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Dr. Kellie Leitch glanced at the data on wait times collected from the patients in one of her clinics. As Chief of Paediatric1 Orthopaedic surgery at the Children\'s Hospital of Western Ontario (CHWO), she was very concerned by the long times that the young patients (and their parents) were experiencing in the daily clinic. Long wait times tended to aggravate the already pent-up distress and concern that they were feeling, and parents were understandably irritated at missing significant time at work. Currently, on an average, patients were spending roughly two hours in the clinic. Patient health was not Dr. Leitch\'s only concern. Clinical staff had increasingly complained about being overextended, yet budgetary pressures to reduce the cost of service continued to mount. She was not convinced that all staff was being effectively utilized, and there was an unresolved request from the Radiology department for more advanced equipment. Dr. Leitch also served on several government task forces. From these, she knew that federal and provincial policymakers were increasingly concerned with the economic impact that health-care wait times had on national economic productivity. In a moment of weakness, Dr. Leitch recently had volunteered her clinic to hospital management as a “test case” to demonstrate that patient care could be done in a more timely fashion, without increasing costs. An objective of reducing wait times by 20 per cent was established to show meaningful improvement that would be clearly evident to patients, staff and management. A monthly executive meeting was fast approaching, and expectations were starting to run high that Dr. Leitch would present preliminary recommendations that would offer significant reductions. PAEDIATRIC ORTHOPAEDIC CLINIC As part of London Health Sciences Centre, located in the city of London, Ontario, Canada, CHWO was a large, regional health-care centre that provided specialized paediatric services to children. The population of the 10 counties forming the primary catchment area for CHWO was 1.4 million, including approximately 400,000 children. Many of the CHWO\'s specialty services also attracted referrals from across Ontario, as well as from neighboring provinces and states in Canada and the United States. The Clinic was open for three half-day sessions per week, Monday through Wednesday, from 8:30 a.m. to 1:00 p.m. During the remainder of the week, the facilities were used by other sub- specialties of surgery. Staffed by a surgeon, two senior resident students, three clerks and four registered nurses, the Clinic examined about 80 patients during each half-day session, of which 60 per cent were returning for a follow-up appointment (and so termed follow-up patients). In addition to the staff noted above, other medical students might spend up to one month training in the Clinic. PATIENT FLOW AT THE CLINIC Front Desk: Registration & Verification of Documents The Registration desk was the first point of contact.
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Friday Feedback
Dr. Kellie Leitch glanced at the data on wait times collected from t.pdf
Dr. Kellie Leitch glanced at the data on wait times collected from t.pdf
Update on Monitoring & Electronic Medical Records at UCSF: Preparing for a Cl...
Update on Monitoring & Electronic Medical Records at UCSF: Preparing for a Cl...
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ASCLD LAB Board decision on_ allegation 2016 0412 to present - PRR
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Ensuring FDA Compliance in International Clinical Trials
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Running Head PREOPERATION OBSERVATION2 .docx
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Carlos Ruiz Resume1
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Ensuring a Pediatric Patient's Safety During a Global Rare Disease Trial
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Why Report?
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Good clinical practices tutorial- v7.015--shehnaz_june-10_v 3.0
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Telepathology and artificial inteligence in India and beyond
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Mapam mahima talk 11 09
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Session 1 - Case Study Content - Crawford
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Ultrasound guidance for vascular access
Lean Implementation in Healthcare Organizations - The 5Ss Tool
Lean Implementation in Healthcare Organizations - The 5Ss Tool
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