Patient Navigation and
Barrier Reduction Best
Practices
Overview
 May, 2016
 1 CCSP Evaluator
 2 Community Clinics demonstrating excellent
use of CCSP funding
 Deep dive evaluation into the functions of
these two clinics
 Similarities and differences found,
recommendations made based on findings
from both clinics
Current Practices
 Both clinics mentioned additional CCSP PN was a
“natural fit” to what they were already doing.
 Fit new tasks into established roles that are most appropriate and relevant
 Engage staff that already do work similar to patient navigation and barrier
reduction
 Taking on additional tasks that fit their current role will help the adoption of new
tasks feel less interruptive.
Staff Capacity
 Manpower was a very common complaint
and impetus for system changes within
evaluated clinics.
 Take steps in recognizing the capacity at which your CCSP team is
operating. Is there a need for an additional CCSP navigator?
 If additional manpower is available for patient navigation and
barrier reduction work, use it in a way that best suits the clinic.
Clinic Flow
 Enhancing current flow rather than adding new
processes and new tasks leads to increased
sustainability.
 Incorporate CCSP duties into existing flow
 Finding ways to work new processes into the established clinic methods
rather than changing the flow can increase staff buy in and improve
sustainability.
BI Tool capabilities
 Adopting a Business Intelligence Tool can take
the operational tracking work off of the plates
of clinic staff, creating more capacity for
patient navigation and barrier reduction work.
 Both clinics use a BI tool to help track patient health
indicators/needs.
 BI Tools streamline the tracking process and can be conducive to
other types of state reporting (e.g. UDS).
Specialist
Resources/Relationships
 Specialty care is essential and can be difficult
to access. Creating strong working
relationships with specialty providers will help
ensure smoother patient access.
 Both clinics placed priority in relationships with specialists.
 Regular meetings, discussion and feedback between clinic and
specialty provider essential, whether specialty provider is internal or
external.
Staff Buy In
 The success of any new process relies on a
collective belief that there is benefit to its
implementation. Staff buy in on all levels is
essential as this work is done on all levels.
 Both clinics expressed importance of buy in from front line staff as
well as executive team
 Engaging front line team in the operationalization process as well
as having visible support from executive team creates an
atmosphere of importance around patient navigation and barrier
reduction work.
Feedback and Improvement
Plan
 Regular discussion, process reviews and streamlining
must be done to ensure the work is done efficiently.
This will result in a more sustainable system; more
buy in from staff and elevated patient care.
 A culture of discussion, understanding, accountability and wide spread
support was present in both clinics.
 Keep an open dialogue about changes that are made.
 It will increase staff ownership over their new tasks and create streamlined
methods because those doing the work will be involved in the system
evaluation and adjustments.
Questions?