Pronzato C

Purpose: Improve patient access, turnaround times and customized results notification while improving mammography program’s ability to detect and follow high-risk patients.

Background: Barriers to care is of high concern when outsourcing services into the community. Therefore, having a tracking system to ensure clinicians and patients are aware of results is of vital importance. A committee was formed to review mammogram barriers and processes. The desire was to achieve a faster turnaround time for patients from consult placement to appointment time and the ability to follow abnormal results along with high-risk detection.

Methods: A mammogram committee was formed to review general work processes and identify barriers which existed. Implementation of high-risk patient assessment and turnaround time from consult to appointment was also reviewed. Initial data showed that from consult placement to completion could range up to 220 days with the average of 158 days. There were multiple steps involved from placement of the consult until the patient was scheduled. High-risk patient screening was not utilized and it was recognized as a significant weakness in the work process.

Results: The review of the current process revealed many steps involved in obtaining an appointment and test results. An algorithm was developed to decrease the steps necessary from consult to appointment and a process was started where all mammogram orders/results were associated with one VA provider and fax number. Consult turnaround time was decreased from an average of 158 days to 35 days. Implementation of a women’s health navigator position enabled the process of detecting high-risk patients for breast cancer through a phone interview with new enrollees.

Implications: New women Veteran enrollees are receiving personalized phone appointments to assess them for risk factors in many areas of women’s health, including breast cancer screening. This has improved our ability to provide earlier detection through genetic testing, screening procedures, and prophylactic treatments. Decreasing average turnaround time by 167 days has improved patient satisfaction and decreased time in treatment for abnormalities that are found in screening. Centralizing all mammogram ordering and results received have enabled process streamlining and now allow customized patient result notification.

Purpose: Improve patient access, turnaround times and customized results notification while improving mammography program’s ability to detect and follow high-risk patients.

Background: Barriers to care is of high concern when outsourcing services into the community. Therefore, having a tracking system to ensure clinicians and patients are aware of results is of vital importance. A committee was formed to review mammogram barriers and processes. The desire was to achieve a faster turnaround time for patients from consult placement to appointment time and the ability to follow abnormal results along with high-risk detection.

Methods: A mammogram committee was formed to review general work processes and identify barriers which existed. Implementation of high-risk patient assessment and turnaround time from consult to appointment was also reviewed. Initial data showed that from consult placement to completion could range up to 220 days with the average of 158 days. There were multiple steps involved from placement of the consult until the patient was scheduled. High-risk patient screening was not utilized and it was recognized as a significant weakness in the work process.

Results: The review of the current process revealed many steps involved in obtaining an appointment and test results. An algorithm was developed to decrease the steps necessary from consult to appointment and a process was started where all mammogram orders/results were associated with one VA provider and fax number. Consult turnaround time was decreased from an average of 158 days to 35 days. Implementation of a women’s health navigator position enabled the process of detecting high-risk patients for breast cancer through a phone interview with new enrollees.

Implications: New women Veteran enrollees are receiving personalized phone appointments to assess them for risk factors in many areas of women’s health, including breast cancer screening. This has improved our ability to provide earlier detection through genetic testing, screening procedures, and prophylactic treatments. Decreasing average turnaround time by 167 days has improved patient satisfaction and decreased time in treatment for abnormalities that are found in screening. Centralizing all mammogram ordering and results received have enabled process streamlining and now allow customized patient result notification.

Purpose: Improve patient access, turnaround times and customized results notification while improving mammography program’s ability to detect and follow high-risk patients.

Background: Barriers to care is of high concern when outsourcing services into the community. Therefore, having a tracking system to ensure clinicians and patients are aware of results is of vital importance. A committee was formed to review mammogram barriers and processes. The desire was to achieve a faster turnaround time for patients from consult placement to appointment time and the ability to follow abnormal results along with high-risk detection.

Methods: A mammogram committee was formed to review general work processes and identify barriers which existed. Implementation of high-risk patient assessment and turnaround time from consult to appointment was also reviewed. Initial data showed that from consult placement to completion could range up to 220 days with the average of 158 days. There were multiple steps involved from placement of the consult until the patient was scheduled. High-risk patient screening was not utilized and it was recognized as a significant weakness in the work process.

Results: The review of the current process revealed many steps involved in obtaining an appointment and test results. An algorithm was developed to decrease the steps necessary from consult to appointment and a process was started where all mammogram orders/results were associated with one VA provider and fax number. Consult turnaround time was decreased from an average of 158 days to 35 days. Implementation of a women’s health navigator position enabled the process of detecting high-risk patients for breast cancer through a phone interview with new enrollees.

Implications: New women Veteran enrollees are receiving personalized phone appointments to assess them for risk factors in many areas of women’s health, including breast cancer screening. This has improved our ability to provide earlier detection through genetic testing, screening procedures, and prophylactic treatments. Decreasing average turnaround time by 167 days has improved patient satisfaction and decreased time in treatment for abnormalities that are found in screening. Centralizing all mammogram ordering and results received have enabled process streamlining and now allow customized patient result notification.