Patient Retention Sample Clauses

Patient Retention. Reference: “Maintaining patient-provider relationships over a sufficient duration of time to achieve XX-XX/RH-related health outcomes through the essential services and interventions.” Relevant issues: Patient confidence and trust; Patient loyalty; Patient responsiveness; Patient convenience. (Page 125)  All interactions between staff and clients are grounded in a Trauma Informed Care (TIC) perspective. Healthy Connections offers standing hours for an appointment or walk-in basis. Same-day appointments are available. Clinic staff accomodate school and/or work schedules as much as possible. Clients receiving services are assessed for the most efficient and confidential means for receiving follow-up services.
Sample 1
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Patient Retention. Reference: “Maintaining patient-provider relationships over a sufficient duration of time to achieve XX-XX/RH-related health outcomes through the essential services and interventions.” Relevant issues: Patient confidence and trust; Patient loyalty; Patient responsiveness; Patient convenience. (Page 125)  Patient Retention: We will continue to accommodate our client’s needs by offering early or late appointment times and providing services and supplies to the clients at the Health Department in Neillsville, per client request. Walk-in clients are seen upon arrival and services and supplies are provided the same day. College-age students are encouraged to remain established clients, despite the convenience of
Sample 1
Patient Retention. Reference: “Maintaining patient-provider relationships over a sufficient duration of time to achieve XX-XX/RH-related health outcomes through the essential services and interventions.” Relevant issues: Patient confidence and trust; Patient loyalty; Patient responsiveness; Patient convenience. (Page 125)  KC RH-FP clinical services primarily occur on a walk-in basis at each site, and all patients that present during clinic hours are seen. We will be expanding the hours of availability of a NP at the main and satellite sites. Since our clinics provide so many varying services simultaneously, it helps to maintain patient privacy. Further, patient feedback is gathered through the Parent Led Advisory Network (PLAN) - an advisory group for mothers/parents who are or have been involved in the home visiting program during the child’s early childhood – and integrated to ensure client centered care. Staff not only assist with Express and Temporary Enrollment, but provide follow up to assist patients in completing enrollment for continued services. With this year’s strong push toward seeking access to FPOS and continued enrollment capabilities, we will be able to enhance the wraparound service model.
Sample 1
Patient Retention. Reference: “Maintaining patient-provider relationships over a sufficient duration of time to achieve XX-XX/RH-related health outcomes through the essential services and interventions.” Relevant issues: Patient confidence and trust; Patient loyalty; Patient responsiveness; Patient convenience. (Page 125)  Client retention is a priority as evidenced by our continued program growth (retaining and recruiting new). Building a warm, open and friendly relationship is key so that clients will look forward to clinic visits. Being flexible with scheduling and providing reminder calls and assistance with renewals of benefits, we try to make our services as user friendly as possible. Walk in clients are accommodated if staffing allows and, if not, an appointment is scheduled as soon as possible. Feedback is obtained through periodic surveys that are anonymous and allow us to get input of what we are doing well and what could be improved.
Sample 1
Patient Retention. Reference: “Maintaining patient-provider relationships over a sufficient duration of time to achieve XX-XX/RH-related health outcomes through the essential services and interventions.” Relevant issues: Patient confidence and trust; Patient loyalty; Patient responsiveness; Patient convenience. (Page 125)  The young patients themselves are probably the best resource for bringing their friends and family members to the Iron County reproductive health program for services. Patients have expressed their confidence in the program because of the confidentiality, access to care, walk-in services, supplies by mail, assistance in completing Medicaid enrollments and renewals, social media presence and our non- judgmental attitude. Patients express the satisfaction that they can obtain a variety of services in one office including family planning needs, WIC services, immunizations etc. Patient retention is an important part of keeping the program viable. Patient recruitment and retention numbers have been unsteady in recent years. A number of factors may affect our client retention. The Affordable Care Act allowed people to obtain health care coverage and thus a choice in their health care providers. Iron County also struggles with unemployment and many young people leave for college and find opportunities elsewhere. For some young patients, parents support their decision for birth control and prefer that they get them through the family’s health insurance. This presents us with an important opportunity to educate patients and parents about the significant value of Family Planning Only Waiver and the benefit of receiving services with this program. There is also a need to distribute regular patient satisfaction surveys to identify areas for improvements in service and retention of clients. It is also important for staff to ask patients if they are satisfied with their care they receive and encourage them to refer a friend.
Sample 1
Patient Retention. A large population of PCRH clientele is UWRF students, this is great in that many clients receive PCRH for several years while completing their schooling. On another note many plan to leave the area once completing their degree. In order to keep clientele returning it is essential for PCRH to look toward more patient recruitment outside of UWRF students. This will continue through our educational sessions at local area school districts as well as Chippewa Valley Technical College (CVTC); however, will likely need to expand through other community avenues. In 2017, we will attempt to look at other outreach opportunities throughout Xxxxxx County.
Sample 1
Patient Retention. Reference: “Maintaining patient-provider relationships over a sufficient duration of time to achieve XX-XX/RH-related health outcomes through the essential services and interventions.” Relevant issues: Patient confidence and trust; Patient loyalty; Patient responsiveness; Patient convenience. (Page 125)  Services are available at PCRH five days per week with NP/RCH clinician services available one day per week beginning in November 2016. Clients seeking appointments for contraception are generally seen within 1-3 days. Walk-in clients are accepted daily, especially those seeking emergency contraception or pregnancy testing. Patient satisfaction surveys are conducted twice throughout the year. This feedback is compiled and disseminated to department staff, as well as our UWRF partners. This information is then used to identify areas for possible improvement related to quality of services.
Sample 1
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Patient Retention. Reference: “Maintaining patient-provider relationships over a sufficient duration of time to achieve XX-XX/RH-related health outcomes through the essential services and interventions.” Relevant issues: Patient confidence and trust; Patient loyalty; Patient responsiveness; Patient convenience. (Page 125)  Clients have return year after year to get their reproductive health care at the OCHD because of the way they are respected and treated by the RHC staff. Client satisfaction surveys have always praised the attitude and work of the RHC staff throughout the years. Many clients have been with us for more than 10 years and others, feel comfortable to return to us after they loss their private insurance or return back to live in the area. “Walk-ins” are accommodated if possible. NP appointments are usually only one day a week but late clinic hours are available until 6pm. Reproductive Health clients know they can usually get an appointment at our clinic within the next week or two, and at the private medical clinic, it is typically a 2 -3 month wait to see a provider.
Sample 1
Patient Retention. Reference: “Maintaining patient-provider relationships over a sufficient duration of time to achieve XX-XX/RH-related health outcomes through the essential services and interventions.” Relevant issues: Patient confidence and trust; Patient loyalty; Patient responsiveness; Patient convenience. (Page 125) patient perceptions of the value and convenience (such as clinic hours) obtained? How are “walk-in” patients accommodated to ensure presenting needs are met?  Patient Retention: We will continue to accommodate appointment requests when possible (earlier/later hours). We will continue to hand out surveys to obtain feedback from patients regarding our services and what we can do to improve.
Sample 1

Related to Patient Retention

  • Patient Referrals The parties agree that the benefits to Group ----------------- hereunder do not require, are not payment for, and are not in any way contingent upon the admission, referral or any other arrangements for the provision of any item or service offered by Manager or any affiliate of Manager to any of Group's Patients in any facility owned or controlled, managed or operated by Manager or any affiliate of Manager.

  • Patient Records Upon termination of this Agreement, the New PC shall retain all patient dental records maintained by the New PC or the MSO in the name of the New PC. During the term of this Agreement, and thereafter, the New PC or its designee shall have reasonable access during normal business hours to the New PC's and the MSO's records, including, but not limited to, records of collections, expenses and disbursements as kept by the MSO in performing the MSO's obligations under this Agreement, and the New PC may copy any or all such records.

  • Patient Care Resident shall participate in safe, effective, and compassionate patient care, under supervision, commensurate with Resident's level of advancement and responsibility.

  • Patient A patient is defined as those persons for whom the Physician shall provide Services, and who are signatories to, or listed on the documents attached as Appendix 1, and incorporated by reference, to this agreement.

  • Medical Verification The Town may require medical verification of an employee’s absence if the Town perceives the employee is abusing sick leave or has used an excessive amount of sick leave. The Town may require medical verification of an employee’s absence to verify that the employee is able to return to work with or without restrictions.

  • Medical Records Retention Grantee shall retain medical records in accordance with 22 TAC §165.1(b) or other applicable statutes, rules and regulations governing medical information.

  • Records Retention PROVIDER will preserve all contracting information, as defined under Texas Government Code, Section 552.003 (7), related to the Agreement for the duration of the Agreement and for seven years after the conclusion of the Agreement.

  • Subcontractor Insurance In accord with Good Utility Practice, each Interconnected Entity shall require each of its subcontractors to maintain and provide evidence of insurance coverage of types, and in amounts, commensurate with the risks associated with the services provided by the subcontractor. Bonding of contractors or subcontractors shall be at the hiring Interconnected Entity’s discretion, but regardless of bonding, the hiring principal shall be responsible for the performance or non- performance of any contractor or subcontractor it hires.

  • Quality Management System Supplier hereby undertakes, warrants and confirms, and will ensue same for its subcontractors, to remain certified in accordance with ISO 9001 standard or equivalent. At any time during the term of this Agreement, the Supplier shall, if so instructed by ISR, provide evidence of such certifications. In any event, Supplier must notify ISR, in writing, in the event said certification is suspended and/or canceled and/or not continued.

  • Contractor Key Personnel ‌ The Contractor shall assign a Corporate OASIS SB Program Manager (COPM) and Corporate OASIS SB Contract Manager (COCM) as Contractor Key Personnel to represent the Contractor as primary points-of-contact to resolve issues, perform administrative duties, and other functions that may arise relating to OASIS SB and task orders solicited and awarded under OASIS SB. Additional Key Personnel requirements may be designated by the OCO at the task order level. There is no minimum qualification requirements established for Contractor Key Personnel. Additionally, Contractor Key Personnel do not have to be full-time positions; however, the Contractor Key Personnel are expected to be fully proficient in the performance of their duties. The Contractor shall ensure that the OASIS SB CO has current point-of-contact information for both the COPM and COCM. In the event of a change to Contractor Key Personnel, the Contractor shall notify the OASIS SB CO and provide all Point of Contact information for the new Key Personnel within 5 calendar days of the change. All costs associated with Contractor Key Personnel duties shall be handled in accordance with the Contractor’s standard accounting practices; however, no costs for Contractor Key Personnel may be billed to the OASIS Program Office. Failure of Contractor Key Personnel to effectively and efficiently perform their duties will be construed as conduct detrimental to contract performance and may result in activation of Dormant Status and/or Off-Ramping (See Sections H.16. and H.17.).

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