A hospital emergency department distributes pagers to the families of low acuity/medically stable children, allowing them to leave the examination area while waiting for test results and physician recommendations, thus freeing up emergency department beds for other patients.
Griffin Hospital redesigned its facilities to incorporate design factors that create a homelike environment for patients, resulting in higher patient satisfaction, increased admissions, positive financial outcomes, and other benefits.
A cardiothoracic care unit uses a multifaceted approach to patient- and family-centered care, leading to a well-above-average performance with respect to patient outcomes and satisfaction.
PinnacleCare provides individualized care management services that include an initial health assessment, an annual health plan/consultation, round-the-clock access to medical advocates and advisers, facilitated access to top specialists and medical institutions, and management of electronic medical records.
The Mayo Clinic Department of Medicine developed a computer-generated, customized medication education and reminder card for patients discharged on multiple medications; the card was tested as an alternative to the medication discharge worksheet commonly used by nurses at Mayo.
A solo family practitioner provides 24-hour-a-day, 7-day-a-week access to care for her patients through liberal use of “virtual” or e-mail visits, telephone calls, same-day appointments, and extended office visits.
The Mayo Clinic's Department of Medicine establishes and posts estimated discharge dates and times in patients' rooms to facilitate ongoing communication about discharge-related issues between patients/families, physicians, and nurses.
Albert Einstein Medical Center uses a patient and workflow management process to improve communication and workflow in the emergency department, leading to shorter length of stay, fewer walkouts and diversions, and higher patient satisfaction.
Community Physician Network Family Medicine Care–Saxony, a seven-physician family practice in the suburbs of Indianapolis, ensures maximum patient access through a variety of scheduling and related strategies, including same-day appointments, extended hours, direct telephone access to physicians after hours, and electronic visits.
Reformed first-hour operational processes at two clinic sites reduced wait times, increased patient satisfaction, and improved patient–provider interactions.