An FQHC used SimplifiMed to engage patients to improve preventive care and reduce no-shows. In doing so they opened up more same-day appointment slots to better serve patients.
Nugensis Healthcare provides several software solutions to improve patient flow in hospitals. Their WardView software improves bed management and patient tracking across hospital wards. Their PharmacyView solution speeds up triage and streamlines discharges by clearly communicating discharge medication needs. Their solutions also allow for collection of patient feedback at bedside, treatment of patients in their homes through community healthcare teams to reduce hospital admissions, and allocation of patient care tasks to minimize delays.
This document provides guidance on managing waiting times in the NHS in Scotland. It outlines 10 golden rules for waiting time management that put the patient's interests first. It emphasizes the importance of appropriate referrals, adequate services, clinical prioritization of patients, and keeping patients informed of wait times. The document stresses partnership between primary and secondary care and accurate information on waiting lists. It discusses initiatives to treat backlogs versus long-term strategies to close gaps between demand and capacity. NHS Boards are asked to develop local plans that meet and exceed national targets through leadership, risk assessment, resource planning, and patient consultation.
Comprehensive pharmacy services | Point of caredanielbrain10
Learn about our comprehensive pharmacy solutions at the point of care that allow physicians to improve clinical outcomes and increase patient satisfaction.
This document discusses how expanding the scope of pharmacy practice to include point-of-care testing, screenings, immunizations, and initiating or modifying drug therapy under collaborative practice agreements could help advance population health outcomes and address issues like a shortage of primary care providers and increased needs of an aging population. It provides examples of how allowing pharmacists to perform rapid strep and flu tests and treat based on the results could provide more access points for care. The benefits of engaging pharmacists as healthcare providers and examples of previous expansions that have been successful are also summarized.
The document outlines Tunstall's value propositions for various healthcare services including appointment scheduling, reminders, after hours support, physician referrals, pre/post discharge follow ups, financial prescreening, reporting, preregistration, page operations, patient outreach programs, appointment auditing, and overflow services. These services aim to increase patient access and satisfaction, reduce no-shows, improve fill rates and patient schedules, provide 24/7 patient care and support, ensure continuity of care, and offer business intelligence and disaster recovery support.
The Patient Experience Response Program is an innovative physician-patient feedback service that delivers strong ROI. It connects patients to their prescribers to gather end-to-end feedback on experiences with products and services, with an emphasis on the user experience. Physicians encourage appropriate patients to enroll in surveys that capture important measures of brand awareness, appreciation, and overall treatment satisfaction. Physicians then receive reports on their patients' experiences to inform future conversations during office visits and reinforce the value of the brand. The program aims to increase uptake, encourage trials, capture market share, and counter misleading information through the facilitated patient-physician communication.
There is no doubt patient experience is one of the most crucial factors in the Healthcare industry. Check out factors that influence patient satisfaction scores and how to use patient experience data more actionable.
Nugensis Healthcare provides several software solutions to improve patient flow in hospitals. Their WardView software improves bed management and patient tracking across hospital wards. Their PharmacyView solution speeds up triage and streamlines discharges by clearly communicating discharge medication needs. Their solutions also allow for collection of patient feedback at bedside, treatment of patients in their homes through community healthcare teams to reduce hospital admissions, and allocation of patient care tasks to minimize delays.
This document provides guidance on managing waiting times in the NHS in Scotland. It outlines 10 golden rules for waiting time management that put the patient's interests first. It emphasizes the importance of appropriate referrals, adequate services, clinical prioritization of patients, and keeping patients informed of wait times. The document stresses partnership between primary and secondary care and accurate information on waiting lists. It discusses initiatives to treat backlogs versus long-term strategies to close gaps between demand and capacity. NHS Boards are asked to develop local plans that meet and exceed national targets through leadership, risk assessment, resource planning, and patient consultation.
Comprehensive pharmacy services | Point of caredanielbrain10
Learn about our comprehensive pharmacy solutions at the point of care that allow physicians to improve clinical outcomes and increase patient satisfaction.
This document discusses how expanding the scope of pharmacy practice to include point-of-care testing, screenings, immunizations, and initiating or modifying drug therapy under collaborative practice agreements could help advance population health outcomes and address issues like a shortage of primary care providers and increased needs of an aging population. It provides examples of how allowing pharmacists to perform rapid strep and flu tests and treat based on the results could provide more access points for care. The benefits of engaging pharmacists as healthcare providers and examples of previous expansions that have been successful are also summarized.
The document outlines Tunstall's value propositions for various healthcare services including appointment scheduling, reminders, after hours support, physician referrals, pre/post discharge follow ups, financial prescreening, reporting, preregistration, page operations, patient outreach programs, appointment auditing, and overflow services. These services aim to increase patient access and satisfaction, reduce no-shows, improve fill rates and patient schedules, provide 24/7 patient care and support, ensure continuity of care, and offer business intelligence and disaster recovery support.
The Patient Experience Response Program is an innovative physician-patient feedback service that delivers strong ROI. It connects patients to their prescribers to gather end-to-end feedback on experiences with products and services, with an emphasis on the user experience. Physicians encourage appropriate patients to enroll in surveys that capture important measures of brand awareness, appreciation, and overall treatment satisfaction. Physicians then receive reports on their patients' experiences to inform future conversations during office visits and reinforce the value of the brand. The program aims to increase uptake, encourage trials, capture market share, and counter misleading information through the facilitated patient-physician communication.
There is no doubt patient experience is one of the most crucial factors in the Healthcare industry. Check out factors that influence patient satisfaction scores and how to use patient experience data more actionable.
The document discusses designing a digital healthcare service in Ireland. It aims to simplify the process of acquiring repeat prescriptions by providing a service that stores prescriptions, notifies patients and pharmacists when prescriptions need renewed or medications need to be taken. Research included interviews with patients and medical professionals. The proposed service called Pharme would allow prescriptions to be renewed digitally, notify users of medication schedules and renewals, and reduce unnecessary doctors' appointments and wait times.
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
The document provides information about the 2007 Physician Quality Reporting Initiative (PQRI) including eligible professionals, quality measures, reporting requirements, bonus payments, validation, and considerations for 2008. Eligible professionals can earn a 1.5% bonus payment by reporting certain quality measures to the Centers for Medicare and Medicaid Services between July and December 2007.
The document discusses the challenges of clinical trial recruitment and retention, including delays, costs, and increased complexity. It introduces an online solution that uses digital campaigns, predictive tools, and a patient relationship management system to generate leads, screen candidates, enroll and engage patients, and optimize sites. The proposed approach aims to fill recruitment gaps cost-effectively with fast setup, total flexibility, patient centricity, and recent experience recruiting for trials in various therapeutic areas.
The patient experience describes an individual's experience of illness/injury and how healthcare treats them. Good patient experience is very helpful for healthcare industry. Many hospitals and clinics use patient experience surveys to identify where they stand in the term of Patient Experience.
The document outlines five steps that health systems can take to streamline their patient access operations and see significant financial and operational improvements. The five steps are: 1) placing all referrals and orders electronically, 2) scheduling directly with patients, 3) integrating revenue cycle steps throughout the ordering process, 4) closing communication loops with providers, and 5) gaining insights through analytics. Implementing these steps can help health systems increase revenue, improve operational efficiencies, enhance provider and patient satisfaction, and strengthen their networks.
At the RACMA Conference Talked about how to use machine learning to improve patient feedback as well as building the rules engine to advise on patient experience improvement. Here are some of the slides and stories shared at the conference which seem to be received very well.
Dentists Against Diabetes aims to introduce a diabetes screening program to dental offices to improve early diagnosis and treatment of diabetes. The program would provide dental offices with diabetes risk assessment kits to administer to patients to screen for risk and signs of undiagnosed diabetes. If a patient is at risk, the dentist can recommend they take a Diabetes Risk Assessment test kit home. The resulting report would provide the patient's risk level and advice to see their doctor if needed. This program could generate additional revenue for dental offices from kit sales while improving patient care and strengthening the relationship between dentists and the medical community.
Paul Van Wagenen has over 30 years of experience in healthcare administration, most recently as the Regional Operations Officer for Intermountain Healthcare where he oversaw 29 clinics generating $156 million in annual revenue. He has a proven track record of improving patient satisfaction, access, and market share through physician recruitment, innovation, and continuous process improvement. Van Wagenen holds an MBA from the University of Utah and is a Fellow with the American College of Healthcare Executives.
The document discusses patient satisfaction surveys conducted at hospitals. It mentions two survey companies, Press Ganey and Professional Research Consultants, that are used to survey inpatients, outpatients, ambulatory surgery patients, and emergency department patients. Survey results are compared to other large medical centers. As of mid-2009, two hospitals ranked in the 81st and 99th percentiles for patient satisfaction based on Press Ganey surveys. The surveys assess patient experiences related to care from nurses and doctors, responsiveness, pain control, communication, cleanliness, and discharge information. Hospitals also participate in government-led HCAHPS surveys to allow patients to compare providers.
The document outlines an 11 step workflow for booking appointments online:
1. Doctors schedule availability and time slots on their calendar.
2. Patients search for and select doctors on the Getit.in website.
3. Patients choose a preferred clinic location and time slot.
4. The appointment request is sent to the doctor, and both patient and doctor receive instant notifications by email and SMS.
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
This new employee orientation document provides an overview of policies and procedures for patient access representatives at a university health system. It outlines topics like dress code, timekeeping, scheduling time off, core competencies, and quality assurance. New hires will go through training, learn registration systems, adhere to hospital guidelines, and be oriented to the functions of the patient access department.
Improving Responsiveness to Customers - A case study that was conducted for a regional, for profit surgical center.
Several areas for improvement were discovered through an organizational survey. Changes are discussed as well as several recommendations for improving the patient experience.
SRM Consultants is a network of professionals, experts in discovering opportunities, developing markets, and bringing solutions to business clients from all over the US.
Tony Lockhart is seeking an Operations Coordinator position and has over 15 years of experience in finance, data entry, and hospital administration. He holds a B.S. in Finance from Arkansas State University and has a proven track record of improving processes and reducing costs through initiatives like streamlining underwriting, designing compliance databases, and implementing cost-saving systems. His skills include financial management, critical thinking, active listening, time management, instructing, and the Microsoft Office suite.
This document discusses best practices for implementing and improving telemedicine services. It addresses project management processes, billing guidelines, maximizing physical exams during telemedicine visits, integrating ancillary services like nurses and social workers, ideal settings for telehealth, developing patient-physician relationships remotely, and provides examples of telemedicine modalities like telephone, video and portable carts. The document aims to help optimize clinical workflows and revenue cycles while maintaining standards of care.
This document is a resume for Brittany Bailey, who is currently pursuing an LPN degree from ECPI University with an expected graduation date of January 2017. She has experience as a crew member for Good Fellaz Pizza, where she completes food orders and provides customer service, and as a manager at Taco Bell, where she trained employees and monitored performance. Her skills include medical terminology, vital signs, basic healthcare practices, and customer service.
Missed appointments are a major problem for medical practices, costing them revenue from unused appointment slots and potential future referrals. The document recommends using an automated appointment reminder system to contact patients via phone, email, text, and mail to confirm upcoming appointments and remind them, which can significantly reduce no-show rates. It argues the best approach is to combine different communication methods to maximize the chances of reaching patients and that regularly reminding patients to schedule follow-up appointments ensures continued revenue for the practice.
Chelena Rogers is seeking employment as a medical assistant with experience working in healthcare settings. She has an Associate of Applied Science degree in Medical Assisting from Miller-Motte Technical College expected in April 2016. Her skills include administering injections, performing lab tests, using medical coding, and following HIPAA and OSHA guidelines. Her externship experience includes taking vital signs, administering injections, verifying insurance approvals, and using lab equipment. She has also worked in customer service and caregiving roles.
This document discusses strategies to help general practitioners manage their workload and free up time. It provides information on 10 high impact actions that practices have taken, such as improving online services for patients, using nurses to handle minor illnesses, reducing missed appointments, and broadening the care team. Data is presented on sources of workload such as administrative tasks and potentially avoidable appointments. The importance of staff training and well-being is also emphasized.
The document discusses 10 high impact actions that can be taken to release time for care in general practice. These include providing online portals and apps for patients, reception staff directing patients to appropriate care, phone and email consultations, reducing missed appointments, broadening the practice workforce, improving processes, supporting staff wellbeing, collaborating at larger scale including with specialists and pharmacists, referring patients to community services, and empowering patients to better manage their own care including for long-term conditions. The actions are described as ways to improve efficiency, continuity of care, and patient experience while reducing demands on GPs' time.
The document discusses designing a digital healthcare service in Ireland. It aims to simplify the process of acquiring repeat prescriptions by providing a service that stores prescriptions, notifies patients and pharmacists when prescriptions need renewed or medications need to be taken. Research included interviews with patients and medical professionals. The proposed service called Pharme would allow prescriptions to be renewed digitally, notify users of medication schedules and renewals, and reduce unnecessary doctors' appointments and wait times.
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
The document provides information about the 2007 Physician Quality Reporting Initiative (PQRI) including eligible professionals, quality measures, reporting requirements, bonus payments, validation, and considerations for 2008. Eligible professionals can earn a 1.5% bonus payment by reporting certain quality measures to the Centers for Medicare and Medicaid Services between July and December 2007.
The document discusses the challenges of clinical trial recruitment and retention, including delays, costs, and increased complexity. It introduces an online solution that uses digital campaigns, predictive tools, and a patient relationship management system to generate leads, screen candidates, enroll and engage patients, and optimize sites. The proposed approach aims to fill recruitment gaps cost-effectively with fast setup, total flexibility, patient centricity, and recent experience recruiting for trials in various therapeutic areas.
The patient experience describes an individual's experience of illness/injury and how healthcare treats them. Good patient experience is very helpful for healthcare industry. Many hospitals and clinics use patient experience surveys to identify where they stand in the term of Patient Experience.
The document outlines five steps that health systems can take to streamline their patient access operations and see significant financial and operational improvements. The five steps are: 1) placing all referrals and orders electronically, 2) scheduling directly with patients, 3) integrating revenue cycle steps throughout the ordering process, 4) closing communication loops with providers, and 5) gaining insights through analytics. Implementing these steps can help health systems increase revenue, improve operational efficiencies, enhance provider and patient satisfaction, and strengthen their networks.
At the RACMA Conference Talked about how to use machine learning to improve patient feedback as well as building the rules engine to advise on patient experience improvement. Here are some of the slides and stories shared at the conference which seem to be received very well.
Dentists Against Diabetes aims to introduce a diabetes screening program to dental offices to improve early diagnosis and treatment of diabetes. The program would provide dental offices with diabetes risk assessment kits to administer to patients to screen for risk and signs of undiagnosed diabetes. If a patient is at risk, the dentist can recommend they take a Diabetes Risk Assessment test kit home. The resulting report would provide the patient's risk level and advice to see their doctor if needed. This program could generate additional revenue for dental offices from kit sales while improving patient care and strengthening the relationship between dentists and the medical community.
Paul Van Wagenen has over 30 years of experience in healthcare administration, most recently as the Regional Operations Officer for Intermountain Healthcare where he oversaw 29 clinics generating $156 million in annual revenue. He has a proven track record of improving patient satisfaction, access, and market share through physician recruitment, innovation, and continuous process improvement. Van Wagenen holds an MBA from the University of Utah and is a Fellow with the American College of Healthcare Executives.
The document discusses patient satisfaction surveys conducted at hospitals. It mentions two survey companies, Press Ganey and Professional Research Consultants, that are used to survey inpatients, outpatients, ambulatory surgery patients, and emergency department patients. Survey results are compared to other large medical centers. As of mid-2009, two hospitals ranked in the 81st and 99th percentiles for patient satisfaction based on Press Ganey surveys. The surveys assess patient experiences related to care from nurses and doctors, responsiveness, pain control, communication, cleanliness, and discharge information. Hospitals also participate in government-led HCAHPS surveys to allow patients to compare providers.
The document outlines an 11 step workflow for booking appointments online:
1. Doctors schedule availability and time slots on their calendar.
2. Patients search for and select doctors on the Getit.in website.
3. Patients choose a preferred clinic location and time slot.
4. The appointment request is sent to the doctor, and both patient and doctor receive instant notifications by email and SMS.
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
This new employee orientation document provides an overview of policies and procedures for patient access representatives at a university health system. It outlines topics like dress code, timekeeping, scheduling time off, core competencies, and quality assurance. New hires will go through training, learn registration systems, adhere to hospital guidelines, and be oriented to the functions of the patient access department.
Improving Responsiveness to Customers - A case study that was conducted for a regional, for profit surgical center.
Several areas for improvement were discovered through an organizational survey. Changes are discussed as well as several recommendations for improving the patient experience.
SRM Consultants is a network of professionals, experts in discovering opportunities, developing markets, and bringing solutions to business clients from all over the US.
Tony Lockhart is seeking an Operations Coordinator position and has over 15 years of experience in finance, data entry, and hospital administration. He holds a B.S. in Finance from Arkansas State University and has a proven track record of improving processes and reducing costs through initiatives like streamlining underwriting, designing compliance databases, and implementing cost-saving systems. His skills include financial management, critical thinking, active listening, time management, instructing, and the Microsoft Office suite.
This document discusses best practices for implementing and improving telemedicine services. It addresses project management processes, billing guidelines, maximizing physical exams during telemedicine visits, integrating ancillary services like nurses and social workers, ideal settings for telehealth, developing patient-physician relationships remotely, and provides examples of telemedicine modalities like telephone, video and portable carts. The document aims to help optimize clinical workflows and revenue cycles while maintaining standards of care.
This document is a resume for Brittany Bailey, who is currently pursuing an LPN degree from ECPI University with an expected graduation date of January 2017. She has experience as a crew member for Good Fellaz Pizza, where she completes food orders and provides customer service, and as a manager at Taco Bell, where she trained employees and monitored performance. Her skills include medical terminology, vital signs, basic healthcare practices, and customer service.
Missed appointments are a major problem for medical practices, costing them revenue from unused appointment slots and potential future referrals. The document recommends using an automated appointment reminder system to contact patients via phone, email, text, and mail to confirm upcoming appointments and remind them, which can significantly reduce no-show rates. It argues the best approach is to combine different communication methods to maximize the chances of reaching patients and that regularly reminding patients to schedule follow-up appointments ensures continued revenue for the practice.
Chelena Rogers is seeking employment as a medical assistant with experience working in healthcare settings. She has an Associate of Applied Science degree in Medical Assisting from Miller-Motte Technical College expected in April 2016. Her skills include administering injections, performing lab tests, using medical coding, and following HIPAA and OSHA guidelines. Her externship experience includes taking vital signs, administering injections, verifying insurance approvals, and using lab equipment. She has also worked in customer service and caregiving roles.
This document discusses strategies to help general practitioners manage their workload and free up time. It provides information on 10 high impact actions that practices have taken, such as improving online services for patients, using nurses to handle minor illnesses, reducing missed appointments, and broadening the care team. Data is presented on sources of workload such as administrative tasks and potentially avoidable appointments. The importance of staff training and well-being is also emphasized.
The document discusses 10 high impact actions that can be taken to release time for care in general practice. These include providing online portals and apps for patients, reception staff directing patients to appropriate care, phone and email consultations, reducing missed appointments, broadening the practice workforce, improving processes, supporting staff wellbeing, collaborating at larger scale including with specialists and pharmacists, referring patients to community services, and empowering patients to better manage their own care including for long-term conditions. The actions are described as ways to improve efficiency, continuity of care, and patient experience while reducing demands on GPs' time.
Workshop on the 10 High Impact Actions to release time for care. View of the strengths of primary care, ways to release more of their potential and the contribution of the General Practice Forward View. At county-wide primary care, Worcestershire.
Presentation at Pulse Live 18 Oct 2016, in Birmingham. A review of what the General Practice Forward View is doing to reduce workload, and the opportunities for practices themselves to relieve burdens through managing demand differently.
Presentation at Pulse Live, Liverpool 29.09.16
A review of the range of national actions in the General Practice Forward View that are reducing workload and increasing actions, and the things that practices say they can do themselves.
This document outlines 10 high impact actions that can be taken to release more time for patient care in general practices. It discusses actions like introducing phone and email consultations, expanding the practice workforce to include nurses and pharmacists, improving appointment systems, streamlining administrative processes, increasing collaboration between practices, and promoting self-care and social prescribing. The overall goal is to reduce bureaucratic burdens and demands on GPs' time so they can spend more time with patients.
Dr Arvind Madan Hurley Group & NHS England Primary Care3GDR
This document discusses eConsult, a digital tool that allows patients to manage minor health issues from home through self-help tools and online questionnaires, in order to improve access to care, health outcomes, and practice efficiency. eConsult provides (1) self-help tools for patients, (2) condition-specific questionnaires to gather patient histories, and (3) remote management of 60% of eConsult cases by GPs. It aims to reduce demand on practices while improving patient experience. Pilot results found improved access, earlier treatment, increased efficiency for practices, and cost savings for commissioners.
This document summarizes a pilot program that provided online services for general practice patients, including appointment booking, repeat prescriptions, medical records access, symptom checking, self-help content, online CBT, and e-consultation. The pilot involved 133,000 patients across 20 London practices. It found that 36,000 visits occurred in 6 months, with 18% of patients self-managing without an appointment. E-consultations took an average of 2.9 minutes for GPs to process. Patients reported satisfaction with the service and GPs felt it was good for patients and wanted it in their own practices. The program demonstrated improved access to care, better patient outcomes, more efficient use of practice resources, and potential
The document discusses improving the discharge process at KIMS hospital. It finds that the average discharge times are 3 hours 10 minutes for cash patients, 4 hours 2 minutes for credit patients, and 7 hours for insurance patients. A patient satisfaction survey found 33.5% of patients were under satisfied with the discharge process. The document analyzes the major causes of delay and provides suggestions to standardize processes and reduce discharge times, including having doctors type discharge summaries, centralizing pharmacy clearance, and improving communication between departments through the hospital information management system. Faster discharge times could increase hospital capacity and profitability.
The document discusses strategies to reduce congestion in emergency departments (EDs) through increased patient involvement and addressing gaps in service. It identifies four key gaps: listening, planning, service delivery, and communications. Recommendations include actively listening to patients, involving them in care planning and policy changes, designing the ED for efficiency, ensuring appropriate staffing and resource allocation, educating patients on proper ED use, and strengthening communication between EDs, primary care providers, and patients. The overall aim is to close gaps and improve the patient experience through a coordinated, patient-centered approach.
This document describes how general practices can become "demand-led" by understanding and responding to predictable patient demand for appointments. It outlines a model called MEPRA - measure, predict, respond, adjust - to collect data on demand patterns, predict future demand, respond to demand in real-time by offering various appointment options like phone or online consultations, and continuously adjust to shifting demand patterns. Practices that implement this demand-led approach report benefits like improved access for patients, reduced DNA rates, and greater control and productivity for GPs. The key is flexibility to meet each patient's individual needs rather than a rigid supply-led system of limited pre-booked appointment slots.
Ward Handover enables a more efficient handover of patients between shifts enabling a more effective patient discharge process. The solution is split into two parts, based around 6PM's CareSolutions database:
Ward Handover System:
A proven ward handover application which enables clinical staff to maximize their care time whilst delivering a single view of the patient by allowing them to enter the discharge notes into a single location that may be accessed by all clinical teams involved in the patient's care – including doctors, ward nurses, specialist nurses and Allied health Professionals. The system therefore allows predictability of bed utilization to maximize their occupancy and assists the bed management team in proactive assessment whilst reducing overall costs of related activities.
Patient Discharge Reporting:
The second part of the solution is real time reporting. The solution takes feeds from the Trust's CRS application every 15 minutes regarding patient status and predicted discharge dates which is then used to create a number of reports for ward staff regarding the workload and patient status. These reports can then be viewed either by ward staff or by consultants.
The San Antonio Metropolitan Health District clinic implemented a new fee collection process that increased weekly revenues from around $900 to nearly $5,000. They standardized the language used by staff and asked patients to pay their full bill or what they could afford. However, revenues decreased after the staff member overseeing the process changed roles and the clinic reverted to the old practices due to a lack of formal procedures. Key lessons included designating an owner of the process and creating formal policies to sustain changes.
This document provides recommendations to improve new patient wait times for the NeuroMedicine Pain Management Program (NMPMP) at the University of Rochester Medical Center. It analyzes scheduling and billing data from January 2011 to June 2013. The regional market assessment found 40 competing pain clinics, with most having wait times over 14 days, which is the standard set by URMFG. Analysis of NMPMP data showed the current wait time is 30 days, below the desired 80% of new patients seen within 14 days. Adding provider capacity through hiring a nurse practitioner is recommended to reduce wait times while maintaining financial viability.
Learn how implementing a patient management system for ART can improve the efficiency of your fertility clinic, enhance patient communication, optimize staff management, and automate billing and financial management. Read on to discover the benefits of using clinic software for managing a fertility clinic.
Patient Engagement is growing in importance as consumer expectations of healthcare providers change and as portals and other technologies improve. Early studies show affects on outcomes for patient engagement technologies
CareClues Medic is a Doctor App that streamlines clinical practice and strengthens physician-patient relationship. Greater digital presence helps boost revenues and patient base of medical professionals. The app enables doctors to single-handedly manage all of their practice-related tasks from appointment booking, digital billing, follow-ups scheduling to post-visit care delivery.
CareClues Telemedicine Services allow practitioners to broaden their clinical landscape by enabling reachability in the remotest of geographical locations. De-stress a strained public healthcare system in times of health emergencies, and maintain your regular revenue and patient flow with one-on-one virtual consultations.
CareClues Patient Portal and Patient App enhance end-to-end patient engagement throughout the continuum of care. Patients achieve round-the-clock access to a suite of healthcare services, communication tools and medical records. Coordinated care with the providers makes patients active partners in their treatment. Plus, dedicated facility and physician profiles on the portal and app increase the footprint of various clinics, hospitals, doctors and diagnostic laboratories in the digital space.
Similar to FQHC Added Same Day Appointment Slots While Reducing No-Shows (20)
Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
These lecture slides, by Dr Sidra Arshad, offer a simplified look into the mechanisms involved in the regulation of respiration:
Learning objectives:
1. Describe the organisation of respiratory center
2. Describe the nervous control of inspiration and respiratory rhythm
3. Describe the functions of the dorsal and respiratory groups of neurons
4. Describe the influences of the Pneumotaxic and Apneustic centers
5. Explain the role of Hering-Breur inflation reflex in regulation of inspiration
6. Explain the role of central chemoreceptors in regulation of respiration
7. Explain the role of peripheral chemoreceptors in regulation of respiration
8. Explain the regulation of respiration during exercise
9. Integrate the respiratory regulatory mechanisms
10. Describe the Cheyne-Stokes breathing
Study Resources:
1. Chapter 42, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 36, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 13, Human Physiology by Lauralee Sherwood, 9th edition
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
Travel vaccination in Manchester offers comprehensive immunization services for individuals planning international trips. Expert healthcare providers administer vaccines tailored to your destination, ensuring you stay protected against various diseases. Conveniently located clinics and flexible appointment options make it easy to get the necessary shots before your journey. Stay healthy and travel with confidence by getting vaccinated in Manchester. Visit us: www.nxhealthcare.co.uk
Promoting Wellbeing - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
FQHC Added Same Day Appointment Slots While Reducing No-Shows
1. Adding same-day appointment
slots without additional headcount.
Executive Summary
With over 5 locations serving over 15,000 patients,
an FQHC was looking for ways to reduce no-shows
and create additional same-day appointment
slots.
As the FQHC engaged patients via SimplifiMed, it
was able to add 45 additional same-day
appointment slots every week.
Challenges
The FQHC previously used Athenahealth’s SMS
reminder functionality. This solution required
patients to call the clinic to cancel or reschedule
an appointment.
Unfortunately many patients do not get the time
to call back the clinic during normal office hours.
As a result, the clinic had a high no-show rate and
a long waiting list. The FQHC was looking for an
Athena integrated solution.
Process
Going live with SimplifiMed was a 10-minutes
process. As the practice went live across 5 sites,
patients started to get SMS reminders to confirm,
cancel, or reschedule appointments.
Results & Next Steps
Over 70% patients responded back to
SimplifiMed’s reminders. All the transactions
were committed directly in Athena without any
manual intervention.
As patients canceled or rescheduled
appointments, every week, 45 additional slots
became available for same-day or next-day visits.
This added up to over $120,000 additional
revenue opportunity.
In the next phases of deployment, the FQHC is
using SimplifiMed to recall and schedule patients
for preventive care.
For more information please mail
us at success@simplifimed.com
The case study describes how an FQHC boosted patient response rate to over
70%. This resulted in 45 additional same-day appointment slots every week and
over $120,000 per year revenue opportunity.