WELCOME! EXPLORING AND USING THE RECRUITMENT & RETENTION PLAN - - PowerPoint PPT Presentation

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WELCOME! EXPLORING AND USING THE RECRUITMENT & RETENTION PLAN - - PowerPoint PPT Presentation

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WELCOME! EXPLORING AND USING THE RECRUITMENT & RETENTION PLAN TEMPLATE WEBINAR 1: ASSESSMENT AND PLANNING OCTOBER 11, 2016 2:00-3:00PM ET http://www.chcworkforce.org STAR CENTER www.chcworkforce.org | 844-ACU-HIRE Allison

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WELCOME!

EXPLORING AND USING THE RECRUITMENT & RETENTION PLAN TEMPLATE WEBINAR 1: ASSESSMENT AND PLANNING OCTOBER 11, 2016 2:00-3:00PM ET

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 www.chcworkforce.org | 844-ACU-HIRE  Allison Abayasekara | Director, Training & Technical Assistance

 aabayasekara@clinicians.org  703-562-8820

 Mariah Blake | Staff Assistant

 mblake@clinicians.org  703-562-8819

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STAR² CENTER

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WEBINAR HOUSEKEEPING

We are Recording Ask Questions Have Fun

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Paddy DiPadova | Senior Health Care Consultant, John Snow, Inc.

Pamela Byrnes | Senior Consultant, John Snow, Inc.

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PRESENTER

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Introduction to Health Center Provider Retention and Recruitment Plan Tools

Part 1: Practice Assessment

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AGENDA

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STAR2 CENTER RECRUITMENT & RETENTION PLAN TOOLS

Purpose: Assist health centers in developing a written Retention and Recruitment

  • plan. The Retention and Recruitment Plan Template provides a structure

and thought process for improving retention and recruitment practices. http://www.chcworkforce.org/acu-health-center-provider-retention-and- recruitment-plan-template

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HEALTH CENTER PROVIDER RETENTION & RECRUITMENT PLAN TOOLS

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Health Center Provider Retention & Recruitment Plan Tools

Instructions Template Action Plan

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INSTRUCTIONS

 How to Use the Retention

and Recruitment Template and the Action Plan Documents

 Rationale for each element  Benchmark Data  Examples

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TEMPLATE

 Modify and save as your

  • wn plan

 Main body of document

– MS Word

 MS Excel tracking form

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ACTION PLAN

 Keep track of gaps and

  • pportunities

 Identify strategies for

improvement

 Create a timeline for

completion

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MAIN SECTIONS OF R&R PLANNING TOOLS

Retention Plan Recruitment Plan Assessment

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BENEFITS OF PRACTICE ASSESSMENT

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WHY CONDUCT A PRACTICE ASSESSMENT?

  • Better understanding of the practice
  • Identify issues impacting

– Operational Efficiency – Quality – Barriers to Care – Access – Provider and Support Staff – Satisfaction – Retention – Patient Satisfaction – Use of Resources

  • Develop an improvement plan and strategies
  • Review and modify recruitment and retention strategies
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THE MODEL FOR IMPROVEMENT

T esting ideas before implementing changes

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PLANNING

Collect the Data Compare to Benchmarks/ Policy/ Guidelines

Identify Reasons for Differences (Root Cause) Develop Action Plan

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ACTION PLAN DETAIL

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OPERATIONAL ASSESSMENT & STRATEGIC PLANNING

Provider Capacity and Demand Appointment Access Care T eams and Provider Mix Non-Provider Support Staff Provider Schedules Provider Satisfaction Provider Succession Planning

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PRODUCTIVITY

 Still predominant measure of patient care  Financial stability  Impacts patient access  Provider and support staff satisfaction

 Issues with both low and high provider productivity

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Provider Name Provider Type* Provider Specialty** FTE Health Center Visits Health Center Visits per 1.0 FTE UDS Mean# Visits per 1.0 FTE % Difference from Mean

(Last, First) (degree or licensure) (areas of expertise) (Visits/FTE) (Fill in from Attachment 1) (1.0 - [HC Visits/FTE ÷ UDS Mean]]

*Provider Type - MD, DO, NP, PA, resident, CNM, DDS, etc **Provider Specialty - Family Practice, Internal Medicine, Pediatrics, Ob/Gyn, Dental, etc.

# See Attachment 1 UDS Mean Visits: Productivity Benchmarks

Measurement Period: _________________

MEASURING PRODUCTIVITY

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PRODUCTIVITY ANALYSIS

Provider Name Provider Type* Provider Specialty** % Difference from Mean Possible Reasons for Differences (Last, First) (degree or licensure) (areas of expertise) (1.0 - [HC Visits/FTE ÷ UDS Mean]]

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Possible Causes Possible Consequences Productivity

Low

  • Provider 1st year of practice or 1st year

practicing in the Health Center

  • Lost clinic time due to travel between

clinic sites

  • Differences in on-call coverage

distribution among providers

  • Scheduling issues (addressed in scheduling

section)

  • Staffing issues (addressed in staff section)
  • Inefficient use of space
  • Slow pace
  • Low patient demand
  • Excess capacity
  • Reduced patient access
  • Unfair labor distribution for higher

producing providers

  • Provider boredom or dissatisfaction
  • Possible reduced revenue
  • Less efficient use of resources

High

  • Experienced provider
  • Extended clinic hours
  • Differences in on-call coverage

distribution among providers

  • Scheduling issues (addressed in scheduling

section)

  • Fast pace
  • High patient demand
  • Capacity shortage
  • Overworked provider
  • Unfair labor distribution for higher

producing providers

  • Provider burnout
  • Staff stress
  • Provider vacancy

PRODUCTIVITY ANALYSIS (CONT)

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APPOINTMENT ACCESS

 Provides key information on how

easily patients can get appointments

 Important for determining

recruitment needs

 PCMH measure (3rd next available

appt)

 Develop policies based on clinical

norms

 Sick, follow up, physicals

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Provider Provider Appointment 3rd next appointment Meets Written Policy If No Specialty Name Type Type Date # Days Provider # Days Team (Y/N) Reason/Corrective Plan Family

Sick Visit

Practice

Follow Up Preventive Visit (Physical) Provider 1 MD Sick Visit Follow Up Preventive Visit (Physical) Provider 2 DO Sick Visit Follow Up Preventive Visit (Physical)

Internal

Sick Visit

Medicine

Follow Up Preventive Visit (Physical) Provider 3 MD Sick Visit Follow Up Preventive Visit (Physical)

Pediatrics

Sick Visit Follow Up Preventive Visit (Physical) Provider 4 MD Sick Visit Follow Up Preventive Visit (Physical) Provider 5 PA Sick Visit Follow Up Preventive Visit (Physical)

*If the third next available appointment is the same day, report as “0”

MEASURING APPOINTMENT ACCESS

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APPOINTMENT ACCESS ANALYSIS

Provider Name T eam Access within Policy Limits Productivity Identified Capacity Gap Other Non- Capacit y Gap

(Last, First)

(or service) Y/N Low (>10% below avg.), Average, High (>10% above avg.)

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CAPACITY ANALYSIS

Productivity Low High Appointment Access Low (long wait for apt) Situation: Provider with available capacity but unable to meet demand. Potential Reasons: New or slow provider;

  • ffice hours being used for other activities

such as admin, QI; office hours not reflecting contracted hours; limited exam room space; limited support staff, etc. Action: Identify reasons for low access and target with an action plan. Situation: Efficient provider with high patient demand. Potential Reasons: Understaffed due to a vacancy or increased patient demand. Action: More capacity needed to meet patient demand. Assess whether the situation is temporary (i.e. vacation coverage) if not, may need to recruit or review team-based care structure. High (short wait for apt) Situation: Low provider demand. Potential Reasons: New provider who could benefit from marketing practice; or working in a established provider team to help build practice.; unpopular provider, etc. Action: Review low demand causes. Situation: Efficient provider meeting patient demand. Potential Reasons: Well functioning practice and efficient provider. Action: If provider is experiencing stress, review schedule to lengthen wait for appointments within clinic standards. Should review recruitment long term plan if demand is likely to increase.

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Productivity

Low High

Appointment Access

Low (long wait for apt)

UNLIKELY NEED TO RECRUIT Situation: Provider with available capacity but unable to meet demand. Action: Identify capacity issues and resolve prior to recruitment decision. NEED TO RECRUIT Situation: Efficient provider with high patient demand. Action: More capacity needed to meet patient

  • demand. May need to recruit or review team-

based care structure.

High (short wait for apt)

UNLIKELY NEED TO RECRUIT Situation:Low provider demand. Action: Review low demand causes. If new provider, market practice; if established provider in an otherwise busy practice, identify and resolve issues prior to recruitment decision. If neither, there is unlikely a need to recruit. PLAN FOR FUTURE RECRUITING Situation: Efficient provider meeting patient demand. Action: If provider is experiencing stress, review schedule to lengthen wait for appointment within clinic standards. Should review recruitment long term plan if demand is likely to increase.

CAPACITY ANALYSIS

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 Inter-professional teams – strong

model

 Promote provider retention and

recruitment

 Fundamental to Patient Centered

Medical Home Recognition (PCMH)

 Consider Non-Physician Providers

for Physician vacancies

CARE TEAMS AND PROVIDER MIX

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UDS Table 5 Line # Staffing Ratios Your Health Center UDS 2014 National Rollup 2015 MGMA Mean per Physician FTE (Based on 2014 Data) Per Provider FTE FP IM Ped 8/10a

Ratio Non Physician Providers to Physicians 0.81 1.01 0.49 0.41

RATIO OF NON-PHYSICIAN PROVIDERS TO PHYSICIANS

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NON-PROVIDER SUPPORT STAFF

 Reasonable ratio of well-trained support

staff to providers

 Eases provider work load  Improves patient flow  Improves provider efficiency  Improves provider and support staff

satisfaction

 High Ratio – Inefficient use of resources

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Staffing Ratios Your Health Center UDS 2014 National Rollup Per Provider FTE Compa re to UDS 2015 MGMA Mean per Provider FTE (Based on 2014 Data) Compare to MGMA FP IM Ped Nurses 0.71 0.87 1.08 0.91 Other Medical Personnel (Med Asst, Nurses' Aides) 1.15 0.89 0.69 1.03 Patient Support Staff (Front Desk/Appt Staff) 1.40 0.87 1.11 0.80

NON-PROVIDER STAFF ANALYSIS

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 Drive productivity and access  Impacted by

 Support Staff coverage  Exam Room availability

 Number of exam rooms  Pattern of provider scheduling

 Day  Week

 On-Call Schedule

PROVIDER SCHEDULES

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8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM 13 13 13 9:30 AM 9:30 AM 9:30 AM 9:30 AM 9:30 AM 9:30 AM 10 8 1:20 PM 1:20 PM 14 1:20 PM 14 1:20 PM 1:20 PM 13 1:20 PM 18 9 5:00 PM 5:00 PM 5:00 PM 5:00 PM 2 4 6 8 10 12 14 16 18 20 Satruday Monday Tuesday Wednesday Thursday Friday Number of Providers Day of Week and Time of Day

Provider Distribution - Sample Week

PROVIDER SCHEDULES (CONT.)

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T eam Monday Tuesday Wednesday Thursday Friday AM Providers Support Rooms PM Providers Support Rooms

ASSET MATCHING: PROVIDERS, SUPPORT, EXAM ROOMS

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MAIN REASONS FOR PROVIDER DISSATISFACTION

 Staffing

 lack of training  lack of partnership between support staff and

providers  Work load  Management

 need for better “facility flow” and infrastructure  lack of power to make improvements  not heard by management

 Financial considerations  Scheduling/vacation

 inflexible schedules  lack of work/life balance

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MEASURING AND PROMOTING PROVIDER SATISFACTION

Social Gatherings Satisfaction Surveys Regular Evaluation Meetings Exit Interviews

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PROVIDER SUCCESSION

Retirement

Provider age

General physical health

Future plans and aspirations

Discuss plans on a regular basis

Many retire both before and well after 65

Changes in FTE

Family growth

Slow down approaching retirement

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Provider Provider Age Range Over Age 50 All Ages < 50 51 - 60 61+ Discussed Retirement? (Y/N) Planned Age for Retirement Major Leave Plans Expected Changes in FTE Provider 1 Provider 2 Provider 3

STRATEGIC PLANNING: RETIREMENT, EXTENDED LEAVE, AND CHANGES IN FTE

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WRAP UP

Practice Assessments

  • Provide fundamental information critical to a better

understanding of the practice

  • Help to identify issues impacting Retention and Recruitment
  • Assist in developing an improvement plan and strategies for

better Retention and Recruitment

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NEXT STEPS

Complete Practice Assessment

1.

Communicate Results to Practice Team

2.

Develop Action Plan

3.

Implement Action Plan

4.

Update Practice Assessment Complete Retention and Recruitment Plan

1.

Part II. Retention

2.

Part II. Recruitment

3.

Develop Action Plans

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FUTURE WEBINARS

 Webinar 2: Planning for Retention  Tuesday, November 8, 2016

 2:00-3:00pm ET

 Webinar 3: Designing a Successful Recruitment

Process Through Planning

 Tuesday, December 13, 2016

 2:00-3:00pm ET

http://ow.ly/nXoK304NP97

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 Questions?

 Raise your hand  Use the chat & questions boxes  Email mblake@clinicians.org

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THANK YOU!

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