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Have you or one of your colleagues been named in a lawsuit that seems so frivolous that it could be the poster child for tort reform? If so, that doesn't change the fact that you may be in for a life-changing experience.
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Imagine you're a patient calling to make an appointment. You may wait an extended period of time before the call is answered. Or, someone may answer the call and then put you on hold or route you to another person who cannot help you. Either way, you're not getting that appointment as quickly as you could be, and you're likely to be dissatisfied.
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Whether your biggest "pain point" is a sudden surge in denied claims, terrible compliance with a new payer requirement, or a slowly growing trend of unhappy patients, the solution comes from the same place. Your staff know the answers whether they realize it or not.
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If a satisfaction survey includes any positive feedback about an access employee at Greater Baltimore Medical Center, this does not go unnoticed.
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If patients report being "very dissatisfied" with the admission process, does that mean they're angry because a registrar was rude and unfriendly? Or was it because they waited hours in the emergency department hallway for an inpatient bed to become available?
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Like many improvements in patient access processes, increasing up-front collections is not as easy as it sounds. One way to facilitate this is by giving staff incentives.
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Improving patient satisfaction is "a high priority" for the patient access department at Advocate Illinois Masonic Medical Center in Chicago, according to Michael F. Sciarabba, MPH, CHAM, the hospital's director of patient access services.
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The number of bariatric surgeries in the United States skyrocketed from 13,386 in 1998 to 220,000 in 2008. But a new study released by Golden, CO-based HealthGrades finds that the nation's hospitals have wide variances in both complication rates and lengths of stay, which largely correlate with the number of times the hospital performs bariatric procedures.