Call Center vs. Transfer Center – Should there be a dividing line?
In just four short months with Central Logic, I have observed and discussed the designs of specific Transfer Centers/Call Centers with directors and managers while training them to use the ForeFront software at their facilities. It is interesting to hear the goals and objectives they each have, as well as to learn the history behind their development.
Prior to my employment with Central Logic, I managed a Transfer Center and Patient Placement Department for over ten years. During that time, my responsibilities included Patient Placement and Patient Flow Enhancement. The last three or so years I worked there, I developed and implemented a centralized Admissions/Transfer Center while also inheriting the Transfer/Access Line.
To provide a bit of history, the hospital I worked for developed and implemented a Transfer/Referral Line concept about twenty-five years ago. It was the first in North Carolina to do so, and most likely one of the first in the country also.
The objectives were to develop an easy and simple process for referring, and to give community physicians access to specialty physicians when requesting transfers to the regions: Level One Trauma Center and Academic Teaching Medical Center.
The development of the Transfer Line was not to be ‘one up’ on the competition, as most new developments are today, but to provide a customer service customized to the needs of the referring physicians and hospitals in the region. Also at the time of development, there was little to no competition in the primary referral region (consisting of 19+ counties) in North Carolina, Virginia, and West Virginia. It is hard to believe how the competitive market has changed!
As success would have it, throughout the years following the initial implementation of the Transfer/Access Line, the management of the department was asked to take on additional Customer Service/Call Center type functions. I am sure many successful Transfer Centers today will be asked to do the same, if they have not already undertaken these new roles. It usually sounds something like this: “But you are a 24/7 department with clinical and non-clinical staff, and you have a great track record with expediting the transfer call process. Surely you can do this too.” Sound familiar?
This is where we came full circle at the hospital. While serving on the many committees established to discuss opportunities for improvement, such as best practice and better performance with the Admission and Transfer process as well as Patient Flow, I chose to always define the differences between a “Transfer Center” and “Call Center” with vice presidents and administrators.
One of these has a more defined focus on process, which directly impacts financial operations (guess which one). The other one has potential for a much broader focus, but is no less important to an organization’s marketing strategy and customer service opportunities.
The broader Call Center focus, with its many functions has potential to negatively impact the Transfer and Admissions process, if intermingled too tightly. For example, prior to restructuring, our all-encompassing Call Center had grown into an 800 number ‘call tree’ nightmare with selections resembling the following: “Press 1 for Transfer or Possible Transfer”, “Press 2 for Transport Service”, “Press 3 for Consult”, “Press 4 for Scheduling a Patent Appointment”. This went on through number eight and some even had additional call trees after the first one. Not good!
It was this experience and these conversations that led to the restructuring and redesigning of our all-encompassing ‘Call Center’ and to the development of a centralized Admissions/Transfer Center. To make a long story short, be cautious of expanding your Call Center or Transfer Center (whatever you choose to call it) roles.
More to come in future blogs and at the 2011 Patient Flow Summit in Nashville, April 11-13.. See you there!