nicholas Ma
Palm Beach Accountable Care Organization’s outreach to “dropped patients” demonstrates potential for strengthening physician–patient relationships and lowering the cost of care.
ABSTRACT

The Palm Beach Accountable Care Organization began a preventive care initiative aimed at scheduling visits for patients covered under commercial insurance who had not seen their primary care physicians in more than a year. Reports of “dropped patients” who lost or were about to lose assignment to their doctors were produced and distributed to physician practices. With the assistance of registered nurses and lay patient navigators, physician offices contacted and attempted to schedule the patients on the lists. In just 3 months, this effort retained 1242 patients to their physicians for their annual physicals and potentially saved an estimated $1,892,094.96 for the accountable care organization’s commercial insurance contracts.

The American Journal of Accountable Care. 2018;6(2):26-29
The Palm Beach Accountable Care Organization (PBACO), founded in 2012, is the highest-earning accountable care organization in the nation, earning $31.5 million in shared savings alone in 2016. With almost 80,000 Medicare beneficiaries and more than 400 physicians spanning from Miami to Okeechobee, PBACO is rapidly growing its network of providers and patients. PBACO also effectively doubled its patient panel size after negotiating contracts with Cigna and Blue Cross Blue Shield (BCBS) in 2016 and with UnitedHealthcare (UHC) in 2017.

PBACO operates various population health projects to improve care quality and efficiency in south Florida. These include focusing on high-cost/high-risk patients, promoting transition care management for patients being discharged from the hospital, and keeping track of patients frequently admitted to the emergency department (ED). These projects are undertaken by nurses working for PBACO, as well as by lay patient navigators and assignment/provider representatives, who are employees tasked with coordination and data sharing and collecting among physician offices. Evidence shows that lay patient navigators can increase the efficiency of physician practices by reducing 25% of case managers’ nonclinical tasks, while also lowering ED visits and readmissions.1

PBACO’s most recent initiative involves promoting preventive care for patients who have not seen their primary care physicians (PCPs) for more than 12 months and are thus “dropped” from their PCPs’ panels. According to the results of a study from the National Commission on Prevention Priorities, increasing preventive care utilization could save $3.7 billion in healthcare spending and 2 million lives annually.2 A possible obstacle to preventive care is a lack of regular visits by patients to their PCPs. However, the simple offer of free PCP visits has not been shown to increase patient retention. For instance, eligibility for free PCP visits did not increase the likelihood of visits for patients in Mississippi compared with patients in Georgia and Tennessee who were not eligible for a free visit.3 Therefore, additional efforts, like PBACO’s dropped-patient initiative, must be devoted to reaching out to relatively healthy patients who need to see their PCPs annually. With the medical landscape shifting from a fee-for-service model to value-based care,4 PBACO must dive deeper into the logistics of population health, especially regarding preventive care. Through the new dropped-patient initiative, PBACO has piloted a simple but innovative endeavor to support consistent patient access to care, maintenance of patient health, and prevention of wasteful procedures that stem from untreated and undiagnosed conditions.

Methodology

First, comprehensive lists of patients who have not been seen in 1 year or more, organized by the PCP and insurer, were compiled based on quarterly reports from Cigna, BCBS, and UHC. From its PBACO nurses, assignment team member, or provider representative, each practice received the lists of dropped patients who had previously been assigned to them. The practice was encouraged to schedule the listed patients for annual physicals. Assignment team members, if permitted, could directly schedule dropped patients on behalf of the practices to which they were assigned. PBACO nurses, although initially not directly involved in scheduling, also began making appointments with the guidance of the assignment team. During scheduling, the dropped-patient reports were filled out to include the dates of the next scheduled physicals or the reasons for the inability to schedule an appointment. Patients who could not be called were sent postcards notifying them that they were due for an appointment. Filled-out reports were returned for data processing to assess the progress of scheduling. The process began in the first week of May 2017 and continued through the second quarter of 2017 (ending June 30), although some reports were returned late by the end of July.

Additional protocols were implemented in mid-June to target patients who had not been reached with an initial phone call. After sending a postcard, schedulers were encouraged to call 2 or 3 more times at different hours, using both the primary and secondary contact information provided by patients, over the span of a few weeks. Texting patients, if permitted by physician practices, was also encouraged. If patients still had not responded, a letter was sent to notify them about scheduling annual physicals.
 
Discussion

Throughout the first period of sending out the dropped-patients report, the percentage of patients who were left phone messages (29.45% on June 9) was larger than that of the combined scheduled/already-seen percentage (26.45%). The new strategy to contact patients after June 9 helped lower the percentage of patients left messages to 25.50% while raising the scheduled percentage from 10.44% to 12.51% (Table 1). By the end of July, the trend had reversed, with the 28.87% scheduled/already-seen rate surpassing the 25.50% left-message rate (Table 2). PBACO’s assignment team and nurses, who organized report distribution and were the only ones using the new contacting protocols, demonstrated significant improvement in establishing patient contact through such special protocols/techniques. However, these PBACO employees were not granted full access to their assigned physicians’ patients—in some offices, they were relegated to purely a consultant role—and were only able to work with a smaller cohort of patients. The opposite was true for staff at physician offices, who worked with the majority of patients on the reports but generated slower progress, with a constant scheduling rate (categorized as “already seen”) of about 16% (Figure); the offices used no new methods of contacting patients. Therefore, the largest opportunity to retain patients through annual check-ups lies in improving office scheduling procedures by encouraging follow-up appointments to strengthen the PCP–patient relationship and preventing patients from being dropped in the first place. In the long run, offices can produce self-improvement and achieve enduring progress.

Many patients who were scheduled had not seen their PCP in more than a year simply because they hadn’t felt the need for a visit, and they only needed a phone call to remind them to make an appointment for an annual physical. Another predominant reason for dropping PCP assignment was change in the patient’s location, insurance, or choice of PCP, which accounted for 15.53% of the returned reports. Another 8.79% were patients who were either inactive or unavailable for scheduling or had no contact information and/or address in electronic health records (EHRs); 2.16% of patients could not be found in the EHR. Only 50 patients, 1.16% of the total returned, responded that they did not wish to return to their assigned PCP. It is highly possible that the remaining patients who were left a message, many of whom had been contacted by telephone at least 3 or 4 times to no avail and had been sent a postcard or letter, fell into this nonreturning category, although there is no definitive evidence to confirm so.


 
Copyright AJMC 2006-2019 Clinical Care Targeted Communications Group, LLC. All Rights Reserved.
x
Welcome the the new and improved AJMC.com, the premier managed market network. Tell us about yourself so that we can serve you better.
Sign Up