Healthcare contact centers are on the frontlines of patient experience. But a new study reveals they’re fighting an uphill battle against nationwide delays in care. The survey painted a bleak picture: patients routinely face month-long waits for new appointments, straining health systems and contact center staff alike.

The report, conducted by ECG Management Consultants, analyzed wait times for new patient appointments in 23 major U.S. metro areas across numerous specialties. 

“This study validates a lot of the pain points that we’re all feeling in the industry,” says Steve McMillen, principal at ECG Management Consultants. 

Frustration for patients and contact centers

The study highlights how lengthy delays create a ripple effect. Patients become dissatisfied when faced with long waits, leading to the risk of them seeking care elsewhere. Meanwhile, contact center agents bear the brunt of patient frustration as they repeatedly deliver the bad news of unavailable appointments. 

“Contact centers often have to bear the brunt of that and it makes customer service really hard,” McMillen says. “But the issue isn’t simply a matter of customer service — it’s about quality of care. Delayed care is inferior care.”

Key takeaways from the study

• It’s pervasive: No major city was spared. Even Boston, with its concentration of academic medical centers, had some of the longest waits. 70 days! 
• Every specialty is affected: Surprisingly, delays even plagued surgical specialties like orthopedics. McMillen says that this indicates that no specialty is immune to these nationwide wait times.
• Contact centers can be change agents: McMillen says the report can serve as a tool for contact center leaders to take to their administrators and say, “Here’s the role we can play, but let’s talk about some things we can do together as an organization to make it better.”

What can be done?

The study didn’t just expose the problem, it offered insights into potential solutions. McMillen encouraged contact center leaders to figure out mechanisms to either prioritize access or find ways to avoid long delays. 

Specific suggestions included:

• Prioritizing new patients: While acknowledging emergency cases need to be expedited, McMillen said that new patients should be seen sooner than they are now. One solution? Transition the care of established patients to APPs or PCPs, allowing physician specialists to prioritize new patients.
• Creating intake clinics: By using rapid telehealth appointments and/or APP intake clinics, specialists can cut new patient wait times while determining the course of care and reducing the emotional burden of waiting to get in.
• Leadership collaboration: Contact center leaders, empowered with data from the study, should work with health system administrators to improve processes and find creative ways to manage capacity.

“Our industry has become complacent with wait times,” McMillen says. “As contact center leaders, we need to work together with practice leaders to change this. Expanding capacity in a targeted and meaningful way is the first step.”