135 Background: Access to oncology care through a specialty call center within a large academic institution was analyzed to determine service levels necessary to schedule patient consults within 7 days of contact. The specialty call center is the primary resource for ambulatory appointment scheduling, and staffed by 1 licensed provider and 6 agents who administratively coordinate patient care. Hours of operation are 8AM-5PM. Methods: Data was analyzed between a period of 1/1/2018 and 9/30/2018 (P1), providing call statistics (S1): inbound & outbound calls, calls not answered, average speed of answer, agent availability. Observations of agents identified key processes, staffing analysis, and productivity levels. A dependency map was developed to identify key inputs and outputs for all call center activities. The number of dependencies were identified for each activity. Results: A dependency map identified 22 unique agent activities, categorized by administrative tasks (n = 9), multi-disciplinary team coordination (n = 7), direct patient interaction (n = 5), and patient benefit processing (n = 3). Average number of inputs per activity yielded 2.4 (Range = 0 to 8), while outputs were 2.0 (Range = 0 to 6). Inbound and outbound calls spanned multiple categories, with 28,730 calls received or placed during P1. 77% of inbound calls were answered, and remaining calls were directed to voicemail. 89% of all calls occurred between 9AM and 4PM, with slight variation each hour. Staffing Analysis revealed 91.3% availability rate equivalent to 5.48 agents available per day. Average call hours (inbound and outbound) per agent ranged from 2.45hrs/day to 5.18 hours/day, with variation attributed to the unique activities. An algorithm was created to determine appropriate staffing levels to ensure S1 requirements and timely coordination of care. Conclusions: A specialty call center requires a detailed understanding of dependencies that contribute to timely scheduling, while maximizing customer service. Dependency mapping provides visibility to clinical and non-clinical teams of necessary activities to coordinate appointments. Staffing models can assist in understanding the variables that influence S1, and provide support for staffing decisions in periods of high/low demand.
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