Valley Health – Winchester Medical Center Using Automation to Improve Patient...AMTELCO
Helping patients manage their
pain is important to every healthcare
facility. Being able to monitor
and record each patient’s
pain level on an ongoing basis
can be challenging, as it takes a
large amount of a nurse’s time.
According to Lorraine Leake,
Director of the Transfer Center
and Communications at Valley
Health, the ongoing charting
“takes away time from the patient,
so anything we can do to
help the nurse, so they are doing
more bedside. That is our goal.”
Valley Health – Winchester Medical Center Using Automation to Improve Patient...AMTELCO
Helping patients manage their
pain is important to every healthcare
facility. Being able to monitor
and record each patient’s
pain level on an ongoing basis
can be challenging, as it takes a
large amount of a nurse’s time.
According to Lorraine Leake,
Director of the Transfer Center
and Communications at Valley
Health, the ongoing charting
“takes away time from the patient,
so anything we can do to
help the nurse, so they are doing
more bedside. That is our goal.”
The changing vanguard workforce, pop up uni, 11am, 2 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
This is from healthcare management classEXERCISE 8 IMPROVEMENT blossomblackbourne
This is from healthcare management class
EXERCISE 8: IMPROVEMENT CASE STUDY
Objective
To practice quality improvement tools by applying them to an improvement effort in an ambulatory care setting.
Instructions
1. Read the following case study.
2. Follow the instructions at the end of the case.
Case Study
Background
You have just been brought in to manage a portfolio of several specialty clinics in a large multi-physician group practice in an academic medical center. The clinics reside in a multi-clinic facility that houses primary care and specialty practices as well as a satellite laboratory and radiology and pharmacy services. The practice provides the following centralized services for each of its clinics: registration, payer interface (e.g., authorization), and billing. The CEO of the practice has asked you to initially devote your attention to Clinic X to improve its efficiency and patient satisfaction.
Access Process
A primary care physician (or member of the office staff), patient, or family member calls the receptionist at Clinic X to request an appointment. If the receptionist is in the middle of helping a patient in person, the caller is asked to hold. The receptionist then asks the caller, “How may I help you?” If the caller is requesting an appointment within the next month, the appointment date and time is made and given verbally to the caller. If the caller asks additional questions, the receptionist provides answers. The caller is then given the toll-free preregistration phone number and asked to preregister before the date of the scheduled appointment. If the requested appointment is beyond a 30-day period, the caller’s name and address are put in a “future file” because physician availability is given only one month in advance. Every month, the receptionist reviews the future file and schedules an appointment for each person on the list, and a confirmation is automatically mailed to the caller.
When a patient preregisters, the financial office is automatically notified and performs the necessary insurance checks and authorizations for the appropriate insurance plan. If the patient does not preregister, when the patient arrives in the clinic on the day of the appointment and checks in with the specialty clinic receptionist, she is asked to first go to the central registration area to register. Any obvious problems with authorization are corrected before the patient returns to the specialty clinic waiting room.
Receptionist’s Point of View
The receptionist has determined that the best way to not inconvenience the caller is to keep her on the phone for as short an amount of time as possible. The receptionist also expresses frustration with the fact that there are too many things to do at once.
Physician’s Point of View
The physician thinks too much of his time is spent on paperwork and chasing down authorizations. The physician senses that appointments are always running behind and that patients are frustrated, n ...
Urgent or unplanned care leads to at least 100 million NHS calls or visits each year, which represents about one third of overall NHS activity and more than half of the costs. The urgent and emergency care review was launched by Professor Sir Bruce Keogh in January 2013 in response to concerns over rising demand for unplanned care.
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
Barriers to, and enablers of, adoption of technology enabled care servicesInnovation Agency
Professor Alison Marshall, Health Technology & Innovation, University of Cumbria discusses the processes behind adopting technology enabled care services.
miSecureMessages presentation for NAEO 2018AMTELCO
miSecureMessages is a secure HIPAA compliant two-way text messaging and pager replacement app for Hospitals, Healthcare organizations, and Telephone Answering Services
The changing vanguard workforce, pop up uni, 11am, 2 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
This is from healthcare management classEXERCISE 8 IMPROVEMENT blossomblackbourne
This is from healthcare management class
EXERCISE 8: IMPROVEMENT CASE STUDY
Objective
To practice quality improvement tools by applying them to an improvement effort in an ambulatory care setting.
Instructions
1. Read the following case study.
2. Follow the instructions at the end of the case.
Case Study
Background
You have just been brought in to manage a portfolio of several specialty clinics in a large multi-physician group practice in an academic medical center. The clinics reside in a multi-clinic facility that houses primary care and specialty practices as well as a satellite laboratory and radiology and pharmacy services. The practice provides the following centralized services for each of its clinics: registration, payer interface (e.g., authorization), and billing. The CEO of the practice has asked you to initially devote your attention to Clinic X to improve its efficiency and patient satisfaction.
Access Process
A primary care physician (or member of the office staff), patient, or family member calls the receptionist at Clinic X to request an appointment. If the receptionist is in the middle of helping a patient in person, the caller is asked to hold. The receptionist then asks the caller, “How may I help you?” If the caller is requesting an appointment within the next month, the appointment date and time is made and given verbally to the caller. If the caller asks additional questions, the receptionist provides answers. The caller is then given the toll-free preregistration phone number and asked to preregister before the date of the scheduled appointment. If the requested appointment is beyond a 30-day period, the caller’s name and address are put in a “future file” because physician availability is given only one month in advance. Every month, the receptionist reviews the future file and schedules an appointment for each person on the list, and a confirmation is automatically mailed to the caller.
When a patient preregisters, the financial office is automatically notified and performs the necessary insurance checks and authorizations for the appropriate insurance plan. If the patient does not preregister, when the patient arrives in the clinic on the day of the appointment and checks in with the specialty clinic receptionist, she is asked to first go to the central registration area to register. Any obvious problems with authorization are corrected before the patient returns to the specialty clinic waiting room.
Receptionist’s Point of View
The receptionist has determined that the best way to not inconvenience the caller is to keep her on the phone for as short an amount of time as possible. The receptionist also expresses frustration with the fact that there are too many things to do at once.
Physician’s Point of View
The physician thinks too much of his time is spent on paperwork and chasing down authorizations. The physician senses that appointments are always running behind and that patients are frustrated, n ...
Urgent or unplanned care leads to at least 100 million NHS calls or visits each year, which represents about one third of overall NHS activity and more than half of the costs. The urgent and emergency care review was launched by Professor Sir Bruce Keogh in January 2013 in response to concerns over rising demand for unplanned care.
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
Barriers to, and enablers of, adoption of technology enabled care servicesInnovation Agency
Professor Alison Marshall, Health Technology & Innovation, University of Cumbria discusses the processes behind adopting technology enabled care services.
miSecureMessages presentation for NAEO 2018AMTELCO
miSecureMessages is a secure HIPAA compliant two-way text messaging and pager replacement app for Hospitals, Healthcare organizations, and Telephone Answering Services
HIPAA secure text messaging - miSecureMessagesAMTELCO
miSecureMessages is a mobile app that works with most mobile devices and allows users to send encrypted messages from a web portal or from device to device. miSecureMessages is used by clinicians to secure Protected Health Information (PHI) when sending messages. To find out additional information contact Amtelco at 800-356-9148 or visit the website at https://misecuremessages.com/
Connections Magazine June 2011 issue features a Vendor Spotlight on AMTELCO. Celebrating its 35th Anniversary, AMTELCO offers More Choices, More Flexibility which equals More Revenue for call centers!
1Call designs and implements call center, smart PC based PBX console, paging and communications systems in hospitals, clinics and other healthcare organizations.
HIMSS 2011 "RED ALERT Emergency and Event Notification"AMTELCO
RED ALERT is an emergency and event notification system that was developed by AMTELCO and is being used by healthcare organizations, education, government agencies, military and general businesses. RED ALERT notifies small or large groups of people quickly on any mobile communications device.
miOnCall-Oncall Scheduling for Clinics, Hospitals and Healthcare OrganizationsAMTELCO
miOnCall is a subscription based on call scheduling solution for clinics, hospitals and large healthcare organizations. For additional information visit https://mioncall.com/
AMTELCO XDS is a Digium Asterisk Interoperability Partner. Digium has certified the AMTELCO XDS 8-port E&M board for use with Asterisk telephony software.
The AMTELCO XDS H.100 PCI Loop Start, Station, T1/E1, and E&M boards support the open source Asterisk interface.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
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Capital Health "Turning Patient Appointment No Shows into a Hospital-Wide Benefit"
1. Case Study
Capital Health
Turning Patient Appointment
No Shows into a Hospital-Wide Benefit
C apital Health is Nova Scotia’s
largest provider of health
services. They operate hospitals,
Keeping Waiting Rooms Full
When a patient doesn’t show up
for a scheduled appointment, a
Capital Health’s Health Sciences Centre
health centres and community- number of things happen. There They selected the 1Call Pro Show
based programs throughout is a loss of services for the nurses, Automated Appointment Re-
Halifax Regional Municipality doctors, and technologists sched- minder Solution.
and the western part of Hants uled to work with that patient,
County. Capital Health is 12,000 a loss of services for equipment Reducing No Shows
employees, physicians, learn- needed for that patient, and the “Once we got up and running, we
ers, and volunteers providing patient has to be rescheduled, or actually dropped their no-show
medical and surgical care, mental in some cases, put on a wait list. rate from 9 percent to 1 percent.
health care, community health For these reasons, the Capi- When we started doing calls for
programs, addiction prevention tal Health Voice Services call them, their average wait list was
and treatment, and environmen- centre was approached by the about 9 months. We dropped it
tal health services. Nova Scotia Breast Screening Pro- down to about 6 months with
As an academic district, Capi- gram, who realized the value of manual calls, and it’s 3 months
tal Health helps educate tomor- reminding patients about their now with Pro Show,” stated Betty.
row’s health care providers and
administrators and engages in “… we actually dropped their no shows
research into new treatments, from 9 percent to 1 percent … and we
cures, processes and practices. dropped their wait list from 9 months
Capital Health serves the 500,000 to 3 months using Pro Show.”
residents of the district and pro-
vides specialist services to the upcoming appointments. “They Natalie Klaus, Capital Health
rest of Nova Scotia and Atlantic had identified that making calls Manager of Communication Ser-
Canada. made a big difference. So they ap- vices, Voice Services, commented,
proached us to say, ‘We need help. “We currently process approxi-
A Multitude of Appointments We need this done. We cannot mately 11,000 automated calls per
Each day, thousands of Capital do it ourselves, and we thought month, which is maybe 1 percent
Health patients have scheduled people who worked on the tele- of the total number of appoint-
appointments. Until recently, pa- phones would be the best people ment reminder calls for Capital
tients received reminders about to do it,’” said Betty. The call cen- Health.” This number includes
upcoming appointments only tre agreed to make reminder calls reminder calls only for the Nova
occasionally. According to Betty for them as a manual process, to Scotia Breast Screening Program,
Bouchie, the Senior Systems Ana- see how much of a difference it and for some of Diagnostic Imag-
lyst for Capital Health Voice Ser- would make. ing.
vices, “The staff was doing some Betty continued, “The second
calls, but it was very sporadic. A Time-Saving Solution that the word got out of the im-
When they had a break from The appointment reminder calls pact we had made, we had peo-
people coming and going, they made such a substantial impact ple lined up down the block. They
would take a list and try and call that Capital Health soon saw the want the same thing.”
people.” need for an automated system. continued…
2. Customer Spotlight • Customer Spotlight • Customer Spotlight
Capital Health
Hospital-Wide Benefits number, people are very likely to via e-mail. When this happens,
The primary benefits that Capi- pick up,” said Betty. the cause can be investigated and
tal Health has noticed are the Each patient appointment is fixed before there is any impact to
significant reduction in the no- set up to try as many as six times the reminder calls.
show rates, and the reduced wait to leave a reminder message;
list time. Another benefit of the twice each day, morning and eve- Adding More Services
automation is freeing up staff. ning for three days before the Capital Health started handling
According to Natalie, “It’s mainly appointment. They’ve found that appointment reminders for two
the no-show rate, and it’s also they typically reach the patient on of the most complex groups. They
about redeploying current re- the first call. continue working to offer these
sources to do other tasks. So if services to more departments
you had a person assigned to A Versatile Design and groups.
make calls all day, now you can The Pro Show messages that pa- Currently, patients only re-
have them complete other tasks.” tients hear are customized, de- ceive phone calls for appoint-
An unexpected benefit of pending on the specific needs of ment reminders. This is primar-
appointment reminder calls is the department or group. They ily due to patient privacy. Capital
related to the wait list. Because have included important remind- Health is discussing adding e-mail
patients get the reminders in ad- ers, such as a facility being “scent- reminders, but they will need per-
vance, if they do need to cancel, free,” and also reminders that the mission from patients to do this.
they can call to reschedule, and patient should arrive 15 minutes “We want to make sure we have
then a person from the wait list before their appointment time. our processes in place, and every-
can be placed in that appoint- Each group also has a unique thing thought through before we
ment. Since the appointment callback number if patients need start rolling it out with e-mail as
time can be scheduled with a wait to reach them. Pro Show does a well,” stated Natalie.
list patient, it is not lost on a no- lookup to determine if the num-
show who would then also need ber called is local. If it is, then Pro Update
to be added to the wait list. Show provides a local callback Since the initial call with 1Call in
number. If the number called is May, reminder calls for the De-
Perfecting the Process long distance, Pro Show gives a partment of Medicine were add-
Betty and Natalie have learned long-distance callback number. ed. Betty said, “They love it. We
several key things about appoint- did a pilot of four groups, and it
ment reminders. They have found Labor-Saving Automation went great! They want to add the
that calling three days before the Another time-saving feature is the rest as soon as possible!”
appointment is optimal. Four to automated data importing. Capi-
five days is too long and the pa- tal Health is currently receiving The Final Word
tients forget about it, but any less different types of data from the Betty said, “Pro Show really is a
than three days is too late, and various groups, which is convert- great product. It has made an im-
they may not reach the patient. ed into the Pro Show database. pact just in its beginnings, and it
They also found that using a The process is automated, and is will make a huge impact as we go
unique Caller ID number for each scheduled every night. Data is im- forward.”
department or group makes it ported five days in advance, so if a And a final bit of advice from
more likely that people will an- problem does occur receiving the Betty: “Find somebody that really
swer the call. “Since we display a data, several people are alerted wants it, and they will help you
set it up right.”
(800)225-6035 • www.1call.com • info@1call.com
4800 Curtin Drive • McFarland, WI 53558
(608)838-4194 • FAX (608)838-8367
March 2011