2017 № 3 Experience of implementation of the call-center in activity of the budgetary medical organization (on the example of ICDC)
This article presents a comparative analysis of two approaches for the telephone contacts management in a medical organization. The «traditional» model of the phone calls management in a medical institution and a model with the use of «call center» are considered. The advantages and disadvantages of these models are described. Specificity of the phone calls in a medical organization is disclosed. The «call center» activities analysis is carried out using the example of Interregional Clinical Diagnostic Center (ICDC), Kazan. The conclusion about the necessity of development of an information flow management system in a medical organization is drawn.
2020 № 3 Organization of cleaning service in a modern hospital (icdc case study)
The experience of organization of cleaning service in a modern hospital is described in the article. It should be noted that one of the trends in designing buildings of modern medical facilities is increasing square footage per one patient. This tendency comes into contradiction to regulatory documents specifying established standards of junior medical staff work that leads to high and irregular work load for hospital attendants and cleaners of a medical facility. Labor division and creation a specialized cleaning service in the structure of the medical facility permitted to set cleaning apart into an independent area of operations, implement high standards of quality in indoor space cleaning and resolve the afore-referenced contradiction. This division of labor resulted in enhancement of degree of proficiency of cleaning service personnel in ICDC, and thus permitted amelioration of work quality and productivity of labor, which ultimately led to decrease of cleaning costs and had economic effect.
2018 № 10 The experience of interregional Clinic and Diagnostic Centerin health care delivery within the mandatory medical insurance and charged services
An article discusses differences in the legal and regulatory framework in regulating the mandatory medical insurance and charged services. It is found out that conditions that lie at the root of the mandatory medical insurance system could be fully implemented using the causal approach to diagnostics and disease treatment. The causal approach within the mandatory medical insurance allows responding to the cause of the disease quickly and affordably. It is concluded that implementing mandatory medical insurance systems and charged services in a medical facility requires their different positioning, and in this case they will not repeat each other or compete with each other, but complement each other perfectly. The article describes the experience of Interregional Clinic and Diagnostic Center in organizing charged services using a system approach that allows forming an aggregate picture of a disease taking into account a plenty of factors and opinions from various experts. The conceptual differences in organizing the health care delivery in the mandatory medical insurance systems (causal approach) and charged services (system approach) within the activities of Interregional Clinic and Diagnostic Center allowed to define both systems as mutually supportive systems that fully meet the needs of people in medical services.
2018 № 3 Organization of alimentary therapy: outsourcing or own nutrition service? (case study)
An analysis of experience of alimentary therapy organization in Interregional Clinical Diagnostic Center (ICDC) is presented in the article. The aim of the article is to study conditions and factors of outsourcing efficiency by the organization of alimentary therapy in healthcare institutions. Materials and methods: review of scientific literature, study and analysis of statistical data on ICDC performance in 2007–2016. Specific features of alimentary therapy outsourc- ing are contemplated, reasons for organization transfer to outsourcing and conditions of its efficiency are highlighted in the paper. Two patient feedback instruments to appraise quality of nutrition are proposed and time tested: monitoring of quantity of waste and patient satisfaction assessment. A benchmarking study based on the quality coefficients data of clinical nutrition prepared by own efforts and submitted to outsourcing is conducted. Efficiency of feedback instru- ments for the organization of alimentary therapy for patients of Neurosurgery and Neurology Departments is shown. Conclusions: Outsourcing as an approach to clinical nutrition organization has a right to existence, however before its implementation a comprehensive risk-benefit analysis of this decision should be carried out. As the experience of ICDC has showed, alimentary therapy outscoring is not always the best solution for a healthcare institution. Clinical nutrition outsourcing entails additional risks, which have to be minimized and managed, that is not often possible in real life situations. The experience of ICDC suggests that clinical nutrition organization by own efforts is able to meet competition in comparison with specialized third-party contractors and besides has its advantages as it considerably reduces risks
2018 № 5 Patients satisfaction evaluation in healthcare organization (ICDC experience)
This article studies the experience of the ‘Interregional clinic and diagnostic center’ (ICDC) in the area of patients satisfaction level evaluation and the specific character of satisfaction evaluation in healthcare. The object: to find out frameworks in the patients satisfaction evaluation. Materials and methods: analysis of scientific literature, statistic data of the patients satisfaction evaluation and results of medical and economic activity of the ICDC. Results and conclusions: it was found out that the biggest amount of strong correlations have 4 components of survey on satisfaction evaluation: ‘Professionalism of doctor’, ‘Attitude of doctor’, ‘Appearance of doctor’ and ‘Results of surgi¬cal treatment’. The presence of big amount of strong correlations between these and others components allows us to draw a conclusion about systemic character of these components in the satisfaction structure. A significant effect of external subjective factors on the results of patient’s satisfaction evaluation was observed, such as politeness, tactfulness of doctor and nurse, their appearance. It was determined that the level of patients evaluation is associated with figures of economic activity of a healthcare institution. There is a strong positive correlation between them
2018 № 8 Use of NPS method for patient loyalty assessment (ICDC experience)
This article studies the experience of the ‘Interregional clinical and diagnostic center’ (ICDC) in the area of patient loyalty assessment by the Net Promoter Score (NPS) method. The object: to find out the factors, which have an effect on patient loyalty towards a medical establishment. Materials and methods: analysis of scientific literature, ICDC statistic data of patient loyalty assessment by NPS method for 2016–2017 years. Total number of respondents: 1968 patients of ICDC. Results and conclusions: on the basis of analysis of patient responses the three factors that effect on patient loyalty were found out: “diagnostic and treatment processes”, “ethics and deontology of medical staff”, “service in medical establishment”. It is found that the largest proportion of critical remarks of patients is as¬sociated with the service in medical establishment. In turn the important aspects for “promoters” – patients with high loyalty, are the followings: quality of medical service, ethics and deontology of medical staff. Statistically significant differences were determined in medical establishment evaluation by patient groups who pays for medical service itself and who is treated by compulsory health insurance system. Representatives of these groups pay attention in their comments to different aspects of medical establishment activity. Therefore it is necessary to consider specific features of such patient groups in the arrangements considering the increase of patient loyalty