| 结论 |
The panel identified eight evidence-based access management priorities endorsed by panelists as both important and urgent for achieving optimal access.- Routinely evaluate the degree to which patient telephone calls are (a) answered promptly and (b) routed accurately and appropriately, as judged in terms of patients' clinical needs and preferences.
- Assess the quality of the patient's experiences of access. Patient ratings should reflect both in-person and non-face-to-face (e.g., telehealth, telephone, secure messaging) care.
- Develop a clearly identified group practice management structure with a designated group practice manager who reports to executive leadership, communicates with individual primary care sites, and can collaborate across roles and service lines (e.g., medicine, nursing, administration).
- Identify physician, registered nurse, and administrative leaders for each primary care practice site with authority to support access management priorities within local site contexts.
- Maximize access managers' routine use or ability to demonstrate systematic approaches to ensuring adequate availability of contingency staffing (i.e., planned minimal excess staffing to cover routine absences).
- Maximize the ability of the primary care team's registered nurses to prospectively manage demand by leading care coordination for their panels.
- Assess primary care provider and staff morale (e.g., low/high burnout, job satisfaction, or turnover rates) in relation to access mismatch (e.g., panels exceeding recommended size, primary care provider vacancies).
- Maximize primary care team members' ability to proactively manage demand (e.g., alerts, reminders, and telephone contacts from patients on their panels) by optimizing provider visit schedules (e.g., through triage, prospective "scrubbing" of appointments to the extent appropriate given their training/licenses).
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