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Harvard university health services walk in clinic

Walk-In Clinic Kathryn Angel has been hired as assistant director for. By implementing a triage system, she wanted to reorganize the Walk-In Clinic.

The staff of the clinic includes 22 physicians, 2 registered nurses and 11 nurse practitioners. The image of the clinic was cold, inefficient and impersonal. Patients who requested specific physician had to wait an average of 40 minutes. If a nurse had to refer a patient to a doctor, the patient had to wait an average of 10 minutes to meet the doctor.

The bottleneck was that all the nurses had to see all the patients initially, which led to inconsistency, too much variation in treatment and duplicated efforts. Then the triage coordinator determines whether the patient need to see a nurse practitioner or a physician, or whether the patient could handled better in another UHS service.

  • By implementing a triage system, she wanted to reorganize the Walk-In Clinic;
  • If a nurse had to refer a patient to a doctor, the patient had to wait an average of 10 minutes to meet the doctor;
  • As Kathryn Angel, how do you evaluate the introduction of the triage nurses into the process of the Walk-in Clinic?
  • The waiting time for triage is always the same, but patients who asked for a specific provider had to wait an average of 8;
  • As Kathryn Angel, how do you evaluate the introduction of the triage nurses into the process of the Walk-in Clinic?
  • Other potential alternatives are:

Expanding these guidelines beyond the 13 ailments would require detailed treatment guides, but this expansion is planned in the near future. As Kathryn Angel, how do you evaluate the introduction of the triage nurses into the process of the Walk-in Clinic?

The average total waiting time was more than expected 37. There were two main problems: The mean waiting time to see a physician was much longer 25. The waiting time for triage is always the same, but patients who asked for a specific provider had to wait an average of 8.

  • The waiting time for triage is always the same, but patients who asked for a specific provider had to wait an average of 8;
  • This then empowered p;;;
  • Patients wishing more information are invited to contact us at 508-693-4400 and select the option to speak with one of our nurses.

People want a practitioner who knows them well, but the aim of the UHS Walk-In Clinic is to provide the best possible care to all their patients, particularly those whose medical needs are almost urgent.

How can the waiting times be improved and the complaints be reduced?

VINEYARD MEDICAL CARE

First of all, they need to expand the 13 nurse practitioner guidelines and they also have to define further the roles of nurse practitioner and physician. The UHS always had a philosophy of not trying to tell physicians how to practice medicine, but many patients only want to see their doctor. Other potential alternatives are: Execution of a self-triage framework in two occupied sexual and regenerative wellbeing facilities.

Patients were requested that finish a self appraisal structure on enlistment to decide the explanation behind participation.

  • By implementing a triage system, she wanted to reorganize the Walk-In Clinic;
  • The bottleneck was that all the nurses had to see all the patients initially, which led to inconsistency, too much variation in treatment and duplicated efforts.

This then empowered p. Browse hundreds of Operations Management tutors.