New reporting structure ‘warmer, friendlier’
New reporting structure warmer, friendlier’
Blend of patient care, fiscal savvy cited
As part of its "Patient First" performance plan for world-class customer service and enhanced marketing initiatives, the patient access services department at Miami’s Jackson Memorial Hospital now reports to the senior vice president of patient care, says Gil Amara, CHAM, assistant administrator for patient access services.
In July 1997, soon after patient access services instituted its own training group (see related story, p. 25), the department left its traditional niche in the hospital’s financial hierarchy to become part of the patient care division, he adds.
Although such a move might not work for every access department, he stresses, it was the right decision for Jackson Memorial for several reasons. "We had concerns having to do with marketing our patient relations side," he says. "We wanted to come across warmer and friend lier, with a high level of patient satisfaction with our service. Reporting to the senior vice president of patient care means more options are available. Between the two of us, we are accomplishing that goal."
Division is a natural fit
With its focus on patient needs and concerns, the patient care division is a natural fit for a more customer-oriented access department, he adds.
The arrangement works, Amara says, because of his financial and patient access background and because his new boss, as chief nurse, is fiscally oriented yet concerned about patient satisfaction. It might not work as well, he cautions, with a patient access director who is weak in patient satisfaction or a nursing director who lacks expertise in financial issues.
Previously, Amara reported to the administrator of patient financial services, who reported to the director of finance, who reported to the chief financial officer. Now he reports directly to the senior vice president for patient care. "Our executive staff and consultants were looking to remove the layers, to have direct access to the top to get things done, get things expedited."
Since the reorganization, he notes, Jackson Memorial has refurbished all of its admission offices on the main campus, which has made patients and employees more comfortable. "It has added to the professional image we want to exhibit to our clientele. We have begun to see an increase not only in our patient satisfaction indicators, but with our internal’ customers as well."
In August 1998, the department implemented a new computer local access network that serves as an important communication tool. It allows Amara, his supervisors, and support staff to be in constant communication through e-mail and facilitates task and project coordination.
The innovation allows these 11 players to share schedules, ideas, and concerns that affect all the registration areas, he adds. "It also allows us to access the server, where current files and projects are archived, so that we have instantaneous updates in content and status."
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