Case Study : The New Triage System

793 Words Feb 2nd, 2016 4 Pages
In 1979 Kathryn Angell had been hired as assistant director of ambulatory care at Harvard’s University Health Services. She wanted to reorganize the Walk-In Clinic by implementation of the new triage system to overcome the problems like the long waiting time between sign-in and treatment. There were several loopholes in the new triage system which might be the reason of its incompetence. Primarily, after the triage system, the percentage of patients who approached to see a specific physician (MD) or Nurse Practitioner (NP) increased from 19 % of all visits to 24%. These patients were still required to see the coordinator to figure out the category, despite the fact that it was already decided whom the patient would be seen. As a result, care provider who were preoccupied with these advanced walk-in appointments had no time for the true walk-in patients, who eventually filled up the waiting room. This is completely unprofessional because a walk-in clinic is meant for patients to walk-in without an appointment for acute care.
In addition, patients were triaged to an NP if their illness fell under one of 13 categories, for others ailments required either an MD attention or the nurse to get a doctor 's authorization. Still, the nurse would have to take time to see an MD to check the condition and sign, which added to the patient delaying time and duplication effort. Its congestive condition for physician too. And when the NP were backed up, coordinators categorize…

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