The University of Toledo Medical Center (UTMC), an academic health system located in Northwest Ohio near the Michigan and Indiana borders, stands out for its strong academic affiliation, the presence of numerous learners on its campus, and its significant efforts to improve patient access. This fosters a rich culture of learning and academia.

Laura Kern, the Director of Patient Access at UTMC, oversees various critical areas within patient access. These include standard registration, outpatient clinics, emergency department services, prior authorizations, financial counseling, and a 24/7 access center. Kern’s operational responsibilities also cover switchboard operations and hospital wayfinding, ensuring smooth patient navigation within the hospital.

Responsibilities and Challenges in Patient Access

Patient access at UTMC involves managing multiple registration points, outpatient clinics, emergency departments, prior authorizations, financial counseling, and a 24/7 access center. Kern also handles operational tasks like switchboard operations and wayfinding, which are vital for patient navigation.

A significant challenge in patient access is ensuring seamless communication and coordination among various departments, which is crucial in an academic health system where numerous departments and workflows intersect.

Succession Planning and Career Development

In the wake of the pandemic, succession planning and career development have become Kern’s primary focus. The global staffing crisis underscored the need for strategic talent management and internal growth. Kern restructured her team by creating levels within patient access to allow for internal promotions. She also developed a new manager role that connects closely related departments, fostering collaboration and holistic management. This restructuring expanded supervisory roles and effectively leveraged team leads.

Implementing Organizational Changes to Improve Patient Access

Implementing these organizational changes required a methodical approach. Kern engaged in extensive brainstorming, job description development, and consultations with HR partners and other revenue cycle leaders. The process involved regular conversations and incremental rollouts to ensure thorough understanding and buy-in from all stakeholders.

The new structure introduced rotating supervisors and managers across different departments to create well-rounded leaders. This approach prepares employees for career advancements and makes them more versatile.

Impact of Organizational Changes on Patient Access

The impact of these changes has been profound. The restructuring has broken down silos within patient access, fostering a more collaborative culture. Team leads and supervisors now work closely together, enhancing communication and coordination across departments. For example, a surgery registrar now proactively communicates with the authorization team, demonstrating the positive effects of this collaborative approach. The culture shift has led to increased recognition and support among team members, contributing to higher morale and engagement.

Future Goals and Team Empowerment

Looking ahead, Kern aims to empower her team further and promote internal growth. She envisions more employees taking on leadership roles and advancing their careers within the organization. Another goal is to enhance the credibility and trust of her leadership team within the broader organization, fostering greater collaboration and trust from other departments.

Diversity in Team Building

Kern emphasizes the importance of diversity in team building through two approaches: hiring externally and recognizing internal talent. When hiring externally, she looks beyond resumes to find candidates who align with the team’s goals and culture. Internally, she focuses on identifying potential in employees who may not see it in themselves, nurturing their growth and development.

Challenges of In-Person Interviews

In-person interviews pose their own set of challenges. Kern highlights the difficulty of assessing a candidate’s fit within a short interview window. She looks beyond experience and qualifications to find candidates who align with the team’s culture and goals. Involving staff in the interview process helps comprehensively evaluate potential leaders, ensuring a good fit with the team’s dynamics.

Finding the Right Leadership Fit

Finding the right leadership fit involves looking beyond traditional qualifications. Kern shares how she overcame resistance from staff focused on experience rather than potential. By emphasizing the importance of cultural fit and shared goals, she successfully integrated new leaders into the team, leading to a more cohesive and effective leadership team.

Overcoming Team Resistance

Overcoming resistance within the team required transparent communication and a focus on long-term benefits. Kern engaged in open dialogues with staff, explaining the rationale behind the changes and the potential for personal and professional growth. This transparency helped gain the team’s buy-in and facilitated a smoother transition to the new organizational structure.

Recognizing and Developing Talent

Recognizing and developing talent is a continuous process. Kern shares how she identified potential in an employee who initially seemed unlikely to take on a leadership role. Through one-on-one conversations and encouragement, she helped the employee see their potential and grow into a team lead position, underscoring the importance of recognizing and nurturing talent within the team.

The Importance of Listening

Kern has honed her critical listening skills over the years. She emphasizes the importance of listening to employees without immediately trying to solve their problems. This approach has helped her build stronger relationships with her team and better understand their needs and aspirations, fostering a more supportive and empowering work environment.

Building a Leadership Culture

Building a leadership culture extends beyond patient access. Kern has initiated a leadership group with fellow directors to foster collaboration and development across the organization. This group engages in various activities, from volunteer work to educational sessions, enhancing leadership skills and building a cohesive culture. Kern’s vision is to create a culture where leaders across the organization work together, share ideas, and support each other’s growth.

Transforming Patient Access

Kern’s journey in transforming patient access at UTMC highlights the importance of strategic planning, collaboration, and a focus on personal and professional growth. Her efforts have improved operational efficiency and created a more supportive and empowering work environment. For those interested in connecting with Kern or learning more about her work, she is available on LinkedIn.