scholarly journals Survey on Impact of Operational Policies and Procedures on Patient Satisfaction at a Rural Free Healthcare Clinic in Florida

Cureus ◽  
2020 ◽  
Author(s):  
Rachel D Truong ◽  
Nathan Kostick ◽  
David Vu ◽  
Lily Y Chen ◽  
Elliott Cheung ◽  
...  
Author(s):  
Michael A. Frakes ◽  
Todd Denison ◽  
David C. Leisten ◽  
Jennifer Wheeler ◽  
James Boomhower ◽  
...  

Author(s):  
Maria Verzbolovskis ◽  
Jorge Ballesio

Change is inevitable in any type of business. Successful organizations are dynamic and are constantly undergoing change, striving for innovative and cost-effective solutions to achieve sustainability in a robust and competitive business environment. Modifications may be required to equipment, operational policies, and organizational structure or personnel. History has illustrated the potential negative consequences associated with changes that are not managed appropriately. Common problems with respect to the implementation of a change include: • changes that are not technically sound, • lack of careful consideration of the ramifications, • poor execution, and • failure to effectively communicate change information to key personnel. A Management of Change (MoC) system is a combination of policies and procedures used to evaluate the potential impacts of a proposed change so that it does not result in unacceptable risks. A thorough MoC system manages both temporary and permanent modifications in a ship or offshore unit including equipment, materials, operating procedures and conditions, and personnel. An effective MoC system will not only minimize significant impacts on safety and the environment, but will incorporate strategies in managing the associated business risks on quality, continued commerce and security. A system requiring MoC for every modification is likely to become onerous and unproductive. This paper provides guidance for selection of the activities and systems to be subject to management of change, the life-cycle applicability, types of changes to be evaluated, and boundaries and overlaps with other administrative programs or elements. It describes key functions and interrelationships for personnel at various levels of a representative organization. In summary, this paper describes the core principles to be considered when developing and implementing an MoC program that will optimize existing safety and risk management efforts.


Author(s):  
Lynda Katz Wilner ◽  
Marjorie Feinstein-Whittaker

Hospital reimbursements are linked to patient satisfaction surveys, which are directly related to interpersonal communication between provider and patient. In today’s health care environment, interactions are challenged by diversity — Limited English proficient (LEP) patients, medical interpreters, International Medical Graduate (IMG) physicians, nurses, and support staff. Accent modification training for health care professionals can improve patient satisfaction and reduce adverse events. Surveys were conducted with medical interpreters and trainers of medical interpreting programs to determine the existence and support for communication skills training, particularly accent modification, for interpreters and non-native English speaking medical professionals. Results of preliminary surveys suggest the need for these comprehensive services. 60.8% believed a heavy accent, poor diction, or a different dialect contributed to medical errors or miscommunication by a moderate to significant degree. Communication programs should also include cultural competency training to optimize patient care outcomes. Examples of strategies for training are included.


2014 ◽  
Vol 4 (1) ◽  
pp. 23-29
Author(s):  
Constance Hilory Tomberlin

There are a multitude of reasons that a teletinnitus program can be beneficial, not only to the patients, but also within the hospital and audiology department. The ability to use technology for the purpose of tinnitus management allows for improved appointment access for all patients, especially those who live at a distance, has been shown to be more cost effective when the patients travel is otherwise monetarily compensated, and allows for multiple patient's to be seen in the same time slots, allowing for greater access to the clinic for the patients wishing to be seen in-house. There is also the patient's excitement in being part of a new technology-based program. The Gulf Coast Veterans Health Care System (GCVHCS) saw the potential benefits of incorporating a teletinnitus program and began implementation in 2013. There were a few hurdles to work through during the beginning organizational process and the initial execution of the program. Since the establishment of the Teletinnitus program, the GCVHCS has seen an enhancement in patient care, reduction in travel compensation, improvement in clinic utilization, clinic availability, the genuine excitement of the use of a new healthcare media amongst staff and patients, and overall patient satisfaction.


2007 ◽  
Vol 177 (4S) ◽  
pp. 442-442
Author(s):  
William S. Kizer ◽  
John A. Mancini ◽  
LeRoy A. Jones ◽  
Rafael V. Mora ◽  
Allen F. Morey

2007 ◽  
Vol 177 (4S) ◽  
pp. 25-26
Author(s):  
Simon Kim ◽  
Rodney L. Dunn ◽  
Edward J. McGuire ◽  
John O.L. DeLancey ◽  
John T. Wei

2004 ◽  
Vol 171 (4S) ◽  
pp. 33-33
Author(s):  
Albert M. Ong ◽  
Lars M. Ellison ◽  
Sam B. Bhayani ◽  
Peter A. Pinto ◽  
Mohamad E. Allaf ◽  
...  
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