The typical patient experience will be one that leaves a lasting impression due to the manner in which they will be handled. As mentioned in the practice definition, one of the core values to guide the practice will be professionalism. The patients will be given priority at all accounts and no gambling will be entertained when dealing with the patients. Patients form the backbone of the practice and without them; the practice would not exist in the first place (Balestracci & Barlow, 1996). The patients will be handled with utmost care to ensure that they not only feel at the correct facility but also feel as if they are at home.
Patients will be making appointments either by coming to the offices or by calling the customer care desk. Each appointment will be allocated specific time. For those who make the appointments via telephone, there will be an arrangement to visit them in their homes to have a preliminary discussion with them in order to clarify issues and evaluate whether referrals will be necessary of not. After securing the appointments, either through telephone or coming physically, the patients will have an opportunity to meet with the physicians in the clinic for diagnosis and possible treatment. The practice will accept payment either in cash or through payers such as the national hospital health schemes.
The practice will have in place a system which will directly link the patients and the staff. The system will involve the generation of an automated data base for all the clients. This data base will comprise of information for all the clients including their date of birth, type of service they receive, their diagnosis, policy number and the physician who attends them. The system will be designed in a manner that after the processing of client’s details, they will be faxed directly to the payers, who will fax them back immediately together with the notification number.
The practice will have in place a robust regulatory compliance system. Some of the regulations which will be keenly factored in include tax, payment of licences and any their State or Federal health regulatory requirement.
In terms of risk management, the practice will have in place robust risk management infrastructure. The practice will hire a consultant to evaluate the practice and list all the possible risks. This will be followed by an evaluation of the risks with the highest probability of happening and vice versa. There will also be an evaluation of the risks with the greatest impacts to the practice and those with the least impact. The aims will be to isolate those risks which the practice can retain and those which it cannot so as to put in place measures of mitigation. The evaluation will help in allocating resources in a manner that will avoid under utilization while at the same time ensuring that the practice is cushioned from the unknown. Some of the strategies to be applied include the following.
. One of them will be to establish the practice in a manner that it will have in-built risk containment measures. Another strategy would be to transfer the risks or put otherwise, share the risks. This will happen through insuring the practice against any form of risk, both likely and unlikely. The other strategy will be to avoid doing a risky diagnosis all together (Wagner, 2009). Another way of managing risks will be doing a continuous assessment of the practice and reassessment of the possible risks. This will enable the organization to make the necessary changes in its processes, functions and operations so as to stream line them with the risk mitigation measures (Frenkel, Hommel & Rudolf, 2005). Reassessment will enable the organizations to avoid the shock of the risks, some of which may force organizations to close down.
The practice will be based on the principle of learning and continuous improvement. The practice will do a SWOT analysis so as o identify the Strengths, Weaknesses, Opportunities and Threats. The strengths of the practice will be measured against the other similar practices in the region and see how the strengths can be applied to put the practice above par with other similar practices. The weaknesses of the practice will be assessed so as to establish what really the real challenges are and what can be done to overcome them. The practice will also endeavour to establish the opportunities for growth for the practice and the best strategies of applying the same. The practice will have in place a robust strategy of identifying the threats and how to convert them to opportunities.
In regards to compliance to ethics and quality, the practice will have in place very strict adherence to all the ethics of the profession and also respect the right of the patients to get the best quality of services. In order to improve on quality, the organization will introduce a training system, which will be employee tailored. There will be training for the nurses, the clinicians and the administrators on how to improve on quality. Each of them will be trained on service delivery as well as on team work and how to relate well with others in the workplace. The overall objective will be to create an organizational culture which will enhance learning from each other so as to improve the quality of services offered by the organization on the long run (Breen, 2010).
Some of the regulatory bodies which I will be concerned with in an ongoing basis include the registrar of physicians, tax collection bodies and other professional organizations in the medical fraternity. The practice will also focus on the working environment. Focus will be on ensuring that everything is done to have in place the best ever optimal care environment.
Balestracci, D., & Barlow, J.L.(1996). Quality improvement: practical applications for medical group practice. Englewood, Colo: Center for Research in Ambulatory Health Care Administration.
Breen, K. (2010). Good medical practice: professionalism, ethics and law. New York : Cambridge University Press.
Frenkel, M, Hommel, U, & Rudolf, M. (2005). Risk management: challenge and opportunity. (2nd Ed). New York: Springer.
Wagner, S.M. (2009). Managing risk and security: the safeguard of long-term success for logistics service providers. Berne :Haupt.