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
STAR² CENTER 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 2 http://www.chcworkforce.org http://www.chcworkforce.org
WEBINAR HOUSEKEEPING We are Ask Have Fun Recording Questions 3 http://www.chcworkforce.org http://www.chcworkforce.org
PRESENTER Paddy DiPadova | Senior Health Care Consultant, John Snow, Inc. Pamela Byrnes | Senior Consultant, John Snow, Inc. 4 http://www.chcworkforce.org http://www.chcworkforce.org
AGENDA Introduction to Health Center Provider Retention and Recruitment Plan Tools Part 1: Practice Assessment 5 http://www.chcworkforce.org http://www.chcworkforce.org
STAR 2 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 http://www.chcworkforce.org
HEALTH CENTER PROVIDER RETENTION & RECRUITMENT PLAN TOOLS http://www.chcworkforce.org
Health Center Provider Retention & Recruitment Plan Tools Action Plan Instructions Template http://www.chcworkforce.org
INSTRUCTIONS How to Use the Retention and Recruitment Template and the Action Plan Documents Rationale for each element Benchmark Data Examples http://www.chcworkforce.org
TEMPLATE Modify and save as your own plan Main body of document – MS Word MS Excel tracking form http://www.chcworkforce.org
ACTION PLAN Keep track of gaps and opportunities Identify strategies for improvement Create a timeline for completion http://www.chcworkforce.org
MAIN SECTIONS OF R&R PLANNING TOOLS Retention Assessment Plan Recruitment Plan http://www.chcworkforce.org
BENEFITS OF PRACTICE ASSESSMENT http://www.chcworkforce.org
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 http://www.chcworkforce.org
THE MODEL FOR IMPROVEMENT T esting ideas before implementing changes http://www.chcworkforce.org
PLANNING Collect the Data Compare to Benchmarks/ Policy/ Guidelines Identify Reasons for Differences (Root Cause) Develop Action Plan http://www.chcworkforce.org
ACTION PLAN DETAIL http://www.chcworkforce.org
OPERATIONAL ASSESSMENT & STRATEGIC PLANNING Provider Care T eams Appointment Capacity and and Provider Access Demand Mix Non-Provider Provider Provider Support Staff Schedules Satisfaction Provider Succession Planning http://www.chcworkforce.org
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 http://www.chcworkforce.org
MEASURING PRODUCTIVITY *Provider Type - MD, DO, NP, PA, resident, CNM, DDS, etc Measurement Period: _________________ **Provider Specialty - Family Practice, Internal Medicine, Pediatrics, Ob/Gyn, Dental, etc. # See Attachment 1 UDS Mean Visits: Productivity Benchmarks Health Health UDS Mean # Visits Provider Name Provider Type* Provider Specialty** FTE Center Center Visits % Difference from Mean per 1.0 FTE Visits per 1.0 FTE (Last, First) (degree or licensure) (areas of expertise) (Visits/FTE) (Fill in from Attachment 1) (1.0 - [HC Visits/FTE ÷ UDS Mean]] http://www.chcworkforce.org
PRODUCTIVITY ANALYSIS Possible Provider Provider % Difference Provider Type* Reasons for Name Specialty** from Mean Differences (Last, First) (degree or (areas of (1.0 - [HC licensure) expertise) Visits/FTE ÷ UDS Mean]] http://www.chcworkforce.org
PRODUCTIVITY ANALYSIS (CONT) Possible Causes Possible Consequences Provider 1 st year of practice or 1 st year • practicing in the Health Center • Lost clinic time due to travel between • clinic sites Reduced patient access • • Differences in on-call coverage Unfair labor distribution for higher distribution among providers producing providers Low • • Scheduling issues (addressed in scheduling Provider boredom or dissatisfaction • section) Possible reduced revenue Productivity • • Staffing issues (addressed in staff section) Less efficient use of resources • Inefficient use of space • Slow pace • Low patient demand • Excess capacity • Experienced provider • • Extended clinic hours Overworked provider • • Differences in on-call coverage Unfair labor distribution for higher distribution among providers producing providers High • • Scheduling issues (addressed in scheduling Provider burnout • section) Staff stress • • Fast pace Provider vacancy • High patient demand http://www.chcworkforce.org • Capacity shortage
APPOINTMENT ACCESS Provides key information on how easily patients can get appointments Important for determining recruitment needs PCMH measure (3 rd next available appt) Develop policies based on clinical norms Sick, follow up, physicals http://www.chcworkforce.org
MEASURING APPOINTMENT ACCESS Meets Written Provider Provider Appointment 3rd next appointment 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) http://www.chcworkforce.org *If the third next available appointment is the same day, report as “0”
APPOINTMENT ACCESS ANALYSIS Access Other Identified Provider within Non- T eam Productivity Capacity Name Policy Capacit Gap Limits y Gap (Last, First) (or service) Y/N Low (>10% below avg.), Average, High (>10% above avg.) http://www.chcworkforce.org
CAPACITY ANALYSIS Productivity Low High Situation: Provider with available capacity Situation: Efficient provider with high but unable to meet demand. patient demand. Potential Reasons: New or slow provider; Potential Reasons: Understaffed due office hours being used for other activities to a vacancy or increased patient such as admin, QI; office hours not reflecting demand. Low (long wait contracted hours; limited exam room space; Action: More capacity needed to meet for apt) limited support staff, etc. patient demand. Assess whether the Appointment Access Action: Identify reasons for low access and situation is temporary (i.e. vacation target with an action plan. coverage) if not, may need to recruit or review team-based care structure. Situation: Low provider demand. Situation: Efficient provider meeting Potential Reasons: New provider who patient demand. could benefit from marketing practice; or Potential Reasons: Well functioning working in a established provider team to practice and efficient provider. help build practice.; unpopular provider, etc. Action: If provider is experiencing stress, High (short wait Action: Review low demand causes. review schedule to lengthen wait for for apt) appointments within clinic standards. Should review recruitment long term plan if demand is likely to increase. http://www.chcworkforce.org
CAPACITY ANALYSIS Productivity Low High UNLIKELY NEED TO NEED TO RECRUIT RECRUIT Situation: Efficient provider with high patient Situation: Provider with available demand. Low capacity but unable to meet Action: More capacity needed to meet patient demand. demand. May need to recruit or review team- (long wait Appointment Access Action: Identify capacity issues and based care structure. for apt) resolve prior to recruitment decision. UNLIKELY NEED TO PLAN FOR FUTURE RECRUITING RECRUIT Situation: Efficient provider meeting patient Situation:Low provider demand. demand. High Action: Review low demand causes. Action: If provider is experiencing stress, review If new provider, market practice; if schedule to lengthen wait for appointment within (short established provider in an otherwise clinic standards. Should review recruitment long wait for busy practice, identify and resolve term plan if demand is likely to increase. apt) issues prior to recruitment decision. If neither, there is unlikely a need to recruit. http://www.chcworkforce.org
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