Addressing adoption barriers to patient transportation services

项目总结/摘要 在阻碍医疗预约出勤的许多问题中， 是一个全国性的问题。预约就诊对患者的健康和福祉至关重要。 此外，不显示是一个重大的财政负担的医疗保健设施。非紧急 医疗运输计划已被用来让医疗补助受益人到他们的 在没有其他选择的情况下进行预约。最近，优步（Uber）等叫车服务 和Lyft已经为病人推出了自己的运输服务。虽然这些方案和 服务是有益的，医疗保健设施的采用受到金融， 法律的和操作上的障碍。我们的建议旨在创建一个名为 运输360（T360），用于医疗机构管理员制定运输 以患者为中心、财务上可行并与现有工作流程一致的战略。该数字 该工具将为患者运输选项和实施提供建议 基于州和联邦法律的和法规要求的路线图（例如联邦 反回扣法规（关于利益诱惑的民事罚款规则）， 以及医疗机构的预算和患者特征（通过数据安全地获得 通过电子医疗记录传输或由管理员自我报告， 问卷调查）。建议中考虑的因素包括： 运输服务的地理可用性，定价模式，取消费用，体验 与安全网医疗保健机构合作，实施支持，与 电子医疗记录、报告能力、与患者的通信模式， 支持的语言和提供的技术支持。医疗机构的特点 (e.g.,地点、站点数量、成功的目标指标、相关工作人员的小时工资）， 患者（例如，熟悉发短信或智能手机，没有出现率）和付款人（比例 患者的每种类型的保险和报销率由这些保险公司）将 也要考虑。我们的团队将编译一个知识库，用于以下功能， 一个投资回报计算器，一个交互式合规检查表，和一个操作 计划者将提供一个逐州报销申请表助手来协助医疗保健 设施管理人员通过导航医疗补助报销流程， 付款拒绝和错误。在第一阶段，我们将a）与不同的 代表我们预期的医疗保健管理人员和工作人员的样本 最终用户; B）开发一个概念验证原型，能够展示关键 系统功能（ROI计算器、合规性检查表和运营规划器），并反映 从JTBD访谈中收集的最终用户要求;以及c）展示 使用T360来支持员工关于交通服务的决策的可行性。在 第二阶段，我们将把T360扩展为最小可行产品（MVP），实施为期12个月的 NEMT声称， #21453;，并成功地进行了补偿。

PROJECT SUMMARY/ABSTRACT Among many problems that impede medical appointment attendance, access to transportation is a national issue. Appointment attendance is crucial for patients’ health and wellbeing. Additionally, no-shows are a significant financial burden for healthcare facilities. Non-emergency medical transportation programs have been utilized to get Medicaid beneficiaries to their appointments when no other option is available. Recently, ride-hailing services such as Uber and Lyft have launched their own transportation services for patients. While these programs and services have been beneficial, uptake by healthcare facilities has been hindered by financial, legal, and operational barriers. Our proposal seeks to create a decision-support platform called Transportation 360 (T360) for healthcare facility administrators to formulate a transportation strategy that is patient-centered, financially viable and aligned with existing workflow. This digital tool will generate recommendations for patient transportation options and an implementation roadmap based on state and federal legal and regulatory requirements (such as the Federal Anti-Kickback Statute the Civil Monetary Penalty Rules Regarding Beneficiary Inducements) as well as a healthcare facility’s budget and patient characteristics (obtained through data securely transmitted via electronic medical records or self-reported by an administrator in a questionnaire). Factors taken into account in the recommendations will include each transportation service’s geographic availability, pricing model, cancellation fees, experience working with safety-net healthcare facilities, implementation support, ability to integrate with electronic medical records, reporting capabilities, modes of communication with patients, languages supported, and technical support provided. Characteristics of the healthcare facility (e.g., location, number of sites, target metrics of success, hourly wages of relevant staff), patients (e.g., familiarity with texting or smartphones, no-show rates) and payers (proportion of patients with each type of insurance and reimbursement rates offered by those insurers) will also be considered. Our team will compile a knowledge base to be used with features including a return on investment calculator, an interactive compliance checklist, and an operations planner. A state-by-state reimbursement claims form helper will be available to assist healthcare facility managers with navigating the Medicaid claims reimbursement process to reduce payment denials and errors. In Phase I, we will a) Conduct JTBD interviews with a diverse sample of healthcare administrators and staff members who are representative of our intended end-users; b) Develop a proof-of-concept prototype that is capable of showcasing the key system functions (ROI Calculator, Compliance Checklist, and Operations Planner) and reflects the end-user requirements gathered from the JTBD interviews; and c) Demonstrate the feasibility of using T360 to support staff’s decision-making regarding transportation offerings. In Phase II, we will expand T360 into a minimum viable product (MVP), implement a 12-month rollout at participating facilities, and assess the impact on patient attendance, NEMT claim submission, and successful NEMT reimbursement.