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ACMG Medical Directors' Special Interest Group survey: Current challenges for medical genetics clinics
Mark Dulchavsky1, Catherine E Keegan1,2, Nathaniel H Robin3
1Division of Pediatric Genetics, Metabolism, and Genomic Medicine, Department of Pediatrics, University of Michigan Health System, Ann Arbor, MI.
Purpose:
The American College of Medical Genetics and Genomics Medical Directors' Special Interest Group (SIG) began in 2021 as a forum for directors of medical genetics clinical groups to share questions, concerns, current practices, and solutions regarding clinical operations. We report on the first 4 years of the SIG-its membership growth and SIG activities. We also present quantitative and qualitative results of a nationwide survey of 66 SIG members addressing recurrent questions from members regarding: wait times, volume of referrals, clinical workload expectations, and independent practice of genetic counselors (GCs) and advanced practice providers.
Methods:
Cross-sectional survey of American College of Medical Genetics and Genomics Medical Directors' Special Interest Group members.
Results:
We found that clinical full-time equivalents expectations are higher for medical geneticists than advanced practice providers, which were higher than for GCs. In 76% (44/58) of programs, GCs see patients independently, although many require a medical geneticist cosignature for orders, and only 51% (30/59) of programs report that GCs can bill independently. Clinic wait times for routine visits vary by subspecialty; the longest wait times are for general pediatric and adult genetic services (49% [21/43] of visits had wait times > 6 months), whereas wait times > 6 months were reported for only 26% (9/34) of cancer genetic visits, 7% (3/43) of biochemical genetics visits, and 0% (0/26) of prenatal visits. Urgent visit wait times were generally less than 2 weeks.
Conclusion:
Wait times for clinical genetics appointments continue to increase compared with surveys from previous years. Medical genetics clinics are comprised of a heterogeneous workforce, and strategies to reduce wait times are similarly diverse.
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