Surgery patients
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Kinetik Solutions provides consulting services to help organizations improve operations. They analyzed a local surgery's "15 minute rule" policy which requires patients to book another appointment if their issue takes more than 15 minutes. The policy does not consider patient circumstances and may prevent related issues from being addressed in one visit. This could lead to more serious future problems and increased burden on the healthcare system. The surgery should analyze appointment demand variability and schedule contingencies to account for variations in length. This would allow patients' full issues to be addressed in one visit without multiple appointments, reducing waste for both patients and the surgery. Optimizing demand and capacity in this way provides a more patient-centric service.
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1212016 Health Care Tips and Advice Practicing Patience at .docx
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 1/5
Of all the problems with the U.S. health-care system, one of the most vexing for patients
is simply sitting in the doctor's waiting room. Being ushered into the exam room, only to
be left shivering in a paper gown, to wait some more, adds to the aggravation. It's the
health-care equivalent of being stuck on the tarmac in a crowded plane.
The average time
patients spend
waiting to see a
health-care
provider is 22
minutes, and some
waits stretch for
hours, according to
a 2009 report by
Press Ganey
Associates, a
health-care
consulting firm,
which surveyed 2.4
million patients at more than 10,000 locations. Orthopedists have the longest waits, at
29 minutes; dermatologists the shortest, at 20. The report also noted that patient
satisfaction dropped significantly with each five minutes of waiting time.
Physicians rightly bristle that they aren't serving french fries. Patients are different, and
their needs are unpredictable. What's more, doctors say that fee-for-service medicine
with low reimbursement rates forces them to keep packing more patients into each day,
compounding the opportunity for delays.
"I live my life in seven-minute intervals," says Laurie Green, a obstetrician-gynecologist
in San Francisco who delivers 400 to 500 babies a year and says she needs to bring in $70
every 15 minutes just to meet her office overhead.
This copy is for your personal, noncommercial use only. To order presentationready copies for distribution to your colleagues, clients or customers visit
http://www.djreprints.com.
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618
HEALTH JOURNAL
Updated Oct. 18, 2010 12:01 a.m. ET
By
MELINDA BECK
Some hospitals, like this one in Virginia, post ER wait times on billboards. ASSOCIATED PRESS
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 2/5
Some practices, like Dr. Green's, pride
themselves on running efficiently, and others
are finding ways to streamline office-traffic
flow and cut waiting time. "Patients' time is
valuable. I think practitioners understand
that more and more," says Andre W. Renna,
executive director of a group of 14
gastroenterologists in Lancaster, Pa. He says
even the term "waiting room" has a bad
connotation. Many offices prefer "reception
area" instead.
Some steps to reduce patient wait times are as simple as leaving a few "catch-up" slots
empty each day or stocking the same supplies in the same place in every exam room.
"That way, doctors don't have to stick their heads out the door and ask where things are.
It saves a lot of time," says L. Gordon Moore, a family physician and faculty member of
the Institute for Healthcare Improvement, a Cambridge, Mass.-based non-.
1212016 Health Care Tips and Advice Practicing Patience at .docx
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 1/5
Of all the problems with the U.S. health-care system, one of the most vexing for patients
is simply sitting in the doctor's waiting room. Being ushered into the exam room, only to
be left shivering in a paper gown, to wait some more, adds to the aggravation. It's the
health-care equivalent of being stuck on the tarmac in a crowded plane.
The average time
patients spend
waiting to see a
health-care
provider is 22
minutes, and some
waits stretch for
hours, according to
a 2009 report by
Press Ganey
Associates, a
health-care
consulting firm,
which surveyed 2.4
million patients at more than 10,000 locations. Orthopedists have the longest waits, at
29 minutes; dermatologists the shortest, at 20. The report also noted that patient
satisfaction dropped significantly with each five minutes of waiting time.
Physicians rightly bristle that they aren't serving french fries. Patients are different, and
their needs are unpredictable. What's more, doctors say that fee-for-service medicine
with low reimbursement rates forces them to keep packing more patients into each day,
compounding the opportunity for delays.
"I live my life in seven-minute intervals," says Laurie Green, a obstetrician-gynecologist
in San Francisco who delivers 400 to 500 babies a year and says she needs to bring in $70
every 15 minutes just to meet her office overhead.
This copy is for your personal, noncommercial use only. To order presentationready copies for distribution to your colleagues, clients or customers visit
http://www.djreprints.com.
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618
HEALTH JOURNAL
Updated Oct. 18, 2010 12:01 a.m. ET
By
MELINDA BECK
Some hospitals, like this one in Virginia, post ER wait times on billboards. ASSOCIATED PRESS
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 2/5
Some practices, like Dr. Green's, pride
themselves on running efficiently, and others
are finding ways to streamline office-traffic
flow and cut waiting time. "Patients' time is
valuable. I think practitioners understand
that more and more," says Andre W. Renna,
executive director of a group of 14
gastroenterologists in Lancaster, Pa. He says
even the term "waiting room" has a bad
connotation. Many offices prefer "reception
area" instead.
Some steps to reduce patient wait times are as simple as leaving a few "catch-up" slots
empty each day or stocking the same supplies in the same place in every exam room.
"That way, doctors don't have to stick their heads out the door and ask where things are.
It saves a lot of time," says L. Gordon Moore, a family physician and faculty member of
the Institute for Healthcare Improvement, a Cambridge, Mass.-based non- ...
1212016 Health Care Tips and Advice Practicing Patience at .docx
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 1/5
Of all the problems with the U.S. health-care system, one of the most vexing for patients
is simply sitting in the doctor's waiting room. Being ushered into the exam room, only to
be left shivering in a paper gown, to wait some more, adds to the aggravation. It's the
health-care equivalent of being stuck on the tarmac in a crowded plane.
The average time
patients spend
waiting to see a
health-care
provider is 22
minutes, and some
waits stretch for
hours, according to
a 2009 report by
Press Ganey
Associates, a
health-care
consulting firm,
which surveyed 2.4
million patients at more than 10,000 locations. Orthopedists have the longest waits, at
29 minutes; dermatologists the shortest, at 20. The report also noted that patient
satisfaction dropped significantly with each five minutes of waiting time.
Physicians rightly bristle that they aren't serving french fries. Patients are different, and
their needs are unpredictable. What's more, doctors say that fee-for-service medicine
with low reimbursement rates forces them to keep packing more patients into each day,
compounding the opportunity for delays.
"I live my life in seven-minute intervals," says Laurie Green, a obstetrician-gynecologist
in San Francisco who delivers 400 to 500 babies a year and says she needs to bring in $70
every 15 minutes just to meet her office overhead.
This copy is for your personal, noncommercial use only. To order presentationready copies for distribution to your colleagues, clients or customers visit
http://www.djreprints.com.
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618
HEALTH JOURNAL
Updated Oct. 18, 2010 12:01 a.m. ET
By
MELINDA BECK
Some hospitals, like this one in Virginia, post ER wait times on billboards. ASSOCIATED PRESS
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 2/5
Some practices, like Dr. Green's, pride
themselves on running efficiently, and others
are finding ways to streamline office-traffic
flow and cut waiting time. "Patients' time is
valuable. I think practitioners understand
that more and more," says Andre W. Renna,
executive director of a group of 14
gastroenterologists in Lancaster, Pa. He says
even the term "waiting room" has a bad
connotation. Many offices prefer "reception
area" instead.
Some steps to reduce patient wait times are as simple as leaving a few "catch-up" slots
empty each day or stocking the same supplies in the same place in every exam room.
"That way, doctors don't have to stick their heads out the door and ask where things are.
It saves a lot of time," says L. Gordon Moore, a family physician and faculty member of
the Institute for Healthcare Improvement, a Cambridge, Mass.-based non-.
Running head PROPOSAL ROUGH DRAFT1PROPOSAL ROUGH DRAFT2.docx
Running head: PROPOSAL ROUGH DRAFT1
PROPOSAL ROUGH DRAFT2
Proposal Rough Draft
Toni Stewart
Rasmussen College
Author Note
This paper is being submitted on November 22, 2015 2015 for Professor Kerley’s G171/COMM1388 Communicating in Your Profession course.
Problems Faced in the Medical Industries
Executive Summary
It is important for all health care professionals to ensure that due care is provides to them. This requires all qualified medical doctors give patients the time for diagnosis and subsequent treatment. In many health care centers, doctors may be overwhelmed leading to cases where their assistants have to step in and take over their role. In the process, this may compromise the quality of care accorded to the patients and may have significant ramifications legally and otherwise. There are, however, certain measures that can be taken to deal with this problem. One such measure rests on restructuring the system in a manner which the PA’s see them first and do the initial assessment, and then one of the doctors do the final assessment. This might mean cutting down the number of patients seen per day so that the PA’s and Doctors can better focus on taking good care of the ones they do see. This proposal will examine who this system will be implemented in a selected health care center highlighting the benefits that accrue from it.
Purpose
At Family Healthcare Associates, Inc. Physicians and their assistants have always been challenged with huge number of patients in their clinics. The aim of this strategy is to reduce the cost of operation for the clinic due to huge medical expenses available in the market today. Senior management needs to adopt a business like strategy to ensure the clinic remain a float and doctors have enough time to focus on each patient per specific period of time (Fattal, 2011).
Problem
The cost of maintaining Family Healthcare Associates, Inc. has also been a challenge due to increase in salaries and financial packages. These increases in financial expenditure by the clinic have made it impossible to manage doctor-patient relationship that most clinics have set standards for. These challenges can pose a threat to the health of many patients who require immediate medical attention on time. The Doctors have such a busy schedule that they do not have the personal one on one relationships with any of their patients that they need to have in order to fully know what is going on with their patients.
One of the most common scenarios where patients and doctors experience these challenges happens during emergencies. Doctors have to abandon their current patients in order to attend to more urgent emergencies of another patient (Gropper, 2009). This isn’t always a big problem in small clinics today, but it does happen from time to time. Sometimes doctors can leave the patient unattended for a long time which can cause health care problems for the patient in the future.
Sometimes doctors and other medica.
Smart Prevention: Utilizing Design Thinking and IoT Technology to Prevent Pre...
https://www.irjet.net/archives/V10/i5/IRJET-V10I523.pdf
Running Head PATIENT NO-SHOWS .docx
Running Head: PATIENT NO-SHOWS 1
PATIENT NO-SHOWS 7
Patient No-Shows
Student’s name
Institutional affiliation
Part 1- shortage of same-day appointments
Shortage of same-day appointments
A recent study found that the number of same-day appointments increased by more than 20 percent in 2019; it also found that the number of same-day appointments decreased by 2 percent overall. This trend is expected to continue in 2022 and 2023 as the economy improves. The shortage of same-day appointments can cause issues with access to care, especially for people who cannot make regular appointments due to a medical condition or an illness (Hussein, Salim & Ahmed, 2019). The lack of availability also impacts those needing urgent care or treatment before making their regular appointment.
As a result, healthcare faces a shortage of same-day appointments. It is one of the significant issues that is facing the industry today. This is because most people don't have the power to schedule their appointments with the doctor or other health providers on time. They fail to schedule the same-day appointment and then wait several days to get their appointment scheduled again, making them lose out on their treatment. It is estimated that 25% of all patients have to wait for an appointment, which is a considerable amount (Speece, 2019). In addition, the number of patients waiting for same-day appointments will continue to rise because more people are getting sicker and sicker as time goes on. It means that more and more people will need their doctor's visit at the same time as everyone else so they can be seen immediately.
How to increase the utilization of same-day appointments
Some hospitals have implemented programs that allow patients with urgent needs to schedule an appointment on the same day without waiting until their next appointment time for a doctor or nurse practitioner (NP). Some hospitals are utilizing emerging technologies programs to solve the problem. Some programs use online booking tools such as WebMD Doctor Finder or HealthTap, while others allow patients to make an appointment through a phone call, text message, or email. The methods have been cost-effective since the patients do not have to go to the hospitals physically to book their appointment.
The other way a patient can increase the chances of getting a same-day appointment at their preferred facility is by scheduling appointments during off-peak hours and seasons. For instance, there is a period in the United States when most citizens are outside the country as a tourist. The second way is calling in advance and reaching out to your preferred providers. The process is essential since the provider will provide immediate feedback on the request. It will ensure the appointment w.
NYS PATIENT MANAGEMENT SYSTEM - Copy.pptx
approved project proposal for NYS PATIENT MANAGEMENT SYSTEM.
QUESTIONAs an advanced practice nurse (APN), it is essential to.docx
QUESTION:
As an advanced practice nurse (APN), it is essential to understand your medicolegal responsibilities as they relate to coding the services you provide to patients. Improper coding, undercoding, or overcoding can have serious implications for patients, providers, and the provider’s care setting. For this Discussion, you examine potential coding issues in case studies and consider the medicolegal responsibilities of the advanced practice nurse.
To prepare:
· Select one of the provided case studies.
· Review the patient documentation given for the case. Think about medicolegal considerations and the responsibilities of the advanced practice nurse.
· Consider the medical codes selected by the advanced practice nurse. Reflect on how the selections might impact clinical practice and billing. Think about how the impact might differ from primary to acute care settings.
·
By Day 3
Post a brief description of the patient documentation given for the case study you selected. Explain any medicolegal considerations, including the role and responsibilities of the advanced practice nurse. Then, explain how medical coding might impact clinical practice and billing, as well as how implications might differ from primary to acute care settings.
Case Study 1:
Sally Jones, an acute care advanced practice nurse, is making hospital rounds on the same patients her colleague nurse practitioner saw yesterday. Sally had five history and physicals to complete on admissions that came in overnight. At the beginning of her shift, she had to complete two emergency admissions and was then called to intensive care, where she spent most of the afternoon. She had to leave work early because of her husband’s retirement party. Because she knew most of the patients on her rounding list, she decided to visit each patient’s room quickly for about 10 minutes. She coded all of the visits the same way she had done the day before, with codes 99231 and 99232.
ANSWER:
Introduction:
It is no secret that Evaluation and Management (E/M) miscoding and claims have been causing a major problems for the medical industry over the past several years. According to the Department of Health and Human services, there were about $6.7 billion inappropriately pain in 2010, that amounted to 21% of Medicare payments and a staggering 42% of incorrectly coded claims. Medical coding is the transformation of healthcare diagnosis, procedures, medical services and equipment into universal medical alphanumeric codes. The diagnoses and procedure codes are taken from medical record documentation, such as transcription of physician’s notes, laboratory, and radiologic results, etc. Subsequent hospital care CPT codes 99231 and 99232, respectively, require “a problem focused interval history” and “an expanded problem focused interval history. 99231 has a problem focused history, a problem focused exam and a straight forward MDM or Medical Decision Making (or of low complexity). 99231 requires documentation ...
Why Timely and Accurate Discharge Summaries Are of Vital Importance
Why Timely and Accurate Discharge Summaries Are of Vital ImportanceMedical Transcription Service Company
Timely and accurate transcription of discharge summaries is essential to prevent readmission within the critical 30-day time period. Running head FINAL WRITTEN PROPOSAL1FINAL WRITTEN PROPOSAL.docx
Running head: FINAL WRITTEN PROPOSAL1
FINAL WRITTEN PROPOSAL2
Final Written Proposal
Toni Stewart
Rasmussen College
Author Note
This paper is being submitted on December 6, 2015 for Professor Kerley’s G171/COMM1388 Communicating in Your Profession course.
Problems Faced in the Medical Industries
Executive Summary
It is important for all health care professionals to ensure that due care is provides to them. This requires all qualified medical doctors give patients the time for diagnosis and subsequent treatment. In many health care centers, doctors may be overwhelmed leading to cases where their assistants have to step in and take over their role. In the process, this may compromise the quality of care accorded to the patients and may have significant ramifications legally and otherwise. There are, however, certain measures that can be taken to deal with this problem. One such measure rests on restructuring the system in a manner which the PA’s see them first and do the initial assessment, and then one of the doctors do the final assessment. This might mean cutting down the number of patients seen per day so that the PA’s and Doctors can better focus on taking good care of the ones they do see. This proposal will examine who this system will be implemented in a selected health care center highlighting the benefits that accrue from it.
Purpose
At Family Healthcare Associates, Inc., physicians and their assistants have always been challenged with huge number of patients in their clinics. The aim of this strategy is to reduce the cost of operation for the clinic due to huge medical expenses available in the market today. Senior management needs to adopt a business like strategy to ensure the clinic remain a float and doctors have enough time to focus on each patient per specific period of time (Fattal, 2011).
Problem
The cost of maintaining Family Healthcare Associates, Inc. has been a challenge due to increase in salaries and financial packages. These increases in financial expenditure by the clinic have made it impossible to manage doctor-patient relationship that most clinics have set standards for. These challenges can pose a threat to the health of many patients who require immediate medical attention on time. The Doctors have such a busy schedule that they do not have the personal one on one relationships with any of their patients that they need to have in order to fully know what is going on with their patients.
One of the most common scenarios where patients and doctors experience these challenges happens during emergencies. Doctors have to abandon their current patients in order to attend to more urgent emergencies of another patient (Gropper, 2009). This isn’t always a big problem in small clinics today, but it does happen from time to time. Sometimes doctors can leave the patient unattended for a long time which can cause health care problems for the patient in the future.
Sometimes doctors and other medical sta.
10 high impact actions showcase, S Warwickshire 18.10.16
A workshop for the South Warwickshire GP Federation, exploring the details of the 10 High Impact Actions to release time for care, and the ways in which practices locally wish to use them.
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Similar to Surgery patients
1212016 Health Care Tips and Advice Practicing Patience at .docx
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 1/5
Of all the problems with the U.S. health-care system, one of the most vexing for patients
is simply sitting in the doctor's waiting room. Being ushered into the exam room, only to
be left shivering in a paper gown, to wait some more, adds to the aggravation. It's the
health-care equivalent of being stuck on the tarmac in a crowded plane.
The average time
patients spend
waiting to see a
health-care
provider is 22
minutes, and some
waits stretch for
hours, according to
a 2009 report by
Press Ganey
Associates, a
health-care
consulting firm,
which surveyed 2.4
million patients at more than 10,000 locations. Orthopedists have the longest waits, at
29 minutes; dermatologists the shortest, at 20. The report also noted that patient
satisfaction dropped significantly with each five minutes of waiting time.
Physicians rightly bristle that they aren't serving french fries. Patients are different, and
their needs are unpredictable. What's more, doctors say that fee-for-service medicine
with low reimbursement rates forces them to keep packing more patients into each day,
compounding the opportunity for delays.
"I live my life in seven-minute intervals," says Laurie Green, a obstetrician-gynecologist
in San Francisco who delivers 400 to 500 babies a year and says she needs to bring in $70
every 15 minutes just to meet her office overhead.
This copy is for your personal, noncommercial use only. To order presentationready copies for distribution to your colleagues, clients or customers visit
http://www.djreprints.com.
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618
HEALTH JOURNAL
Updated Oct. 18, 2010 12:01 a.m. ET
By
MELINDA BECK
Some hospitals, like this one in Virginia, post ER wait times on billboards. ASSOCIATED PRESS
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 2/5
Some practices, like Dr. Green's, pride
themselves on running efficiently, and others
are finding ways to streamline office-traffic
flow and cut waiting time. "Patients' time is
valuable. I think practitioners understand
that more and more," says Andre W. Renna,
executive director of a group of 14
gastroenterologists in Lancaster, Pa. He says
even the term "waiting room" has a bad
connotation. Many offices prefer "reception
area" instead.
Some steps to reduce patient wait times are as simple as leaving a few "catch-up" slots
empty each day or stocking the same supplies in the same place in every exam room.
"That way, doctors don't have to stick their heads out the door and ask where things are.
It saves a lot of time," says L. Gordon Moore, a family physician and faculty member of
the Institute for Healthcare Improvement, a Cambridge, Mass.-based non-.
1212016 Health Care Tips and Advice Practicing Patience at .docx
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 1/5
Of all the problems with the U.S. health-care system, one of the most vexing for patients
is simply sitting in the doctor's waiting room. Being ushered into the exam room, only to
be left shivering in a paper gown, to wait some more, adds to the aggravation. It's the
health-care equivalent of being stuck on the tarmac in a crowded plane.
The average time
patients spend
waiting to see a
health-care
provider is 22
minutes, and some
waits stretch for
hours, according to
a 2009 report by
Press Ganey
Associates, a
health-care
consulting firm,
which surveyed 2.4
million patients at more than 10,000 locations. Orthopedists have the longest waits, at
29 minutes; dermatologists the shortest, at 20. The report also noted that patient
satisfaction dropped significantly with each five minutes of waiting time.
Physicians rightly bristle that they aren't serving french fries. Patients are different, and
their needs are unpredictable. What's more, doctors say that fee-for-service medicine
with low reimbursement rates forces them to keep packing more patients into each day,
compounding the opportunity for delays.
"I live my life in seven-minute intervals," says Laurie Green, a obstetrician-gynecologist
in San Francisco who delivers 400 to 500 babies a year and says she needs to bring in $70
every 15 minutes just to meet her office overhead.
This copy is for your personal, noncommercial use only. To order presentationready copies for distribution to your colleagues, clients or customers visit
http://www.djreprints.com.
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618
HEALTH JOURNAL
Updated Oct. 18, 2010 12:01 a.m. ET
By
MELINDA BECK
Some hospitals, like this one in Virginia, post ER wait times on billboards. ASSOCIATED PRESS
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 2/5
Some practices, like Dr. Green's, pride
themselves on running efficiently, and others
are finding ways to streamline office-traffic
flow and cut waiting time. "Patients' time is
valuable. I think practitioners understand
that more and more," says Andre W. Renna,
executive director of a group of 14
gastroenterologists in Lancaster, Pa. He says
even the term "waiting room" has a bad
connotation. Many offices prefer "reception
area" instead.
Some steps to reduce patient wait times are as simple as leaving a few "catch-up" slots
empty each day or stocking the same supplies in the same place in every exam room.
"That way, doctors don't have to stick their heads out the door and ask where things are.
It saves a lot of time," says L. Gordon Moore, a family physician and faculty member of
the Institute for Healthcare Improvement, a Cambridge, Mass.-based non- ...
1212016 Health Care Tips and Advice Practicing Patience at .docx
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 1/5
Of all the problems with the U.S. health-care system, one of the most vexing for patients
is simply sitting in the doctor's waiting room. Being ushered into the exam room, only to
be left shivering in a paper gown, to wait some more, adds to the aggravation. It's the
health-care equivalent of being stuck on the tarmac in a crowded plane.
The average time
patients spend
waiting to see a
health-care
provider is 22
minutes, and some
waits stretch for
hours, according to
a 2009 report by
Press Ganey
Associates, a
health-care
consulting firm,
which surveyed 2.4
million patients at more than 10,000 locations. Orthopedists have the longest waits, at
29 minutes; dermatologists the shortest, at 20. The report also noted that patient
satisfaction dropped significantly with each five minutes of waiting time.
Physicians rightly bristle that they aren't serving french fries. Patients are different, and
their needs are unpredictable. What's more, doctors say that fee-for-service medicine
with low reimbursement rates forces them to keep packing more patients into each day,
compounding the opportunity for delays.
"I live my life in seven-minute intervals," says Laurie Green, a obstetrician-gynecologist
in San Francisco who delivers 400 to 500 babies a year and says she needs to bring in $70
every 15 minutes just to meet her office overhead.
This copy is for your personal, noncommercial use only. To order presentationready copies for distribution to your colleagues, clients or customers visit
http://www.djreprints.com.
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618
HEALTH JOURNAL
Updated Oct. 18, 2010 12:01 a.m. ET
By
MELINDA BECK
Some hospitals, like this one in Virginia, post ER wait times on billboards. ASSOCIATED PRESS
12/1/2016 Health Care Tips and Advice: Practicing Patience at the Doctors' Office - WSJ
http://www.wsj.com/articles/SB10001424052702304410504575560081847852618 2/5
Some practices, like Dr. Green's, pride
themselves on running efficiently, and others
are finding ways to streamline office-traffic
flow and cut waiting time. "Patients' time is
valuable. I think practitioners understand
that more and more," says Andre W. Renna,
executive director of a group of 14
gastroenterologists in Lancaster, Pa. He says
even the term "waiting room" has a bad
connotation. Many offices prefer "reception
area" instead.
Some steps to reduce patient wait times are as simple as leaving a few "catch-up" slots
empty each day or stocking the same supplies in the same place in every exam room.
"That way, doctors don't have to stick their heads out the door and ask where things are.
It saves a lot of time," says L. Gordon Moore, a family physician and faculty member of
the Institute for Healthcare Improvement, a Cambridge, Mass.-based non-.
Running head PROPOSAL ROUGH DRAFT1PROPOSAL ROUGH DRAFT2.docx
Running head: PROPOSAL ROUGH DRAFT1
PROPOSAL ROUGH DRAFT2
Proposal Rough Draft
Toni Stewart
Rasmussen College
Author Note
This paper is being submitted on November 22, 2015 2015 for Professor Kerley’s G171/COMM1388 Communicating in Your Profession course.
Problems Faced in the Medical Industries
Executive Summary
It is important for all health care professionals to ensure that due care is provides to them. This requires all qualified medical doctors give patients the time for diagnosis and subsequent treatment. In many health care centers, doctors may be overwhelmed leading to cases where their assistants have to step in and take over their role. In the process, this may compromise the quality of care accorded to the patients and may have significant ramifications legally and otherwise. There are, however, certain measures that can be taken to deal with this problem. One such measure rests on restructuring the system in a manner which the PA’s see them first and do the initial assessment, and then one of the doctors do the final assessment. This might mean cutting down the number of patients seen per day so that the PA’s and Doctors can better focus on taking good care of the ones they do see. This proposal will examine who this system will be implemented in a selected health care center highlighting the benefits that accrue from it.
Purpose
At Family Healthcare Associates, Inc. Physicians and their assistants have always been challenged with huge number of patients in their clinics. The aim of this strategy is to reduce the cost of operation for the clinic due to huge medical expenses available in the market today. Senior management needs to adopt a business like strategy to ensure the clinic remain a float and doctors have enough time to focus on each patient per specific period of time (Fattal, 2011).
Problem
The cost of maintaining Family Healthcare Associates, Inc. has also been a challenge due to increase in salaries and financial packages. These increases in financial expenditure by the clinic have made it impossible to manage doctor-patient relationship that most clinics have set standards for. These challenges can pose a threat to the health of many patients who require immediate medical attention on time. The Doctors have such a busy schedule that they do not have the personal one on one relationships with any of their patients that they need to have in order to fully know what is going on with their patients.
One of the most common scenarios where patients and doctors experience these challenges happens during emergencies. Doctors have to abandon their current patients in order to attend to more urgent emergencies of another patient (Gropper, 2009). This isn’t always a big problem in small clinics today, but it does happen from time to time. Sometimes doctors can leave the patient unattended for a long time which can cause health care problems for the patient in the future.
Sometimes doctors and other medica.
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Running Head PATIENT NO-SHOWS .docx
Running Head: PATIENT NO-SHOWS 1
PATIENT NO-SHOWS 7
Patient No-Shows
Student’s name
Institutional affiliation
Part 1- shortage of same-day appointments
Shortage of same-day appointments
A recent study found that the number of same-day appointments increased by more than 20 percent in 2019; it also found that the number of same-day appointments decreased by 2 percent overall. This trend is expected to continue in 2022 and 2023 as the economy improves. The shortage of same-day appointments can cause issues with access to care, especially for people who cannot make regular appointments due to a medical condition or an illness (Hussein, Salim & Ahmed, 2019). The lack of availability also impacts those needing urgent care or treatment before making their regular appointment.
As a result, healthcare faces a shortage of same-day appointments. It is one of the significant issues that is facing the industry today. This is because most people don't have the power to schedule their appointments with the doctor or other health providers on time. They fail to schedule the same-day appointment and then wait several days to get their appointment scheduled again, making them lose out on their treatment. It is estimated that 25% of all patients have to wait for an appointment, which is a considerable amount (Speece, 2019). In addition, the number of patients waiting for same-day appointments will continue to rise because more people are getting sicker and sicker as time goes on. It means that more and more people will need their doctor's visit at the same time as everyone else so they can be seen immediately.
How to increase the utilization of same-day appointments
Some hospitals have implemented programs that allow patients with urgent needs to schedule an appointment on the same day without waiting until their next appointment time for a doctor or nurse practitioner (NP). Some hospitals are utilizing emerging technologies programs to solve the problem. Some programs use online booking tools such as WebMD Doctor Finder or HealthTap, while others allow patients to make an appointment through a phone call, text message, or email. The methods have been cost-effective since the patients do not have to go to the hospitals physically to book their appointment.
The other way a patient can increase the chances of getting a same-day appointment at their preferred facility is by scheduling appointments during off-peak hours and seasons. For instance, there is a period in the United States when most citizens are outside the country as a tourist. The second way is calling in advance and reaching out to your preferred providers. The process is essential since the provider will provide immediate feedback on the request. It will ensure the appointment w.
NYS PATIENT MANAGEMENT SYSTEM - Copy.pptx
approved project proposal for NYS PATIENT MANAGEMENT SYSTEM.
QUESTIONAs an advanced practice nurse (APN), it is essential to.docx
QUESTION:
As an advanced practice nurse (APN), it is essential to understand your medicolegal responsibilities as they relate to coding the services you provide to patients. Improper coding, undercoding, or overcoding can have serious implications for patients, providers, and the provider’s care setting. For this Discussion, you examine potential coding issues in case studies and consider the medicolegal responsibilities of the advanced practice nurse.
To prepare:
· Select one of the provided case studies.
· Review the patient documentation given for the case. Think about medicolegal considerations and the responsibilities of the advanced practice nurse.
· Consider the medical codes selected by the advanced practice nurse. Reflect on how the selections might impact clinical practice and billing. Think about how the impact might differ from primary to acute care settings.
·
By Day 3
Post a brief description of the patient documentation given for the case study you selected. Explain any medicolegal considerations, including the role and responsibilities of the advanced practice nurse. Then, explain how medical coding might impact clinical practice and billing, as well as how implications might differ from primary to acute care settings.
Case Study 1:
Sally Jones, an acute care advanced practice nurse, is making hospital rounds on the same patients her colleague nurse practitioner saw yesterday. Sally had five history and physicals to complete on admissions that came in overnight. At the beginning of her shift, she had to complete two emergency admissions and was then called to intensive care, where she spent most of the afternoon. She had to leave work early because of her husband’s retirement party. Because she knew most of the patients on her rounding list, she decided to visit each patient’s room quickly for about 10 minutes. She coded all of the visits the same way she had done the day before, with codes 99231 and 99232.
ANSWER:
Introduction:
It is no secret that Evaluation and Management (E/M) miscoding and claims have been causing a major problems for the medical industry over the past several years. According to the Department of Health and Human services, there were about $6.7 billion inappropriately pain in 2010, that amounted to 21% of Medicare payments and a staggering 42% of incorrectly coded claims. Medical coding is the transformation of healthcare diagnosis, procedures, medical services and equipment into universal medical alphanumeric codes. The diagnoses and procedure codes are taken from medical record documentation, such as transcription of physician’s notes, laboratory, and radiologic results, etc. Subsequent hospital care CPT codes 99231 and 99232, respectively, require “a problem focused interval history” and “an expanded problem focused interval history. 99231 has a problem focused history, a problem focused exam and a straight forward MDM or Medical Decision Making (or of low complexity). 99231 requires documentation ...
Why Timely and Accurate Discharge Summaries Are of Vital Importance
Why Timely and Accurate Discharge Summaries Are of Vital ImportanceMedical Transcription Service Company
Timely and accurate transcription of discharge summaries is essential to prevent readmission within the critical 30-day time period. Running head FINAL WRITTEN PROPOSAL1FINAL WRITTEN PROPOSAL.docx
Running head: FINAL WRITTEN PROPOSAL1
FINAL WRITTEN PROPOSAL2
Final Written Proposal
Toni Stewart
Rasmussen College
Author Note
This paper is being submitted on December 6, 2015 for Professor Kerley’s G171/COMM1388 Communicating in Your Profession course.
Problems Faced in the Medical Industries
Executive Summary
It is important for all health care professionals to ensure that due care is provides to them. This requires all qualified medical doctors give patients the time for diagnosis and subsequent treatment. In many health care centers, doctors may be overwhelmed leading to cases where their assistants have to step in and take over their role. In the process, this may compromise the quality of care accorded to the patients and may have significant ramifications legally and otherwise. There are, however, certain measures that can be taken to deal with this problem. One such measure rests on restructuring the system in a manner which the PA’s see them first and do the initial assessment, and then one of the doctors do the final assessment. This might mean cutting down the number of patients seen per day so that the PA’s and Doctors can better focus on taking good care of the ones they do see. This proposal will examine who this system will be implemented in a selected health care center highlighting the benefits that accrue from it.
Purpose
At Family Healthcare Associates, Inc., physicians and their assistants have always been challenged with huge number of patients in their clinics. The aim of this strategy is to reduce the cost of operation for the clinic due to huge medical expenses available in the market today. Senior management needs to adopt a business like strategy to ensure the clinic remain a float and doctors have enough time to focus on each patient per specific period of time (Fattal, 2011).
Problem
The cost of maintaining Family Healthcare Associates, Inc. has been a challenge due to increase in salaries and financial packages. These increases in financial expenditure by the clinic have made it impossible to manage doctor-patient relationship that most clinics have set standards for. These challenges can pose a threat to the health of many patients who require immediate medical attention on time. The Doctors have such a busy schedule that they do not have the personal one on one relationships with any of their patients that they need to have in order to fully know what is going on with their patients.
One of the most common scenarios where patients and doctors experience these challenges happens during emergencies. Doctors have to abandon their current patients in order to attend to more urgent emergencies of another patient (Gropper, 2009). This isn’t always a big problem in small clinics today, but it does happen from time to time. Sometimes doctors can leave the patient unattended for a long time which can cause health care problems for the patient in the future.
Sometimes doctors and other medical sta.
10 high impact actions showcase, S Warwickshire 18.10.16
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Chronic Care Management: 6 Tips for Documentation Success
Take advantage of the Chronic Care Reimbursement opportunity with these tips!
Healthcare providers can be reimbursed for the hours that they spend on the phone, filling prescriptions, and completing paperwork. Medicare now offers reimbursement for doctors who are assisting patients with chronic medical conditions.
The key to reimbursement from Medicare is all in the required documentation for Chronic Care Management (CCM). Here are some tips for documenting for CCM.
Visit Our Website: http://www.CaptureBilling.com/
The Impact of Technology on Clinical and IT SystemsIntroduction.docx
The Impact of Technology on Clinical and IT Systems
Introduction
One of the factors driving change in the health care delivery system is the rapidly evolving technology that emerges from research and development. Emerging technologies create rapid and profound change in the delivery system and may have drastic financial impacts. However, adapting new technologies without a clear understanding of what they can do for and to the system is never a good idea. They must be evaluated for their abilities to enhance the quality of care, along with their capacity to drive new revenue in a procedure-based delivery system. Finally, the cost of new technology is highly correlated with how new it is, and whether it is a stand-alone product with no competition. All of these factors combine to make it essential to do careful business and clinical analyses prior to committing to even the most appealing new technology.
In this module, we will examine two types of new technology: clinical applications and the electronic medical record (EMR).
Clinical Technology
In the realm of clinical technology, there are numerous subgroups. In selected subgroups, we will explore examples of new technology that is in the research and development pipeline.
Cardiovascular
The underlying theme of technology in cardiovascular care is the shift from significantly invasive approaches, such as open cardiac bypass surgery requiring a split sterna surgical approach and the use of a heart lung machine to maintain the patient during surgery, toward minimally invasive or noninvasive techniques. Ultra-wide band radar devices allow the measurement of cardiac output, heart rate, heart rhythm, and patterns of blood flow without any invasion of the body. The device is roughly the size of a deck of cards and can be worn in a shirt pocket without leads or monitor pads. The use of this type of radar-based approach allows noninvasive monitoring without pain or limitation of movement by patients.
Another cardiovascular application is the use of bio-absorbable, drug-eluting stents to open coronary arteries. The old technology required a surgical intervention that involved removing an artery from another part of the body and suturing it to the blocked coronary artery to provide a bridge for blood to flow past the blockage. This generally required hours in the operating room, with a patient on a heart bypass machine, and several days to a week in the intensive care unit after surgery. This has been largely replaced by placing stents or coils in the coronary arteries to hold them open. This is done in the cardiac catheterization lab under sedation or light anesthesia and is accomplished by threading a catheter through the arm or leg vein up to the heart and into the artery. However, historically these types of stents could block up again. The newest technology involves placing a bio-absorbable stent that eventually melts into the arterial wall, along with the drug-eluting aspect, which prevents clot ...
LECTUREThe Impact of Technology on Clinical and IT SystemsIn.docx
LECTURE
The Impact of Technology on Clinical and IT Systems
Introduction
One of the factors driving change in the health care delivery system is the rapidly evolving technology that emerges from research and development. Emerging technologies create rapid and profound change in the delivery system and may have drastic financial impacts. However, adapting new technologies without a clear understanding of what they can do for and to the system is never a good idea. They must be evaluated for their abilities to enhance the quality of care, along with their capacity to drive new revenue in a procedure-based delivery system. Finally, the cost of new technology is highly correlated with how new it is, and whether it is a stand-alone product with no competition. All of these factors combine to make it essential to do careful business and clinical analyses prior to committing to even the most appealing new technology.
In this module, we will examine two types of new technology: clinical applications and the electronic medical record (EMR).
Clinical Technology
In the realm of clinical technology, there are numerous subgroups. In selected subgroups, we will explore examples of new technology that is in the research and development pipeline.
Cardiovascular
The underlying theme of technology in cardiovascular care is the shift from significantly invasive approaches, such as open cardiac bypass surgery requiring a split sterna surgical approach and the use of a heart lung machine to maintain the patient during surgery, toward minimally invasive or noninvasive techniques. Ultra-wide band radar devices allow the measurement of cardiac output, heart rate, heart rhythm, and patterns of blood flow without any invasion of the body. The device is roughly the size of a deck of cards and can be worn in a shirt pocket without leads or monitor pads. The use of this type of radar-based approach allows noninvasive monitoring without pain or limitation of movement by patients.
Another cardiovascular application is the use of bio-absorbable, drug-eluting stents to open coronary arteries. The old technology required a surgical intervention that involved removing an artery from another part of the body and suturing it to the blocked coronary artery to provide a bridge for blood to flow past the blockage. This generally required hours in the operating room, with a patient on a heart bypass machine, and several days to a week in the intensive care unit after surgery. This has been largely replaced by placing stents or coils in the coronary arteries to hold them open. This is done in the cardiac catheterization lab under sedation or light anesthesia and is accomplished by threading a catheter through the arm or leg vein up to the heart and into the artery. However, historically these types of stents could block up again. The newest technology involves placing a bio-absorbable stent that eventually melts into the arterial wall, along with the drug-eluting aspect, which preven ...
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Artificial Intelligence to Optimize Cardiovascular Therapy
Surgery patients
- 1. V.A.T. Registration Number: 839 9186 67 Kinetik Solutions E:bebetter@kinetik.uk.com O: 0870 1997132 M: 0780 3009053 kinetik solutions No. 16 Wychwood Close Edgware Middlesex HA8 6TE Telephone 08701 997132 Email bebetter@kinetik.uk.com Website www.kinetik.uk.com 03rd July 2007 SURGERY RULES THAT DO ‘HURT’ PATIENTS At some local surgeries doctors ask their patients to book another appointment if they take up more then 15 minutes time in the belief that this provides a better service for patients. No account is taken of patient circumstance and that a number of different ailments may be related. For instance, on any particular visit to the doctor the patient may want to mention a low level issue (to them) e.g. skin discoloration, which if prevented may stop a more serious problem developing. With the ’15 minute rule’, if they run out of time the patient may well decide not to book another appointment for an issue he or she perceives as low level. The ‘common sense’ reason for the policy is that it is supposed to reduce surgery waiting times and make the surgery ‘efficient’. However is this patient centric? The surgery has not considered fdemand, capability and variability in its policy. The surgery first needs to understand the form of Demand from patients which could be in three forms (Real Demand (e.g. acute pain in the back) or Latent Demand (a minor symptom, but potential medical problem), or superficial Demand (a problem that has no medical consequence but the patient needs reassurance). Interestingly if the latent demand is not resolved it may create further larger burden along the healthcare supply chain later on, and further demands on the surgery and/or society! What should this surgery do to ensure it is patient centric but avoid long queues? It should carry out a simple analysis of how many appointments can be seen allowing for full “patient disclosure” as described above in a typical day and understand the variation during the day and also during a typical week (e.g. Monday may have lots of ‘emergency’ appointments). Some will be more, and some will be less than 15 minutes. Once it has done this it can build in some contingency in the appointments it can schedule which take account variation in actual patient appointment length on a day of the week basis. This would mean that patients do not need to book twice, get time off work twice, travel twice and wait twice. It would provide better clinical quality with more control for the surgery over future demand, as well as ensuring the doctor does not have to ‘start again’ with the patient. We are solving whole patient issues rather then specific symptoms (which may be related). Each Individual may have to wait a few extra minutes if a prior patient appointment took longer, but as overall demand and capacity is matched, the wait should be short. So like the government 48 Target which Dr Hamish Meldrum, chairman of the BMA's GP Committee said, ‘it does not allow doctors to prioritise their patients on the basis of need, particularly at busy times’, the 15 minute rule further burdens this situation. In summary, surgeries need to better understand their demand, variability and capability, and then deliver a service which optimises patients waiting times, and which solves all patient issues in one ‘hit’, causing least waste to the surgery in particular and to society as a whole.