Doctors Office Visit Narrative Doctor Healy and her administr.pdf

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Doctor's Office Visit Narrative Doctor Healy and her administrative assistant Mrs. Helper run a doctor's clinic. Dr. Healy treats patients and Mrs. Helper handles all of the administrative work and manages all the information. Dr. Healy also employs Mrs. Buchbinder, an accountant, who works onsite twice a week and takes care of all accounting needs of the office (including billing). When a patient comes to the office, they approach Mrs. Helper who searches for and finds the patient's record in the medical office AIS database and verifies that all the information is correct and up-to-date. She also records today's visit in the medical office AIS. After that, the patient walks to an examination room where they wait for Dr. Healy. Upon entering the exam room, Dr. Healy reviews the patient's recent history in the electronic medical record and asks the patient about their current concerns. As the patient talks, Dr. Healy types in the concerns, and the information is added to the patient's medical record. After conducting her examination of the patient, the doctor uses her professional judgement and information from the online resource "MedWEB" to propose the best course of action for the patient. She types in her treatment plan, and it is added to the patient's medical record. The doctor also types in administrative information about today's visit, including the medicines she will prescribe (if any) to the patient. The doctor prints a summary of the visit, hands it to the patient, and walks the patient out. The administrative assistant accesses the information in the system. She marks the visit as complete and ready for billing. If Dr. Healy prescribed any medicines to the patient, then Mrs. Helper faxes the new prescription to the patient's pharmacy on file. 1. Read the narrative and break the process down step-by-step using the table (you should have AT LEAST one row per employee) . Doctor Healy and her administrative assistant Mrs. Helper run a doctor's clinic. Dr. Healy treats patients and Mrs. Helper handles all of the administrative work and manages all the information. Dr. Healy also employs Mrs. Buchbinder, an accountant, who works onsite twice a week and takes care of all accounting needs of the office (including billing). When a patient comes to the office, they approach Mrs. Helper who searches for and finds the patient's record in the medical office AlS database and verifies that all the information is correct and up-to-date. She also records today's visit in the medical office AIS. After that, the patient walks to an examination room where they wait for Dr. Healy. Upon entering the exam room, Dr. Healy reviews the patient's recent history in the electronic medical record and asks the patient about their current concerns. As the patient talks, Dr. Healy types in the concerns, and the information is added to the patient's medical record. After conducting her examination of the patient, the doctor uses her professional judgement and info.

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Doctor Healy and her administrative assistant Mrs. Helper run a doctor's clinic. Dr. Healy treats
patients and Mrs. Helper handles all of the administrative work and manages all the information.
Dr. Healy also employs Mrs. Buchbinder, an accountant, who works onsite twice a week and
takes care of all accounting needs of the office (including billing). When a patient comes to the
office, they approach Mrs. Helper who searches for and finds the patient's record in the medical
office AlS database and verifies that all the information is correct and up-to-date. She also
records today's visit in the medical office AIS. After that, the patient walks to an examination
room where they wait for Dr. Healy. Upon entering the exam room, Dr. Healy reviews the
patient's recent history in the electronic medical record and asks the patient about their current
concerns. As the patient talks, Dr. Healy types in the concerns, and the information is added to
the patient's medical record. After conducting her examination of the patient, the doctor uses her
professional judgement and information from the online resource "MedWEB" to propose the best
course of action for the patient. She types in her treatment plan, and it is added to the patient's
medical record. The doctor also types in administrative information about today's visit, including
the medicines she will prescribe (if any) to the patient. The doctor prints a summary of the visit,
hands it to the patient, and walks the patient out. The administrative assistant accesses the
information in the system. She marks the visit as complete and ready for billing. If Dr. Healy
prescribed any medicines to the patient, then Mrs. Helper faxes the new prescription to the
patient's pharmacy on file.

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Assignment: Exercises : Why should program evaluation be used for public health and not-for-profit institutions in the development of adaptive strategies? Explain the strategic position and action evaluation (SPACE) matrix. How may adaptive strategic alternatives be developed using SPACE? Professional Development : Case Study #8 : "Dr. Louis Mickael: The Physician as Strategic Manager" Develop an environmental assessment and an internal capabilities analysis using decision support tools that have been introduced in this module (such as PLC analysis, BCG portfolio analysis, SPACE analysis and so on). Analyze alternative strategies to include pros and cons of each alternative, then conclude with a recommended strategy and brief implementation plan. CASE 8: DR. LOUIS MICKAEL590 By the early 1980s, costs to provide these health care services reached epic proportions; and the financial ability of employers to cover these costs was being stretched to breaking point. In addition, new government health care regulations had been enacted that have had far-reaching effects on this US industry. The most dramatic change came with the inauguration of a prospective payment system. By 1984, reimbursement shifted to a prospective system under which health care providers were paid preset fees for services rendered to patients. The procedural terminology codes that were initiated at that time designated the maximum number of billed minutes allowable for the type of procedure (service) rendered for each diagnosis. A diagnosis was identified by the International Classification of Diseases, Ninth Revision, Clinical Modification, otherwise known as ICD-9-CM. The two types of codes, procedural and diagnosis, had to logically correlate or reimbursement was rejected. Put simply, regardless of which third-party payor insured a patient for health care, the bill for an office visit was determined by the number of minutes that the regulation allowed for the visit. This was dictated by the diagnosis of the primary problem that brought the patient into the office and the justifiable procedures used to treat it. These cost-cutting measures initiated through the government-mandated prospective payment regulation added to physicians’ overhead costs because more paperwork was needed to submit claims and collect fees. In addition, the length of time increased between billing and actual reimbursement, causing cash flow problems for medical practices unable to make the procedural changes needed to adjust. This new system had the effect of reducing income for most physicians, because the fees set by the regulation were usually lower than those physicians had previously charged. Almost all other operating costs of office practice increased. These included utilities, maintenance, and insurance premiums for office liability coverage, workers’ compensation, and malpractice coverage (for which costs tripled in the late 1980s and early 1990s). This changed the method by which governmen.

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17 Eliminating Scheduling NON-DHS Patients to DHS Outpatient Facilities Advocacy Plan Harbor-UCLA Medical Center Improving Patient-Centered Care By Eliminating Scheduling NON-DHS Patients to DHS Outpatient Facilities Nicole R. Codd Mount Saint Mary University July 16, 2017 The Problem Harbor-UCLA hospital emergency staff is not efficiently identifying NON-DHS managed care patients and continues to schedule appointments that negatively effects patient-centered care and contributes to lost revenue for the medical center. When a patient arrives at the emergency room, a nurse performs the intake, and an ED registration staff obtains patients information to determine medical coverage to cover the ER visit. It is important to identify the medical coverage accurately and correctly because ED providers always advise a follow-up appointment after an Emergency Room visit. The Emergency Department staff create appointments for NON-DHS managed patients that fill appointments that should be filled with DHS-managed care patients. When an NON-DHS managed care patient receive medical services at Harbor-UCLA Medical Center, the hospital does not receive any payment. NON-DHS managed care patients have primary care providers that receive capitation payments every month for medical services. Harbor-UCLA Medical Center are treating NON-DHS patients for free when they arrive at Harbor-UCLA outpatient clinic. At times, outpatient staff can recognize the error and redirect the patient to their primary care provider, which the patient can become irritated that leads to poor patient care. Harbor-UCLA Medical Center have at least 2% of NON-DHS managed care, self-pay and out-of-county that have appointments to outpatient clinics. Harbor-UCLA Medical Center’s emergency department have over 7,136 visits per month with patients that have all different types of health insurance (DHS-Office of Planning; DHS Housing for Health). The emergency department accepts all insurances. However, Harbor-UCLA emergency department should only schedule follow-up appointments for DHS-managed care patients to improve patient-centered care and increase revenue. Current Policy and Procedures for NON-DHS PATIENTS The Emergency department have several policies in placed to avoid scheduling NON-DHS patients’ appointments to outpatient clients: 1. During registration, the Registration staff inputs NON-DHS primary care provider (PCP) information into the patient’s accounts and the information is available for Emergency department staff such as the doctors, nurses and clerks. Problems with this procedure: a. Registration staff not properly identifying the patients’ insurance correctly from the Health Care Eligibility Benefits. Registration staff putting incorrect information. b. Clinical ED staff (providers, nurses and clerks) bypass the insurance information and schedule NON-DHS patients to outpatient clinics. c. No indicator pop-ups to direct the clinical ED staff to vi ...

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11/29/2015 IFSM 305 – Case Study Page | 1 UMUC Family Clinic Case Study In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties include all administrative work from answering the phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who takes care of the front desk and all office work. The two nurses are constantly busy and running around and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse practitioner on board. This would help him grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin knows that this will increase the administrative overhead and the two nurses will not be able to manage any additional administrative work. He faces several challenges and cannot afford to hire any additional staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely covering the expenses and salaries at the moment. Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office shelves. The only software the doctor has on his front office computer is a stand-alone appointment scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance, the front office nurse has to fax all the needed documentation to a third party medical billing company at the end of the day. The medical billing company then submits the claim to the insurance company and bills the patient. The clinic checks the status of the claims by logging into the medical billing system, through a login that the medical billing company has provided the clinic to access its account. There is no billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical billing company and then use the login provided by the third party medical billing company. Of course, the medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software and an internet connection, it does not have a Web site or any other technology, and essentially still operates the same as it ...

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Do ratio analysis of Abbott India Ltd and answer the below questions Company background: Mention the sectors that the company operates in, main products/brand names, market share, geographies of operations, new developments, main competitors etc. Company Management/Board Structure: Board Size & Composition is the board diverse enough with reference to Gender, Age, Educational Background, Experience, independence etc. Shareholders details/Capital Structure: Issued Share Capital: No of shares & par value. Has the company issued any shares during the year? How & to whom were they issued? What is the shareholding pattern? Has it changed as compared to the immediate previous year? Auditors Report: Who are the auditors? Have they changed from the last year why/why not? Are there any negative comments in the audit report? Does the audit report contain any recommendation to present/potential investors? Fixed Assets: What is the total investment in fixed assets as % of total assets? What is composition of tangible & intangible assets? Has the firm made additional investments in fixed assets? How does this compare with current revenues, profits, operating cash flows? What is the policy for depreciation? Is it the same for all types of assets? Revenues & Income: What are the major sources of revenues & other income? If revenue is generated from multiple business segments or geographical regions what is the proportion of each segment/region? What is the growth in revenues? What is the policy for revenue recognition? Inventories: What type of inventories does the company hold? What is the total investment in inventories? How does it compare with the previous year? What is the policy adopted for inventory valuation? Long Term Borrowings: What are the sources of long-term debt? Has the composition changed? What is the average cost of these borrowings? What is the interest coverage ratio? Are operating cash flows sufficient to meet interest & principal obligations? Others: What kind of investments has the company made? How much is trading purposes? What kind of contingent liabilities does the firm have? How much are these as % of current revenues/operating cash flows? What are the major reasons for the current profits increasing/decreasing as compared to the previous year? Are any operations discontinued? Impact thereof? Any M & A or other similar activities? Ratio Analysis: Analyze the performance of the firm for the current and compare performance with 5 previous financial years. Use appropriate ratios. Comment on the company ratios as compared to the Industry average..

Do ratio analysis of Abbott India Ltd and answer the below questions.pdf

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