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Access improvement in healthcare: a 12-step framework for operational practice
1Department of Radiation Oncology, Chao Family Comprehensive Cancer Center, University of California, Irvine, CA, United States.
Frontiers in Health Services
|January 20, 2025
Summary
Improving healthcare access is key to value-based care. This review presents a 12-step framework for healthcare organizations to enhance patient access and streamline care delivery.
Area of Science:
- Healthcare Management
- Health Services Research
- Value-Based Healthcare
Background:
- Access improvement is crucial for value-based healthcare, enhancing quality by removing barriers to timely care.
- Inefficiencies and redundancies can hinder patient access and the delivery of prompt medical services.
Purpose of the Study:
- To present a practical, 12-step framework for healthcare organizations focused on access improvement.
- To provide a thematic foundation for strategic thinking regarding healthcare access enhancement.
Main Methods:
- Systematic review adhering to the Preferred Reporting Items for Systematic Review and Meta-Analysis Protocols (PRISMA-P) statement.
- Literature search of prospective peer-reviewed publications on healthcare access from January 2014 to January 2024.
- Interpretive synthesis of identified studies.
Main Results:
- Analysis of 469 peer-reviewed studies, with common areas including general medicine, surgical care, health screening, mental health, cardiovascular disease, emergency care, and cancer.
- Identified core themes: workforce adequacy, patient experience, space utilization, template optimization, scheduling efficiency, process standardization, cost transparency, physician engagement, and data analytics.
- Highlighted focus on equity (13%), disparities (5%), and digital health (16%) in access improvement strategies.
Conclusions:
- A 12-step, thematically based framework for healthcare access improvement was developed.
- The framework offers a structured approach for organizations aiming to enhance patient access to care.
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