The first opportunity of the organization having identified the need for a n house, fulltime float provider or Locum Tenums on call. Based upon the number of patients that were being cancelled per month on average, close to 700. The information was extracted from our data warehouse. Once the information was compared to other health care systems who were experiencing similar problems, the need was identified for a float provider/Locum Tenums (on call) to be housed at the parent facility. The float provider/ Locum Tenums will be used in several aspects that will help to continue to improve access to care. They will be available when a provider calls in so clinic will not have to be cancelled. The float provider/Locum Tenums will be able to see overflow walk in patients if he or she is not providing clinic coverage and or write prescription scheduled medication for providers who are on scheduled …show more content…
This will be a great opportunity for the organization to decrease patient safety issues among providers, patients receiving medications timely, consults accurately prepared, decreasing the likelihood of the patient having to make several trips to the facility and consult being completed timely. The will be decrease in provider burn-out, decrease in clinic cancellation and better continuity of care and promoting patient satisfaction. 75 percent of hospitals in the United States use locum tenens. The benefits of bringing a highly trained physician on board, even if the intention is short-term, are many for your private practice, hospital or clinic. They can help with provider shortage, increase patient volume thus generating more revenue for the organization, help to decrease burn out and rescheduling of patients, and provide a safer environment even if it is only short term (Becker’s Hospital
On the basis of the clinic’s previous collections experience, Dough was able to convert billings for medical services into actual cash collections. On average, about 20% of the clinic’s patients pay immediately for services rendered. Third-party payers pay the remaining claims, with 20% of the payments made within 30 days and the 60% remainder (of total billings) paid within 60 days. For monthly budgeting purposes, 20% are assumed to be collected one month after the billing month, and 60% are assumed to be collected two months after the billing month.
General Practices Affiliates is considering an offer from Titus Lake Hospital to join under a provider leasing model. Under a provider leasing model, Titus Lake Hospital is purchasing General Practices Affiliates’ services. The practice will retain control of personnel, management, and practice policies. Titus Lake Hospital submitted financial reports to assure transparency during the lease agreement process. The following analysis will discuss whether Titus Lake hospital is a viable financial partner for General Practice Affiliates, possible implications of the lease, and recommendations.
holds the record as the longest serving Representative in the history of the House of Representative. 84th – 115th his term from 1955 to 2015 were the dates of service.
The Crowded Clinic: Critical Analysis The Crowded Clinic Case Study (Colorado State University - Global, n.d.) discusses the issues of practice management as they apply to access to care. Access to care may be as inconvenient as lengthy patient wait times to issues far more serious that may have a profound effect on the health and well-being of a single patient or an entire cohort. In order to properly address the issue and look for a remedy, it is necessary to understand the underlying conditions that create the problem before creating the means to manage the change required to correct the problem. The Crowded Clinic has multiple issues, including social and operational, which are creating the associated inaccessibility to services.
The Community South Medical Center, a large urban profit-based health center, is equipped to deal with many comprehensive health care issues. Although the medical center has an excellent reputation, analysis has shown that they are now lacking in shortage of clinical staff, non-interfacing technologies, outdated infrastructures, abatement of JCAHO conformity, and fluctuation in demographics. In addition, many of the local high paying businesses have left the area. This could be due to competitive issues or since the demographics changed, they no longer had the consumer advantage for the services that they offered.
There has been a shortage of physicians, lack of inpatient beds, problems with ambulatory services, as well as not having proper methods of dealing with patient overflow, all in the past 10 years (Cummings & francescutti, 2006, p.101). The area of concern that have been worse...
The majority of a patient’s care remains within the system, enabling maximum efficiency and coordination. Furthermore, research has shown that ACOS help reduce medical errors, eliminate duplicate services and facilities as well as provide financial incentives to demonstrate high-quality, patient centered care (Richman, Schulman, 2011). Several ACOs across the country are showing an increase in care coordination leads to a reduction in no-shows, improved medication adherence and enhances preventative and chronic care. For example, in a care coordination pilot performed by Trinity Clinic, which is part of an ACO, care coordinators boosted quality and revenue by reducing their no show rate form 4.5% to 2.8% primarily due to a previsit phone call set up by the coordinators (Mullins, Mooney, & Fowler, 2013). ACOS are not the entire solution, but these organizations are certainly a step in the right direction, putting patient satisfaction and quality as part of their fundamental
To provide appropriate care, long-term care admissions must be well thought-out and explicit tasks fulfilled prior to the patient’s arrival. There should be a smooth transition between facilities to promote continuity of care (LaMantia, Scheunemann, Viera, Busby-Whitehead & Hanson, 2010). If discharge planning is inadequate, patient safety and health can be compromised. For example, scheduled drug regimens, such as antibiotics and controlled medications, must be available within a timely manner. Most long-term care facilities do not support an in-house pharmacy. In addition, many pharmacies require original hard scripts before filling controlled medications. If admitting orders are inadequate or cannot be carried out within the appropriate time span, the admitting facility may be unable to meet critical needs. I have experienced this first hand on more than one occasion. The most recent o...
In order to increase patient satisfaction by providing a more efficient method of continuity of care, Clark and the staff nurses proposed an innovative care delivery model that placed a Patient Care Facilitator (PCF) in charge of about 12 patients each (Clark, 2011). She further explains that each PCF will head 2 Registered Nurses (RN) and a Certified Nursing Assistant (CNA) for the same group of patients (Clark, 2011). Staffing plays a key role in continuity of care by having the same nurses staffed to the same group of patients with the PCF available 24/7.
Increase percent of patients who see their primary provider or team member in their absence.
Case Management Case management has become the standard method of managing health care delivery systems today. In recent decades, case management has become widespread throughout healthcare areas, professionals, and models in the United States. It has been extended to a wide range of clients (Park & Huber, 2009). The primary goal of case management is to deliver quality care to patients in the most cost effective approach by managing human and material resources. The focus of this paper is on the concept of case management and how it developed historically, the definition of case management, the components of case management, and how it relates to other nursing care delivery models.
delivery system. Journal of Nursing Care Quality, 15(2), 9-11. Retrieved October 27, 2006 from Ebscohost Databse.
Doenges, M. E. & Moorhouse, M. F. Nursing Care Plans 3rd ed. 1993 F.A. Davis Company, Philadelphia
...d procedures are now being monitored to improve clinical processes. Ensuring that these processes are implemented in a timely, effective manner can also improve the quality of care given to patients. Management of the processes ensures accountability of the effectiveness of care, which, as mentioned earlier, improves outcomes. Lastly, providing reimbursements based on the quality of care and not the quantity also decreases the “wasting” and overuse of supplies. Providers previously felt the need to do more than necessary to meet a certain quota based on a quantity of supplies or other interventions used. Changing this goal can significantly decrease the cost of care due to using on the supplies necessary to provide effective, high-quality care. I look forward to this implementation of change and hope to see others encouraging an increase in high-quality healthcare.
...d about the economic nature of new technologies, Dr. Slez emphasized that “costs almost always increase with new equipment”. When deciding whether or not to adopt a new technology, Dr. Slez cited cost of implementation, industry standard, and efficacy relevant to the current market as his primary considerations. “If a treatment costs more but is no more effective, we won’t adopt it” he continued. Technology, as with all other aspects of the firm, must be consistent with that firm’s goals; excellent care at an affordable cost.