Improve New Patient Access Through Workqueue Innovation

Purpose: It is well-documented that delivering high-quality and efficient patient care has mitigated significant bottlenecks, preventing delays in urgent cancer care for patients and enhancing the overall efficiency of all patient care processes. These improvements contribute to timely access to care and foster a more positive patient experience. The abstract is intended to delineate the reorganization of workflow, establishing a unified interface that improves communication and streamlines processes for the timely and efficient delivery of patient care.

Description: In October 2019, the nurse navigator project lead and subject matter expert identified several gaps in the new patient referral process in the urological surgical oncology department. After prioritizing these gaps through the lens of patient experience, quality, and efficiency, she set out to develop and implement the project focused on two primary workflow inefficiencies. Firstly, a centralized location in the workqueue was established to serve as a quick reference for the nurse navigator and new patient coordinator, consolidating communication and providing a snapshot of each referral's status. This involved implementing a "misc. flag" column with specific messaging options, alongside rearranging workqueue columns for better visibility. Secondly, the process for assigning a provider to non-direct referrals was redesigned. A reference sheet based on provider preferences was created to empower practice coordinators (PCs) to schedule patients with the next available provider, eliminating delays caused by provider unavailability.

Evaluation/outcomes: Collaborating with various stakeholders, including practice nurses, cancer center nurse navigators, nurse managers, and APeX, the project significantly improved the scheduling process. Before implementation, the volume of new uro/surg cancer patients waiting to be scheduled was as high as 400, with delays averaging weeks to two months. Post-implementation, the patient backlog decreased to less than 20, and patients were scheduled within an average of 1-4 days. The success of the project was shared at the True North Board and the cancer center-wide new patient council, inspiring other teams. This innovation continually enhances work performance and deliver optimal patient and organization care.