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) Describe the keys ways in which this Essential Performance Area (EPA) is organized and conducted. Describe any steps to increase or enhance performance in this EPA. How is responsiveness and convenience assessed for individual patients? How is feedback on patient perceptions of the value and convenience (such as clinic hours) obtained? How are “walk-in” patients accommodated to ensure presenting needs are met?  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.

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) Describe the keys ways in which this Essential Performance Area (EPA) is organized and conducted. Describe any steps to increase or enhance performance in this EPA. How is responsiveness and convenience assessed for individual patients? How is feedback on patient perceptions of the value and convenience (such as clinic hours) obtained? How are “walk-in” patients accommodated to ensure presenting needs are met?  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.

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) Describe the keys ways in which this Essential Performance Area (EPA) is organized and conducted. Describe any steps to increase or enhance performance in this EPA. How is responsiveness and convenience assessed for individual patients? How is feedback on 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 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 their school’s Health Center. Client’s whom obtain jobs and subsequent private insurance are encouraged to remain established clients and continue to have their reproductive health care managed at the Family Planning Clinic; by maintaining enrollment in BC-FPOS. A customer satisfaction survey is available for the client’s to complete. The survey assesses client responsiveness and perceptions of the value and convenience of the clinic (e.g. clinic hours, location, staff performance). The survey is available in electronic form which clients can complete anonymously through SurveyMonkey or via hard copy.

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) Describe the keys ways in which this Essential Performance Area (EPA) is organized and conducted. Describe any steps to increase or enhance performance in this EPA. How is responsiveness and convenience assessed for individual patients? How is feedback on patient perceptions of the value and convenience (such as clinic hours) obtained? How are “walk-in” patients accommodated to ensure presenting needs are met?  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.

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.

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) Describe the keys ways in which this Essential Performance Area (EPA) is organized and conducted. Describe any steps to increase or enhance performance in this EPA. How is responsiveness and convenience assessed for individual patients? How is feedback on patient perceptions of the value and convenience (such as clinic hours) obtained? How are “walk-in” patients accommodated to ensure presenting needs are met?  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.

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) Describe the keys ways in which this Essential Performance Area (EPA) is organized and conducted. Describe any steps to increase or enhance performance in this EPA. How is responsiveness and convenience assessed for individual patients? How is feedback on 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. Walk-in patients are always accepted, if possible or scheduled as soon as possible.

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) Describe the keys ways in which this Essential Performance Area (EPA) is organized and conducted. Describe any steps to increase or enhance performance in this EPA. How is responsiveness and convenience assessed for individual patients? How is feedback on patient perceptions of the value and convenience (such as clinic hours) obtained? How are “walk-in” patients accommodated to ensure presenting needs are met?  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.

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) Describe the keys ways in which this Essential Performance Area (EPA) is organized and conducted. Describe any steps to increase or enhance performance in this EPA. How is responsiveness and convenience assessed for individual patients? How is feedback on patient perceptions of the value and convenience (such as clinic hours) obtained? How are “walk-in” patients accommodated to ensure presenting needs are met?  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. Referrals and test results are provided in a timely and confidential manner. Staff have gained the confidence and long-standing client loyalty by providing quality, evidence-based, personable services in a friendly, caring environment. All client interactions are provided in a friendly manner along with the with the implemented TIC compassionate care approach of “what has happened to you not what is wrong with you?” Staff encourage clients to let their friends know about our services and strict confidentiality practices. Clients are encourage to call with any questions or concerns they may have and receive same day responses. Reducing barriers to services also includes mailing supplies.