Proper Scheduling For The Pediatric Medical Field

In order to eliminate the inefficiencies witnessed in many public and private hospitals that serve a number of patients, an integrated approach to handling the daily workload is necessary. There is need for all departments within the hospital to work closely together in ensuring more effective and efficient service deliveries. In this paper, a planned change is going to be carried out involving designing a new system that incorporates all the departments within the hospital. This includes the surgery department, pediatrics department, dentistry department, nursing department, pharmacy departments, laboratory and testing department, X-ray and Physiotherapy departments, Equipment maintenance and Engineering department, Information Technology

Moreover, the office visit length will be shortened due to the high demand of customers making it harder to provide good quality of care to patients as well . On the other hand, from the physician point of view it is predictable that doctors will change practice patterns from private offices to hospital services because the facilities pay salaries with less expectations in the number of patients seen per day. Furthermore, due to the elevated number of patients, time left for clinical documentation and record keeping will be nulle.

t is our goal to accommodate provider requests to add patients on to be seen. However, please refrain from scheduling patients from 12:00 pm – 12:30 pm. If you receive a requests from a provider to schedule patients during those hours, please contact me or Leigh Tuttle for approval. We need to ensure that all staff are taken lunch and also ensure that we have staff availability to assist the provider during those hours.

Healthcare just like any other type of service industry is reliant on possessing satisfied clientele. Scheduling practices help to manage the patient flow by establishing certain guidelines regarding how late a patient can arrive, and still be seen without disrupting the patient flow

Within the case, The Carbondale Clinic, it is apparent that a scheduling problem exists which has then resulted in patients being unsatisfied with the amount of time they must wait to be seen for his or her scheduled appointment with the physician. It is also evident that physicians prefer to have a full schedule without taking into consideration the possibility of emergencies that may arise throughout the day that will contribute to patients having to wait even longer. It is pertinent that the manager sits down with the staff to determine what is the most logical solution to help resolve the scheduling problem, taking into consideration what the physicians want along with ensuring patient satisfaction.

When I was job shadowing at the clinic I noticed that the colleagues know how to handle the medical issues with all the kids. Dr. Witt works in a favorable and helpful environment. The clinic obtained paintings on every wall in the rooms as well as a TV in the front of the clinic so the kids weren’t bored while waiting to see Dr.

All staff meets briefly to make everyone aware of how many patients are booked; how many appointments are confirmed; and how many appointments are available. Staff is also informed of who will be out, who will be late, and what things need to be done if time permits, so that priorities for the day may be established.” (Schuman, August 2015)

In healthcare, error-free scheduling is vital when it comes to providing the right needed staffing ratio in order to better deliver care to the patient. At Champlain Valley Physicians Hospital (CVPH) in Plattsburgh, N.Y., managers in the past used manual paper-based time consuming staff scheduling techniques that always had errors and was not consisting to the needed staffing ratio (Larson & Kowalowski, Jan 31, 2013). By leadership and staff agreeing that the old process was ineffective, and a new scheduling process was needed, through change management, CVPH adopted the Avantas automated, centralized staff scheduling software in an effort of transforming their culture as a high reliability organization (Larson & Kowalowski, Jan 31, 2013). Through the transition, CVPH now uses Avantas to do real-time scheduling that is more quickly and accurate in fulfilling staffing when needed while meeting the FTE requirements (Larson & Kowalowski, Jan 31, 2013). Through this culture change in providing better staffing ratios in an effort to achieve a high reliability organization, it now allows CVPH medical staff spending more time with the patient while providing quality of care with better medical outcome (Mensik, October 2015). Also, by using only one centralized scheduling process, it not only changed the culture of how care is delivered at CVPH, but it bought effectiveness to staff scheduling through cutting costs while determining accurate

I’m highly interested in the RN opening in your office now available at Capital Area Pediatrics. I am a recent nursing graduate from Northern Virginia Community College. Throughout my education and clinical experiences on different units, I have obtained the knowledge on tasks such as doing physical examinations, administering medication, giving injections, and much more both for adult and pediatric care. The target on family-centered care in your mission statement is exactly the environment I am looking to work in.

It was a pleasure meeting you and other members of the internship selection committee. I appreciated the time and effort that was spent in order to become more familiar with my application.

Dr. Kellie Leitch, the Chief of Pediatric for The Pediatric Orthopedic Clinic at the Children’s Hospital of Western Ontario (CHWO) is disturbed after reviewing the data collected from patients for one of her clinics. The data shown that the clinic was experiencing significant delays between radiology and the time the patients are actually being seen by the surgeon or the resident assigned. Long wait times at clinics are aggravating in its self, so it wasn’t any difference for the young patients and their parents here at (CHWO). In addition to the long wait, parents were also losing time at work. Dr. Leitch now has the great task of having to identify all bottlenecks and to implement a process of improving the wait time issues. Such a process will reduce the patient/parents complaints of aggravation and staff complaints of being overworked. According to, King, P. L. (2011). “Bottleneck resources must be identified, managed and improved.” And also, according to, Shireman, W. K. (1999, Sep/Oct). Dr. Letich will have “to Delve deeply

Workflow Analysis Purpose Statement: This paper is to explain how the Same Day Acute Care clinic functions at my place of employment. Which is an Oncology Outpatient clinic? The reason behind the opening of the Same Day Acute care clinic (SDAC)is to keep Oncology Patient out of the Emergency Department. For cancer patients, frequent visit to the emergency department can be upsetting, stressful and exhausting.

The goal for pediatric care is clear. Children need readily accessible medical care that can be comprehensive with the ability to address primary care as well as acute and chronic conditions. Every child has access to an emergency room however

The main intention of introducing this system is to reduce the manual work at Health center counters. Every sort of task is performed by the system, such as registering different types of persons (i.e employees , students and others) ,enquiries, and complaints etc. reducing much paper work and burden of file storage. Also the latest information is right available for the officials and executives wherever they require. The system also facilitates the pharmacist to enquire about the drugs and about the stock to be ordered and about the expiry date .

A key operational challenge in most healthcare organizations is the efficient movement of patients in a hospital or a clinic, which is referred to as the