CHCG Case Study
Healthcare Patient Access Transformation Through a Shared Support Model
A regional healthcare system partnered with CH Consulting Group to transform patient access operations across more than 35 patient access groups and 300+ FTEs. Through a comprehensive 360 View Assessment and implementation of a Shared Support Model, the organization improved service levels, reduced wait times, strengthened workforce performance, and established a scalable framework for long-term operational success.
35+ Patient Access Groups
Evaluated and aligned through a unified operating model.
300+ FTEs
Supporting patient access operations across the enterprise.
76.5% Service Level
Improved from 55.3% through Shared Support Model implementation.
CASE STUDY DETAILS
Project Summary:
A regional healthcare system serving multiple states partnered with CH Consulting Group to evaluate and transform patient access operations across its network of hospitals, clinics, and specialty service lines. Through a comprehensive 360 View Assessment, leadership gained visibility into more than 35 patient access groups and over 300 FTEs supporting scheduling, referrals, and patient access functions across the enterprise.
The assessment identified significant opportunities to improve workforce performance, operational consistency, technology utilization, and patient access outcomes through a more centralized and scalable operating model.
Key focus areas included:
- How can patient access operations be standardized across more than 35 disconnected groups?
- What operational changes are needed to improve service levels, workforce performance, and patient access outcomes?
- How can Workforce Management, Quality Assurance, and Training be centralized to support long-term scalability and consistency?
CASE STUDY DETAILS
Project Challenges:
- Patient access operations fragmented across 35+ groups with no standardized operating model
- Missed service levels leading to patient access delays
- Long wait times, high abandonment rates, and inconsistent patient experiences
- Workforce misalignment and absence of a structured Workforce Management function
- Limited leadership visibility due to inconsistent reporting and unreliable data
- Lack of formal Quality Assurance and performance management practices
- Underutilized technology investments, including Cisco and Calabrio platforms
- Inconsistent operational processes across regions, clinics, and service lines
PLAN OF ACTION
Project Solution:
Following a comprehensive 360 View Assessment, CH Consulting Group designed and implemented a Shared Support Model (SSM) to centralize and standardize Workforce Management, Quality Assurance, and Training across the Patient Service Center. The engagement focused on strengthening operational performance, improving patient access outcomes, optimizing existing technology investments, and creating a scalable framework to support long-term growth and consistency across the enterprise.
THE OUTCOME
1. Project Results
Shared Support Model Implementation
CH Consulting Group established a centralized operating model that unified Workforce Management, Quality Assurance, and Training functions under a common structure and governance framework.
- Centralized QA, WFM, and Training functions across patient access operations
- Established clear accountability, governance, and leadership visibility
- Standardized operational processes across regions and service lines
- Improved workforce utilization, staffing alignment, and scheduling effectiveness
- Enhanced reporting accuracy and operational decision-making through improved data visibility
THE OUTCOME
2. Project Results
Measurable Patient Access Improvements
Implementation of the Shared Support Model delivered measurable improvements in patient access performance, workforce effectiveness, and operational efficiency.
- Service Level improved from 55.3% to 76.5%
- Average Speed to Answer improved from 89 seconds to 29 seconds
- Abandonment Rate improved from 7.4% to 3.2%
- Average Handle Time improved from 4.2 minutes to 3.8 minutes
- Utilization improved from 64% to 72%
- Routine appointment scheduling improved from 21 days to 7 days
- Internal referrals increased by 25%, representing an estimated $100M annual top-line opportunity