Physician experience management requires an understanding of functional and emotional needs, key activities and touchpoints. This case study highlights the successes at Cleveland Clinic in creating an exceptional physician experience.
Healthcare Industry Highlight: Revenue Cycle ManagementCascadia_Capital
In our most recent Healthcare Industry Highlight Report on Revenue Cycle Management, we outline the trends driving consolidation and increased market activity and make predictions on the outlook and future of the RCM ecosystem.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
In this webinar, Yvonne Chase of Mayo Clinic shares strategies to improve patient experience across the continuum of care - from pre-service to post-servcie activities. This presentation shares tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge - all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
Do Not Resuscitate Orders : What They Mean ?SMSRAZA
Most doctors working in Acute areas know when and how to do CPR. However, most get stuck when it comes to ' When not to do CPR' due to cultural, social, ethical and legal issues attached.
Home Hospital: hospital level care at home for acutely ill adultsJeffrey Lortz
Dr. David Levine, MD of Brigham & Women's Hospital presents how his home hospital pilot program resulted in a 52% cost savings by admitting emergency patients to a home-based acute care program vs. inpatient setting.
Medical Claims Management is a versatile solution for your practice and medical claims. MCM helps every provider and practice to set-up its entire practice management system. Our passion is to serve all kind of healthcare provider regardless of the size and specialties. Here, we provide the best paper presentation for Medical Claims Management.
A Nursing Leadership Guide: Communication, Teamwork, Mutual Support, Conflict...Ahmad Amirdash
This presentation is a short version that briefly explains Effective Communication for error reduction in healthcare. It utilizes proven tools such as TeamSTEPPS training, Conflict Resolution, Patient Safety, healthcare education, Comprehensive Unit-based Safety Program (CUSP), NSPG, AIDET training, Mutual support, and Quality Assurance.
Please note that you're welcome to use any slides as long as you reference my post when you do so to maintain the integrity of authorship
If interested in detailed answers, please email: aamirdash@yahoo.com
Thanks, Ahmad Amirdash.
Healthcare Industry Highlight: Revenue Cycle ManagementCascadia_Capital
In our most recent Healthcare Industry Highlight Report on Revenue Cycle Management, we outline the trends driving consolidation and increased market activity and make predictions on the outlook and future of the RCM ecosystem.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
In this webinar, Yvonne Chase of Mayo Clinic shares strategies to improve patient experience across the continuum of care - from pre-service to post-servcie activities. This presentation shares tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge - all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
Do Not Resuscitate Orders : What They Mean ?SMSRAZA
Most doctors working in Acute areas know when and how to do CPR. However, most get stuck when it comes to ' When not to do CPR' due to cultural, social, ethical and legal issues attached.
Home Hospital: hospital level care at home for acutely ill adultsJeffrey Lortz
Dr. David Levine, MD of Brigham & Women's Hospital presents how his home hospital pilot program resulted in a 52% cost savings by admitting emergency patients to a home-based acute care program vs. inpatient setting.
Medical Claims Management is a versatile solution for your practice and medical claims. MCM helps every provider and practice to set-up its entire practice management system. Our passion is to serve all kind of healthcare provider regardless of the size and specialties. Here, we provide the best paper presentation for Medical Claims Management.
A Nursing Leadership Guide: Communication, Teamwork, Mutual Support, Conflict...Ahmad Amirdash
This presentation is a short version that briefly explains Effective Communication for error reduction in healthcare. It utilizes proven tools such as TeamSTEPPS training, Conflict Resolution, Patient Safety, healthcare education, Comprehensive Unit-based Safety Program (CUSP), NSPG, AIDET training, Mutual support, and Quality Assurance.
Please note that you're welcome to use any slides as long as you reference my post when you do so to maintain the integrity of authorship
If interested in detailed answers, please email: aamirdash@yahoo.com
Thanks, Ahmad Amirdash.
Start the Discussion: The Importance of Advance DirectivesSummit Health
We will discuss the importance of planning ahead about end-of-life decisions, provide useful information about how to prepare advance directives, and distribute sample forms.
This is a deck I created to frame out my vision about healthcare and used in my job search. This is the exciting space in healthcare right now - communications, segmentation, data mining.
Theera-Ampornpunt N. HL7 Clinical Document Architecture: overview and applications. Presented at: HL7 CDA Workshop at the Faculty of Medicine Ramathibodi Hospital; 2013 Jun 20-21; Bangkok, Thailand. Invited speaker, in Thai.
Patient engagement is a critical element of successful transitions of care. Without it, patients are improperly educated about their condition and inadequately prepared to self-manage.
Healthcare organizations need effective and scalable ways of engaging patients post-discharge.
Ethics at the End of Life and Introduction to Hospice and Palliative Care for Medical Students. Exploration of feeding tubes, code status, when to stop chemo. Discusses cases and the ethical principles and values that are the basis for disagreement in care and what to do when there is a conflict in ethical principles themselves. Also provides an introduction to decisions of last resort including physician aid in dying, palliative sedation and voluntary refusal of nutrition and hydration.
We can solve the various problems relating to the hospitals by using disruptive technology. Lets see, How the technologies are impacting the healthcare industry?
Healthcare Management PowerPoint Presentation Slides is designed especially for the medical industry professionals. Use this PPT slideshow to showcase all the essentials of healthcare administration with a dash of visual brilliance. Demonstrate the key trends and vital stats of the healthcare industry through our content-driven PowerPoint theme. Communicate details about global healthcare economy, and global spending stats. Illustrate the key demand and supply drivers associated with public health management. Employ our audience-friendly medical administration PPT template deck to elucidate stakeholders in the public health system. Cutting-edge graphics and innovative data visualization designs simplify the explanation. Use diagrams featured in this PowerPoint presentation to describe essential public health services. You will also find infographic-style designs to help elaborating concepts like hospital and corporate tie-ups. Utilize the Venn diagram to emphasize the pharma company operating model. Convey the research and development protocol followed in the pharmaceutical industry. Our comprehensive PPT layout contains oodles of other core aspects of hospital management. This includes cost accounting, financial management, data analysis, strategic planning, marketing, and KPI metrics and dashboards. So, hit the download button and captivate your audience. Our Healthcare Management PowerPoint Presentation Slides are topically designed to provide an attractive backdrop to any subject. Use them to look like a presentation pro. https://bit.ly/3lZSJyR
Here prof. mridul M. panditrao, shares his personal views on the most controversial and problematic issues of dealing with the pharmaceutical industry and their representatives. The clinicians are constantly exposed to lure and lucre of these issues. He wants to guide the upcoming, young and promising clinicians about the ethical/ unethical aspects and hopw to maintain your own, clinician's morality when dealing with these set of personnel. he also dwells upon the vanishing science of medical deontology
These are the slides from my presentation at the 2014 Conference of the American Association of Physician Liaisons. The title of the presentation was "Integrating Social & Digital Media Into Physician Relations."
Start the Discussion: The Importance of Advance DirectivesSummit Health
We will discuss the importance of planning ahead about end-of-life decisions, provide useful information about how to prepare advance directives, and distribute sample forms.
This is a deck I created to frame out my vision about healthcare and used in my job search. This is the exciting space in healthcare right now - communications, segmentation, data mining.
Theera-Ampornpunt N. HL7 Clinical Document Architecture: overview and applications. Presented at: HL7 CDA Workshop at the Faculty of Medicine Ramathibodi Hospital; 2013 Jun 20-21; Bangkok, Thailand. Invited speaker, in Thai.
Patient engagement is a critical element of successful transitions of care. Without it, patients are improperly educated about their condition and inadequately prepared to self-manage.
Healthcare organizations need effective and scalable ways of engaging patients post-discharge.
Ethics at the End of Life and Introduction to Hospice and Palliative Care for Medical Students. Exploration of feeding tubes, code status, when to stop chemo. Discusses cases and the ethical principles and values that are the basis for disagreement in care and what to do when there is a conflict in ethical principles themselves. Also provides an introduction to decisions of last resort including physician aid in dying, palliative sedation and voluntary refusal of nutrition and hydration.
We can solve the various problems relating to the hospitals by using disruptive technology. Lets see, How the technologies are impacting the healthcare industry?
Healthcare Management PowerPoint Presentation Slides is designed especially for the medical industry professionals. Use this PPT slideshow to showcase all the essentials of healthcare administration with a dash of visual brilliance. Demonstrate the key trends and vital stats of the healthcare industry through our content-driven PowerPoint theme. Communicate details about global healthcare economy, and global spending stats. Illustrate the key demand and supply drivers associated with public health management. Employ our audience-friendly medical administration PPT template deck to elucidate stakeholders in the public health system. Cutting-edge graphics and innovative data visualization designs simplify the explanation. Use diagrams featured in this PowerPoint presentation to describe essential public health services. You will also find infographic-style designs to help elaborating concepts like hospital and corporate tie-ups. Utilize the Venn diagram to emphasize the pharma company operating model. Convey the research and development protocol followed in the pharmaceutical industry. Our comprehensive PPT layout contains oodles of other core aspects of hospital management. This includes cost accounting, financial management, data analysis, strategic planning, marketing, and KPI metrics and dashboards. So, hit the download button and captivate your audience. Our Healthcare Management PowerPoint Presentation Slides are topically designed to provide an attractive backdrop to any subject. Use them to look like a presentation pro. https://bit.ly/3lZSJyR
Here prof. mridul M. panditrao, shares his personal views on the most controversial and problematic issues of dealing with the pharmaceutical industry and their representatives. The clinicians are constantly exposed to lure and lucre of these issues. He wants to guide the upcoming, young and promising clinicians about the ethical/ unethical aspects and hopw to maintain your own, clinician's morality when dealing with these set of personnel. he also dwells upon the vanishing science of medical deontology
These are the slides from my presentation at the 2014 Conference of the American Association of Physician Liaisons. The title of the presentation was "Integrating Social & Digital Media Into Physician Relations."
La reproducción de sonidos en Android con Soundpool y MediaPlayer, el Sonido como servicio, la grabación de sonidos con MediaRecorder, la reproducción de video utilizando Surfaceview y Surfaceholder, y la grabación de video
Transcend Automation is the authorized business partners for Kepware Technologies in India. We Market, Promote, Integrate their products for customers in India
16.07.12 Analyzing Logs/Configs of 200'000 Systems with Hadoop (Christoph Sch...Swiss Big Data User Group
This talk was held at the second meeting of the Swiss Big Data User Group on July 16 at ETH Zürich. The topic of this meeting was: "NoSQL Storage: War Stories and Best Practices".
http://www.bigdata-usergroup.ch/item/296477
Swiss Culinary Cup 2016 - Regolamento in italianoMirjam Trinkler
Swiss Culinary Cup 2016 - Regolamento in tedesco
Competizione culinaria per cuochi professionisti organizzata dalla Società Svizzera Cuochi SKV·SSC.
Iscrizioni possibili fino al 29 aprile 2016.
Finale della competizione il 30 settembre 2016 a Baden (Svizzera)
We have always wanted to have an example buyer persona, but our clients would never allow their competitors to have access to such valuable insights. We can’t argue with that.
So we developed the following persona without a client in mind. We built it by interviewing marketers about their decision to buy an email marketing solution.
Please note that one important aspect of this persona is far more valuable when it is not an example. The Perceived Barriers insight for a real persona reveals the reasons that buyers do not choose the solution you are marketing. This is often one of the most actionable aspects of the buyer persona, identifying opportunities to build sales and marketing strategies that overcome your buyer’s objections. We couldn’t capture those insights without choosing a specific email marketing solution for our example.
We hope that this example buyer persona will help you to understand why the 5 Rings of Buying Insight™ are rapidly becoming the standard framework for B2B and B2C buyers of medium-to-high consideration products, services and solutions.
In 2011, we took it upon ourselves to break down our patient care and examine it from the time the patient arrived (regardless of method) to the time they departed (again, regardless of method). Over the next year, we developed and implemented an end-to-end strategy of patient care and flow, where all decisions were under the scrutiny of what was deemed to be ‘patient-centric’. This process of self-improvement led us to develop a scalable, replicable template for hospitals of all shapes and sizes. Too often, patient flow hurdles and patient care problems are addressed solely through the vantage of individual departments at the expense of efficiency. Our presentation is the result of a personal, real-time experience.
Automated, Standardized Reporting of Patient Safety and Quality Measures to E...Edgewater
Edgewater and UPenn presented on "Moving from Volume to Value Based Care" at The World Congress 10th Annual Healthcare Quality Congress, August 2-3, 2012.
R&D Directions Webcast June Final[1]cmowen0206
Review a webcast presentation from experts from Vince and Associates Clinical Research, MidLands IRB, and Kendle for three presentations that delve into various aspects of clinical trial patient recruitment, from the perspectives of two prominent CROs and an AAHRPP-accredited independent review board. The presentations for this webinar are:
Phase I Patient Population Trials: Feasibility, Recruitment and Long-term Confinement
Speaker: Dr. Bradley Vince, D.O., Vince and Associates Clinical Research
Beyond Paper: Using Data-Driven Expertise to Enhance Patient Recruitment
Speaker: Jeffrey M. Zucker, Senior Director and Global Head, Patient Recruitment, Kendle
IRB Considerations in Proof-of-Concept Trials
Speaker: Kathy Chase, Pharm.D., IRB chair, MidLands IRB; Director, Provider Services, Cardinal Health - Pharmacy Solutions
R&D Directions Webcast June Final[1]cmowen0206
Review webcast presentation from MidLands IRB, Vince and Associates Clinical Research, and Kendle for three presentations that delve into various aspects of clinical trial patient recruitment, from the perspectives of two prominent CROs and an AAHRPP-accredited independent review board. The presentations for this webinar are:
IRB Considerations in Proof-of-Concept Trials
Speaker: Kathy Chase, Pharm.D., IRB chair, MidLands IRB; Director, Provider Services, Cardinal Health - Pharmacy Solutions
Phase I Patient Population Trials: Feasibility, Recruitment and Long-term Confinement
Speaker: Dr. Bradley Vince, D.O., Vince and Associates Clinical Research
Beyond Paper: Using Data-Driven Expertise to Enhance Patient Recruitment
Speaker: Jeffrey M. Zucker, Senior Director and Global Head, Patient Recruitment, Kendle
Health IT Summit San Diego 2015 - Case Study "Analytics Strategy: Enablement, Innovation, Transformation" with Eric Hixson, PhD., Senior Program Administrator, Business Intelligence, Cleveland Clinic
Similar to Creating Enchantment with Referring Physicians - Cleveland Clinic - Gelb (20)
Physician schedule optimization model - Endeavor AnalyticsEndeavor Management
How can you meet organizational revenue needs while addressing physician preferences? In this presentation, we review our approach to creating an physician schedule optimization model that assembles and predicts the impact of schedule changes on patient revenue against a series of constraints and variables.
It's like a dating site to match physicians and consumers.
In this presentation, our approach to patient volume modeling is reviewed. This model is used for marketing and operations strategic decision making.
As hospitals and healthcare systems are trying to increase commercial revenue (non-government funded) to sustainable profitability, many are unable to address this problem strategically due to data dispersion and the analytical model required to establish cause and effect relationships. Endeavor Analytics’ digital tool assembles, models and predicts the impact of market changes, marketing and operational activities on all-payer patient volumes.
In this white paper, we review the critical success factors for maintaining a highly successful contact center, ensuring each interaction enchants callers to schedule appointments, participate in fund raising events and refer patients.
Avoid PRM failures by avoiding ensuring it's not simply a repository for documenting simple tasks. PRM failures occur when the IT solutions only serves to document activities instead of serving to streamline the physician experience.
2017 digital engagement webinar marketing360 - gelb consultingEndeavor Management
This presentation highlights things every healthcare marketer should know about how to measure healthcare marketing ROI, how to design a healthcare marketing dashboard the right way, and what’s possible in today’s digital age.
Managing a trusted brand in the oil & gas industry requires a variety of tools for understanding and successful implementation. This document outlines various Endeavor Management capabilities such as Brand Trust Measurement, Message Mapping, Sales Training and Culture Design.
Client's experiences with behavioral health services are shaped by all of their interactions with us, across the continuum of care. While we can assume what our clients want, need and experience in receiving services from us, it is valuable to use their direct feedback to understand their functional (what we do) and emotional (how we do it) needs throughout their experience. In this webinar conducted with Sovereign Health, we discuss the foundations of customer experience management, provide examples of tools and resources that you can use to understand client's experiences and address opportunities for improvement, and discuss a variety of implications in behavioral health settings.
How do you operationalize a culture and strengthen employee trust? Gelb's experience mapping frameworks can be used to effectively examine the holistic employee experience and create advocates out of your teams!
Ever had this nagging feeling you just weren't sure why a physician referred his or her patients to a competitor over you? You have the advanced technology, latest clinical trials, and maybe even a top-notch team of liaisons. Outside of insurance, there are many other functional and emotional factors affecting physician referral behaviors. Most of these can be indicated by leakage reports, but these don't explain the WHY behind them.
In this presentation, given with St. Jude Children's Research Hospital, we explore the combined use of experience map and decision factors research to get at the heart of the issue...which ultimately drives clinical volume.
How to apply speed dating techniques to persona developmentEndeavor Management
We had the privilege of leading this workshop recently along with SG2 and Roswell Park during the Annual PAMN Conference. This presentation outlines the importance and application of segments and templates you can use to accelerate your customer insight development. Personas are used to inform strategic decisions by putting the customer in the room. Learn how this technique can be used for your initiatives related to brand/marketing management, customer experience, and product/service innovation.
Strategic imperative digital transformation in capital projectsEndeavor Management
Radical changes to megaproject delivery will bring first adopters a distinct competitive edge, while writing the epitaph of those who stay stuck in legacy ineffective practices. Whether you are an operating asset owner or an EPC, you are confronted with reinventing the core of your capital projects delivery through digital solutions. Such strategic transformation requires holistic change that focuses not only on installation of a new software application, but also on people and work processes to achieve a sustained, culturally intrinsic result from new technology .
2017 Physician Strategies Webinar Series - Physician Relations StructureEndeavor Management
Acquire insight into how to develop a more strategic and operational approach that can grow your organization’s physician referral base in a continually evolving accountable care environment.
This white paper discusses physicians’ medical training and its relationship to effective leadership qualities, and demonstrates how the soft skills associated with emotional intelligence are essential in guiding physicians in the practice of leadership.
Why is physician engagement strategically important? How can you design a strategy that is laser-focused on increasing clinical demand by ensuring your medical staff is aligned?
This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
Why is physician engagement strategically important? How can you design a strategy that is laser-focused on increasing clinical demand by ensuring your medical staff is aligned?
This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
Traditionally development of digital tools was solely an IT initiative, but today it is a customer-needs driven initiative. Digital experiences are often times the first impression that potential customers have of you, and the first tools they turn to when they have questions or needs throughout their journey.
Best practices for developing digital tools exist, and it is common to partner with an advertising or web development agency for this purpose. However, each market and healthcare brand are unique, necessitating the inclusion of voice of the customer insight to ensure that digital tools are being built around the real (not just assumed) needs and priorities of users. So how can marketing and digital teams engage users in order to develop the digital strategy and deliver the ideal digital experience? In this paper, we present a proven process and research-based tools for obtaining direct user feedback about digital needs, preferences, and priorities.
Hiring an experienced, trusted advisor can be the difference between success and failure. That’s why the members of our Healthcare Expert Advisory Group have been there, done that.
Our Healthcare Expert Advisory Group members have served as system leaders, successfully designing and implementing strategic solutions to healthcare’s ever-changing challenges. We’ve been in your shoes and understand the intricacies of the most complex organizations. Our team has overseen, from the inside, how strategy is designed and successfully implemented. Whether you’re looking for operational excellence, strategic planning, financial strategy, or leadership development, our experts have the experience and expertise to help you achieve results.
Physicians are rapidly adopting social media tools such as Twitter and LinkedIn as part of their approach to keeping up to date with the latest developments in healthcare. As the use of these digital tools becomes increasingly commonplace and mobile apps gain acceptance for supporting healthcare interactions, the physician liaison team can leverage digital tools and social media to improve the efficiency and effectiveness of the delivery of information. Digital tools can serve as a pathway to providing easier and more direct access to information and tools that help to strengthen relationships with referring doctors and their practice staff.
In this paper, we present a best practices from around the country in using digital tools to connect with referring physicians. When used appropriately, digital tools can configured and applied to improve relationships, grow referral volumes, and increase the efficiency and effectiveness of your physician liaisons.
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
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
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- 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 lecture slides, by Dr Sidra Arshad, offer a quick overview of the 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 lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
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. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Title: Sense of Smell
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 primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
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
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.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
4. Cleveland Clinic
• 26 Medical Institutes
• 9 Regional Hospitals
• 6 Family Health Centers
• 1 affiliate hospital
• 4,600 beds system-wide
• Nonprofit, multi-specialty academic medical
center supports more than 1.5 million visits and
45,000 admissions annually
• Physician-founded and led
PAGE 4
5. Situation Overview
• Cleveland Clinic is a healthcare leader in service
excellence culture
• Its focus on “Patients First” and its commitment to
an excellent patient experience drive all caregivers
• By applying a similar focus to the referring
physician experience, Cleveland Clinic can build
better relationships with referring physicians,
ultimately benefitting the patients they send
PAGE 5
6. Cleveland Clinic:
Physician Relations Center
Grow referral volume by providing excellent service to Referring
Physicians, office staff, and their patients.
Long Term Objectives Measure
Improve referring physician/ office satisfaction Net Promoter Score
Grow referral volume YOY growth
Referrals % total volume
Ensure timely patient-specific communication Days > patient event*
Engage employees in team success EEI Gallup
In 2012, Cleveland Clinic needed to create a foundation to achieve these objectives by dedicating
people, establishing processes, and improving technology.
*Pt event time may differ by specialty
PAGE 6
7. Gelb:
The Basis of Insights
We work with other nationally-recognized Institutions:
• 5 “Honor Roll” institutions
Barnes-Jewish Hospital
• 3 out of the top 5 cancer programs Cleveland Clinic
Cincinnati Children’s Hospital
Duke Medicine
• 2 out of the top 4 pediatric hospitals Froedtert Health
Mayo Clinic
MD Anderson Cancer Center
National Benchmarking Studies: Memorial Sloan Kettering
Menninger Clinic
• Patient experience management Texas Children’s Hospital
The Ohio State University
• Marketing practices University of Chicago
University of Colorado
• Physician relations programs University of Michigan
• International programs
PAGE 7
8. Objectives
Cleveland Clinic sought to obtain insight on the experience of referring physicians, as
well as guidance to building stronger relationships with these groups.
As the referring physician strategy is being designed and implemented, there was a
desire to translate such into experiences delivered in the initial areas of focus.
Specific objectives include:
• Understand of the needs of referring physicians
• Assess performance against those needs
• Evaluate the referral decision-making process, including your reputation and
knowledge about the scope of your programs
• Design and implement strategies to positively impact the experience, promote loyalty
and increase volume of referrals from physicians within the target market
PAGE 8
10. Philosophy
EXPERIENCE Culture and your brand promise are
linked through the experience
delivered.
Leaders translate customer
expectations to the organization and
reinforce desired employee behaviors.
Cultural Transformational Brand This alignment creates an exceptional
Alignment Leadership Promise experience and a sustainable
competitive advantage.
EXPECTED BEHAVIORS We call this desired state
enchantment.
PAGE 10
11. Scope
IMPACT
DESIGN
ANALYZE
• Dashboards to
• Define the ideal monitor progress
DISCOVER experience
• Personas
FRAME • Create action plans
• Qualitative • Day in the Life with leaders and
Research staff
• Kick off Meeting • Touchpoint
• Quantitative assessment • Touchpoint
Assessment prioritization
• Document key
insights • Decision Factor
Analysis • Develop
implementation
plans
PAGE 11
12. The Experience Map
Transition of
Awareness Need Scheduling Treatment
Care
• Perceptions of • Evaluation and • Initial contact with • Coordination of care • Discharge summary
Cleveland Clinic selection of Cleveland Clinic with Cleveland
• Coordination of
treatment providers Clinic specialist
• Knowledge about • Timing and ease of on-going care
Cleveland Clinic • Discussion with process • Progress notes and
• Ongoing patient
patients (diagnosis, methods of
• Marketing or • Resources for care/support
referral options) communication
educational patients and their
• Call-backs for
resources from • Preparing patients families • Family feedback
assistance
Cleveland Clinic for what to expect about their clinical
experience
• Ideal relationship
with Cleveland
Clinic
• Cleveland Clinic • Front Desk Staff • Faculty/Medical Staff • Faculty/Medical Staff • Faculty/Medical
Faculty/Staff • Faculty/Medical Staff • Support Staff • Support Staff Staff
• Patients and their • Support Staff
Families
Primary Experience Stewards
Key Touchpoints
13. Goal: Evolve into Operational Integration
Source: Gelb Benchmarking Study
PAGE 13
16. While Cleveland Clinic has a strong brand… 1
Physicians form perceptions over a career based on training, CME, and patient
care. Therefore, experience management goes beyond the referral process.
Cleveland Clinic has a leading reputation, on par with other nationally-
recognized hospitals such as Mayo Clinic and Johns Hopkins.
You also hold the top Net Promoter Score (NPS) in the competitive set
(including local options).
Advocacy is driven principally by clinical excellence.
We found that most physicians (200 mi. radius) have referred patients to
Cleveland Clinic in the past year, and recommend it most frequently.
Outreach isn’t a problem - Current referrers and lapsed/non-referrers agree that
Cleveland Clinic has the best physician outreach of any hospital tested.
PAGE 16
17. Cleveland Clinic’s NPS is the highest among its 1
competitive set, overshadowing locals
Likelihood to Recommend
13%
13% 20% 20%
20% 20% 27%
27% 26%
26% 34% Detractors (6-0)
Detractors (6-0)
23% 34%
23% 21% 60% 54%
54% 63%
21% 24%
24% 60% 63%
23%
23% 33%
33% 30%
30% Neutrals (8-7)
Neutrals (8-7)
64%
64% 59% 56% 20% 27%
27%
59% 56% 50%
50% 20% 24%
41%
41% 36% 24%
36%
20%
20% 19%
19% 13% Promoters (10-9)
13% Promoters (10-9)
Cleveland Mayo Clinic Johns
Cleveland Mayo Clinic Johns Mass.
Mass. University
University UPMC
UPMC SUMMA
SUMMA Metro
Metro Akron
Akron
Clinic
Clinic Hopkins
Hopkins General
General Hospitals
Hospitals Health
Health General
General
13% 20% 20% 27% 26%
34% Detractors (6-0)
23% 54%
21% 24% Net Promoter Score (NPS) 60% 63%
23% 33%
30% Neutrals (8-7)
51 39 35 23 16 NPS
64% 59% 56% 50% 1 20% 27%
24%
41% 36%
-41
20% -35
19% -51
13% Promoters (10-9)
Cleveland Mayo Clinic Johns Mass. University UPMC SUMMA Metro Akron
Cleveland Mayo Clinic Hopkins
Clinic Johns General
Mass. Hospitals
University UPMC SUMMA Health
Metro General
Akron
Clinic Hopkins General Hospitals Health General
Q14.1, 0-to-10 scale with10 being “Extremely Likely” and 0 being “Not At All Likely”
Net Promoter is a registered trademark of Satmetrix Systems, Inc., Bain & Company and Fred Reichheld
N= 281-346
PAGE 17
18. Leadership in clinical outcomes key strengths 1
“World Class Care”
Confidence in treatment for complex or rare cases
Their patients report being satisfied with care
We discovered
Quality or quantity of Top Physicians
strengths as a Top physicians with experience in complex cases
source for Providing Cutting Edge Technology
growth in Offers the best, newest technology and treatments
referral volume Satisfaction with Outcomes
Satisfaction with Conferences and CME
Provides opportunities for networking
PAGE 18
19. Due largely to these clinical strengths, share of 1
referrals modest and increasing
• Cleveland Clinic is the most common first-choice referral location for every specialty and
procedure surveyed
• Among physicians referring any patients to Cleveland Clinic, it receives an average of x%
of their referral volume, modest, but more than any other hospital
• Responding doctors say they have increased in the past year the share of patient referral
volume they send to Cleveland Clinic, and that they intend to increase that share again in
the coming year
• Better communication is seen as a hospital’s key to earning more referral volume, and
the top service concepts tested both relate to faster and easier communication of patient
information
PAGE 19
20. However, the physician experience delivered needs to 2
move beyond clinical excellence for sustained growth
Despite excellent evaluations, referring physicians indicate several areas where
the emotional attachment to Cleveland Clinic is in need of improvement.
Meeting emotional needs is critical in building trust and overcoming perceptions
of competitiveness.
Furthermore, misalignment between current experience and their needs has
led to dissatisfaction among some physicians and their referral
coordinators/patients.
Given the differences between PCP and Specialist needs, the experience
needs to be designed to accommodate such (e.g., communications).
Building more welcoming and inclusive relationships with referring physicians
will complement your leading capabilities.
PAGE 20
21. “Enchantment” attitudes in need of improvement
2
Physicians’ Perceptions of Their Relationship with Cleveland Clinic
41%
I tend to forgive Cleveland Clinic of occasional missteps
47%
32%
I feel included & welcomed at Cleveland Clinic
23%
Positive Attitudes
26%
I go out of my way to recommend Cleveland Clinic
22%
23% Current Referrers (n= 244-274)
I'm a better practitioner because of Cleveland Clinic
24%
Lapsed Referrers (n= 30-37)
20%
Cleveland Clinic is interested in my success
15%
41%
The success of Cleveland Clinic has made it arrogant
51%
Negative Attitudes
41%
I only refer to Cleveland Clinic out of necessity
50%
38%
Cleveland Clinic feels cold and impersonal
50%
37% Draws attention to a statistically
Cleveland Clinic feels like a competitor significant difference
33%
Q26, percentages represent “Strongly Agree” or “Agree”
PAGE 21
22. Barrier: Misalignment of process with needs 3
Private Practice to Private Practice referrals
Confidence in treatment for complex or rare cases
Their patients report being satisfied with care
We discovered
Managing the referring physician experience
strategic • Aligning processes and culture to meet the
differing needs of PCP’s and Specialists
challenges to (functional needs)
overcome • Building relationships to meet emotional needs
(lapsed)
• Motivating physicians to refer and become
champions of Cleveland Clinic
PAGE 22
23. Significant gaps exist in how you communicate and
3
using desired forms of communication
Usage and awareness of the DrConnect system is low, in the single
digit percentages among referring physicians
Of the 12 service offerings tested as concepts, the two most motivating
to referring physicians were both related to easing and expediting
patient communications.
PAGE 23
24. Current referrers like to do business by phone, fax
3
or email, but are not with Cleveland Clinic
Follow-Up Dr
Communication Phone Fax Email Mail EMS/EPIC
Connect
Methods,
Method Method Method Method Method Method
Current Desired Desired Desired Desired Desired
Used Used Used Used Used Used with
Method Method Method Method Method
Referrers with CC with CC with CC with CC with CC CC
Acceptance of
27% 17% 28% 18% 11% 5% 11% 15% 12% 6% 5%
Patient
Notification of
8% 5% 36% 19% 14% 5% 16% 25% 14% 8% 7%
Seeing Patient
Lab & Test
3% 0% 41% 23% 11% 4% 22% 25% 17% 12% 9%
Results
Progress
3% 1% 36% 21% 14% 4% 25% 27% 17% 12% 9%
Reports
Complications 34% 6% 24% 14% 8% 4% 13% 17% 14% 8% 5%
Expiration of
41% 6% 21% 11% 8% 3% 14% 14% 10% 8% 3%
Patient
Discharge
1% 0% 39% 20% 13% 4% 27% 31% 17% 11% 8%
Summary
Follow-Up Care 5% 6% 35% 18% 11% 5% 26% 36% 18% 9% 8%
N= 277-353
Contrasting Q10 vs. Q19
PAGE 24
25. Persona: Primary Care Providers 3
“My patient’s satisfaction with care directly impacts the
success of my practice. When my patients are happy,
they stay with me and refer me to their friends and family.
Primary Care Provider When I refer a patient, my reputation is at stake.”
GOALS BEHAVIORS NEEDS
• Grow their patient base • Many of their patients require a • Feel confident that their patient will
• Strengthen reputation through referral to a specialist or sub- receive the same level of care they
excellent care for their patients specialist provide
• Build lasting relationships with their • Private practice PCP’s will often • Timely appointments to ease
patients refer to private practice specialists patient anxiety
• Employed PCP’s refer to their • Referral process that does not tax
institution their resources and staff
• Refer locally for less complicated • Stay informed about their patient’s
cases, believing their patients want treatment and care, indirectly
convenience responsible for “outcomes”
• Make appointments for their
patients
PAGE 25
26. Persona: Specialists 3
“I am an expert in my specialty. Almost every case I refer
is complex. For rare cases or those that require special
technology, I need a physician at the top of their field with
very specific expertise- distance to travel is insignificant.”
Specialist
GOALS BEHAVIORS NEEDS
• Grow their patient base • Refers to sub-specialist for • Ability to identify physicians based
• Strengthen reputation through complex cases on expertise
excellent care for their patients • More often than not, they do not • Knowledge of
• Building lasting relationships with make the referral appointment for technique/technology available
Primary Care Physicians the patient but they provide • Knowledge of physician’s
contact information reputation
• Do not typically see patient after • Indirectly facilities “outcomes”
the referral but requires closure for • Manage their referral process
risk management purposes
PAGE 26
27. Assessment
1. Our referral volume is rooted in clinical excellence
2. However, local competitors can and do attract share by managing the
referring physician experience better
3. Our physician experience management is neither deliberate nor
consistent
4. Interestingly, the farther away the physician, the more strongly they
advocate for us
5. And once the physicians are “lapsed,” they are unlikely to come back
PAGE 27
28. Summary
To become partners in patient care,
we must transform our processes and our people to
demonstrate an environment of mutual respect
PAGE 28
30. Imperatives (and links to our workshops)
1. Streamline the referral process (COORDINATION)
2. Establish a focus on how services are delivered (CARE)
3. Address the unique patient-specific communication needs of PCPs
and Specialists (ALL)
4. Overcome attitudes that we are a competitor (COMMUNICATIONS)
5. Redefine the role of physician relations and outreach (ACTION)
PAGE 30
31. Action Planning (Workshops for Each)
Care Communication Coordination
Referrers Patients Generating Awareness Scheduling/Transfer
Emotional Needs Experience Outreach Managing Patient Care
Functional Needs Resources Marketing Accessibility
PAGE 31
32. Sample Agenda
Day 1: Day 2:
8:00 – 8:15 Introductions 8:00 – 10:30 Communication
8:15 – 8:45 Research Review 10:30 – 11:00 Quick Hits / Wrap up
8:45 – 11:00 Care 11:00 – 11:15 Break
11:15 – 12:15 Lunch / Comm Planning
11:00 – 12:30 Quick Hits / Lunch
12:15 – 2:15 Implementation
12:30 – 3:45 Coordination
2:15 – 2:45 Wrap up
3:45 – 4:15 Quick Hits / Wrap Up
PAGE 32
33. Structure: Experience Design
Need Scheduling First Visit Treatment Follow-up
Ideal Outcomes
Best Opportunities for Improvement
Expected Behaviors
Process Mapping
Message Mapping
Implementation Plan
PAGE 33
34. “It takes only a few minutes to complete the
Scheduling referral process at Cleveland Clinic”
Expected Behaviors Success Measures
Get your patient to the appropriate physician(s) the first Number of transfers
time
Continually strive for timely access for your patients First / third available
Monitor escalations of appt scheduling
Work with physicians to resolve dissatisfaction with Phys satisfaction
appointment availability
Provide clear instructions at time of scheduling in Utilization of materials/website downloads
addition to referral guide
Compliance
Create options when available – appointment times, Number of options presented at time of
treatment plans, how to connect with our institutes first call
Ask the patient and physician to whom communication Recorded in profile during first call, EPIC
should be made (at multiple points) and capture
Acknowledge to referrer that appointment has been Compliance and record that notice was
made sent /communicated
PAGE 34
35. Process Prioritization
Process Urgency Impact
(H-M-L) (H-M-L)
Referring physician feedback and service recovery H M
Referral appointment escalation (expedited appointments) H M
Follow-up patient-specific communications (trigger, calls, H H
documentation, outcomes)
Process for letting phys know his patient has chosen CCF M M
Process for consulting the referring physician for internal referral M M
Enterprise collaboration for messaging and promotion with L M
referring physicians
PAGE 35
36. Coordination Improvements (Quick Hits)
Move Excel documentation of escalation to Systematic Report Alerts for Aging
Appointment Requests, plus automatic escalation
Prioritize Referring Physicians and Staff appointment requests, rather than
have requests fall into a generic queue
Simplify the scheduling process questions or cleave scheduling from
registration
Trend reporting by Physician Relations to the Institutes
Structure and streamline webmail routing to ensure capture and tracking of all
Educate Institutes that Physician Relations is a shared resource and can
provide value to all
PAGE 36
37. Message Mapping
How they see us today How we want them to see us How we will convince them
Positioning Concept
Aligned Messages
Decision Drivers
Primary Differentiating
Attitudes to Overcome Messages Touchpoint Prioritization
Attitudes to Reinforce Reasons to Believe
Action Plan
Lasting Impressions
PAGE 37
38. “Institute” enables you to expand your clinical
Message Map - Pilot expertise. When you refer your patients to us, we will
provide cutting edge clinical care with superior treatment
outcomes in an efficient and truly collaborative pre and
post treatment environment .
“One Stop Collaborative Care”
• Hotline referral access
• Process steps (define – must be simple)
We make it easy for you to refer • Hospitalists
• Confirmation of all referrals (must deliver)
• Testimonials from referring physicians
• Scheduling within X days (same day?)
We ensure two-way communication • Timely sharing of patient treatment information (must deliver)
• Pre and post treatment consultations (must deliver)
• You will get your patient back (percentages of patients returned)
• Testimonials from referring physicians
We offer specialized and • X% get back to referring physician within x (time) after procedure
innovative treatment befitting an • Forefront of clinical care (advances in their area)
academic medical center • Sub specialty expertise (# of physicians)
• Scientific and clinical firsts along with CME offerings (#)
• Patient testimonials and case studies
We extend your clinical expertise
• Clinical collaboration
• Superior patient treatment outcomes
• Referring physician and patient testimonials
• CME/Grand Grounds opportunities
PAGE 38
39. Linking Action Plan to Initiatives
The action plan organizing specific tactics into areas of maturity (e.g., basic,
performance, enhancement).
To better organize these tactics, we have bundled such into initiatives.
Each initiative includes similar tactics and are meant to run somewhat concurrently.
Over time, each initiative will lead you to higher levels of maturity, but this will likely
happen faster in some areas.
Current thinking is to launch these initiatives initially with our pilot
Initiatives:
•Provide Services to Institutes
•Monitor Referring Physician Activities
•Align Around “One” Cleveland Clinic
•Demonstrate Value
PAGE 39
40. Initiative #4:
Demonstrate Value
Market information standard report (annual?)
•SDI information
•Competitive intelligence reports
Lead strategic conversations with Institutes
•Organize physician advisory boards
•Align with calendar of outreach, publications, marketing
Activity recording/reporting
•Call center activities
•Referral volumes (overall, based on campaigns)
•Satisfaction interventions and retention rates
•Liaison activities
PAGE 40
41. Need Scheduling First Visit Treatment Follow-up
Key Activities
Potential patient calls call Pain Points
• Calls not returned
center for additional • Provided incorrect information
information • Need to repeat their “story”
Internal Processes
How can CRM support/improve process? Are we improving?
Information Needs
• What is currently collected, needs migrated
• What needs to be collected
Assessing, Monitoring and Tracking
Staff Pain Points • How should that information be organized
• Surveys
• Incomplete records • Key Metrics
• Information needs • Reports and Trends
• High volume of calls
PAGE 41
43. Results to Date
We’ve formalized our role within the enterprise
• Newly formed Physician Liaison group linked to
Enterprise objectives
• One number to call for all Referring Physician needs
– 300+ calls per day fielded by agents dedicated to service
excellence
• Improved visibility to referral patterns and trends for
Institutes via dashboard reporting
• More timely patient-specific communication
– Reduced turnaround time from 72hrs to 48hrs
PAGE 43
44. Key Prescriptions for Your Institutions
Enlist the support of an executive champion early
Identify potential internal partners for collaboration
Use a formalized approach to engage referring physicians
and document their feedback
Ensure the process is holistic
Validate data integrity – improve where needed
Demonstrate results
PAGE 44
45. Contact Us
Jennifer Fragapane
Director, Referring Physician Center
Cleveland Clinic
216.444.3281
John McKeever
Executive Vice President
Gelb, An Endeavor Management Company
800-846-4051 office
jmckeever@endeavormgmt.com
PAGE 45
46. Endeavor Management is a strategic transformation and management
consulting firm that leads clients to achieve real value from their
initiatives. Endeavor serves as a catalyst by providing the energy to
maintain the dual perspective of running the business while changing the
business through the application of key leadership principles an-d
business strategy.
The firm’s 40 year heritage has produced a substantial portfolio of proven
methodologies, enabling Endeavor consultants to deliver top-tier
transformational strategies, operational excellence, organizational
change management, leadership development and decision support.
Endeavor’s deep operational insight and broad industry experience
enables our team to quickly understand the dynamics of client companies
and markets.
In 2012, Gelb Consulting became an Endeavor Management Company.
With our Gelb experience (founded in 1965) ,we offer clients in-depth
insights in the healthcare industry and unique capabilities that focus their
marketing initiatives by fully understanding and shaping the customer
experience through proven strategic frameworks to guide marketing
strategies, build trusted brands, deliver exceptional customer
experiences and launch new products.
Endeavor strives to collaborate effectively at all levels of the client
organization to deliver targeted outcomes and achieve real results. Our
collaborative approach also enables clients to build capabilities within
2700 Post Oak Blvd., Suite 1400 their own organizations to sustain enduring relationships. For more
Houston, TX 77056 information, visit www.endeavormgmt.com and www.gelbconsulting.com
+1 713.877.8130
www.endeavormgmt.com
PAGE 46