Mastering the HCAHPS by providing patients more than customer service, engage them in a customer experience. The audience was doctors and nurses, but the lessons apply to all hospital staff.
Tips on Creating a Comfortable Environment for PatientsKately nangela
Experience how a live virtual receptionist will change your business. Source: http://www.answeringservicecare.net. Information shared above is the personal opinion of the author and not affiliated with the website.
"When our Patient Experience measures improved, so did our Quality and Safety measures" - Sir Robert Naylor, CEO, University College London Hospitals NHS Trust, Sustainable Health Transformation 2014
Ways to improve patient satisfaction survey scoresCare Analytics
Patient experience matters. In fact, it’s so important it’s considered a marker of quality patient care, and it is used to determine incentives, Value-Based Payment Modifier reimbursements, amount of shared of savings received by accountable care organization participants, and it is a requirement for maintenance of certification. Yet, it is one of the quality measures that physicians and medical facilities reportedly find most difficult to change
Mastering the HCAHPS by providing patients more than customer service, engage them in a customer experience. The audience was doctors and nurses, but the lessons apply to all hospital staff.
Tips on Creating a Comfortable Environment for PatientsKately nangela
Experience how a live virtual receptionist will change your business. Source: http://www.answeringservicecare.net. Information shared above is the personal opinion of the author and not affiliated with the website.
"When our Patient Experience measures improved, so did our Quality and Safety measures" - Sir Robert Naylor, CEO, University College London Hospitals NHS Trust, Sustainable Health Transformation 2014
Ways to improve patient satisfaction survey scoresCare Analytics
Patient experience matters. In fact, it’s so important it’s considered a marker of quality patient care, and it is used to determine incentives, Value-Based Payment Modifier reimbursements, amount of shared of savings received by accountable care organization participants, and it is a requirement for maintenance of certification. Yet, it is one of the quality measures that physicians and medical facilities reportedly find most difficult to change
Integrating deep learning skills into the curriculumLisa Harris
Slides for panel discussion at British Council / Microsoft Deep Learning Event, Kuala Lumpur, May 2015
http://www.britishcouncil.my/events/asean-deep-learning-policy-series
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxaryan532920
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, 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 Maria 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. 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.
Thompson 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. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’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 did in 1990.
One problem that is immediately noticeable is ...
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxtarifarmarie
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, 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
Nurse Halliday is helping the doctor, then it is Nurse Costa 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. 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. Thompson 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. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’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 did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxShiraPrater50
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, 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
Nurse Halliday is helping the doctor, then it is Nurse Costa 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. 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. Thompson 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. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’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 did in 1990.
One ...
11292015 IFSM 305 – Case Study Page 1 UMUC Family .docxaryan532920
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 ...
We shall overcome fear and ignorance in our pledge to serve humanity.
Our Promise
Safe transition to home
Reduce hospitalization
Improve patient satisfaction and experience
Reduce cost of medical care
Optimize care of homebound senior
News from the Coal Face: There’s light at the end of the tunnel. Presented by Dr Andrew Miller, General Practitioner, at HINZ 2014, 11 November 2014, 4.30pm, Marlborough Room
Nurse Terry Crane had two great loves - traveling and nursing... But lovely Terry soon found herself tangled in a web of confusion and ignorance. Could she resolve her issues in time to make the most of her traveling nurse assignment
Physicians Angels is the first virtual real-time scribe service for medical professionals. Our innovative service offers live data entry and support to busy medical professionals. Physicians Angels helps you focus on patient care, not paper care.
1. Tel: (248) 857-7200
www.dhofm.com
November 3. 2014
Dear Multispecialty Center Physician;
First may I take this opportunity to thank each of you personally for welcoming me so kindly to the
Multispecialty Center here at Doctors’ Hospital of Michigan. I am honored each day to work with this
fine group of professionals.
We began some new processes in the past two months and I thought you should be kept abreast of those,
as well as informed of changes occurring now.
1. Obviously the move is complete! I know the first week was incredibly challenging for everyone
and sincerely appreciated the cooperation and patience we experience from you. Now we move
on to week two, where there are still some “bugs” to be worked out. Your continued patience
and input is welcome.
2. Referral Process; Luz has taken point on this and has organized and followed up beautifully.
Discussions have been held with Naina and Letty at OIHN to streamline the process on both
ends, as well as to develop a reporting method and schedule back to OIHN about appointments
made. We expect to review the process next week to see if further improvements or changes
need to be made. Nicole Hawkins from Urgent Care has also begun to send us referrals, and was
informed we will use the same process & reporting method for those as we put into place for
OIHN.
3. Scheduling of Patients; Denise is working very hard to get your patients scheduled as soon as
she receives referral information and/or authorization information necessary to do so. She is
fantastic at doing this and I hear patients compliment her daily on her kindness and knowledge
when she is discussing scheduling with them.
4. Medical Records; We have all medical records scanned and in IDOC at this time. Going
forward ALL charts will need to be scanned into IDOC, without exception. We sincerely
appreciate your cooperation in ensuring your documentation is complete before leaving our MS
Center so that the complete chart is submitted at one time to Medical Records, rather than in
pieces over several days or weeks.
5. Coding / Billing: We are implementing a plan to remind each physician to write their billing
sheet diagnosis so that it matches their physician notes. This ensures proper coding and billing
to the insurance company, thereby prompt payment for services rendered. We know you
understand the importance of this initiative and will do all that you can to assist us.
2. Tel: (248) 857-7200
www.dhofm.com
6. Prescription Printing: We now have a stock of prescription paper in the department for your
use. Any prescription printed MUST be on this paper and not on plain paper. Pharmacies are
getting stricter about this, so we thought we should get “ahead of the curve” and begin to use the
paper for ALL physicians now. I personally hope to have a separate printer in the physician
office for this sole purpose in the future. Please help your patients by using the prescription pad
when handwriting a script, and the stock paper when printing from our/your computer. Staff will
begin/continue to copy all prescriptions for the medical record.
7. Patient Satisfaction Surveys will be given to all patients as of November 3, 2014. These are a
Joint Commission requirement for a one year time period. A copy of the survey is attached for
your reference. Please consider your part in ensuring out patients have the best possible
experiences here.
- We should all keep our voices at a calm, reasonable level, no matter the situation.
- We should all be mindful of HIPAA laws and not discuss one patients in front of another, nor
should we have charts on the counter where anyone can see them. Luz has suggested and
implemented a new system for the patient room placement and chart placements. Your
adherence to this new method is appreciated.
- We should all be mindful of having the patient experience be as positive as possible. If a
patient has a complaint, or there is a part of the process not being addressed well, let us all
remember that we are each doing our best in sometimes challenging circumstances, but remain a
TEAM. Blame has no place on a team, only communication and working together to resolve the
issue for the patient.
Please take any opportunity to thank Luz and Denise for their outstanding performance thru our
move upstairs. We were unexpectedly shorthanded, as Todd is no longer employed with the hospital
and I cannot say enough to all of you how much these two women did to make this move a smooth
transition for your patients. They are my heroines!
Also, please thank the facilities, information systems, housekeeping, security, and switchboard staff who
all endured far too many requests from me for help in making this 3rd
Floor our new “home”. This
would not have been possible without their help.
In closing, feel free to look at my bulletin board to see the projects we are working on, or to suggest any
you feel would be helpful. Process and quality improvement should never end in a healthcare setting.
We appreciate your patient referrals, your business and best of all, you! Our wonderful physicians!
Betsy Labick
Assistant Manager
Multi-Specialty Clinic