scholarly journals Patient’s satisfaction at outpatient pharmacy department in Intermediate Hospital Oshakati, Oshana region, Namibia

2021 ◽  
Vol 14 (2) ◽  
pp. 022-028
Author(s):  
Emmanuel Magesa ◽  
Johanna Hanyanya ◽  
Wakjira Erraso
Keyword(s):  
Waiting Time ◽  
Wait Time ◽  
Long Distance ◽  
Patient’S Satisfaction ◽  
Mean Waiting Time ◽  
Patient Waiting Time ◽  
The Mean ◽  
Culturally Influenced ◽  
Major Factors ◽  
Patient Waiting

Introduction: Patient waiting time Experience of waiting time in general is perceived as complex, subjective and culturally influenced. Complexity of prescription, few human resources and work process are the factors of patient waiting time in outpatient pharmacy departments (OPD). However, the complexity of wait time is poorly understood and has been explored only to a limited extent. Objective of the study: The main objective of this study is to assess patient satisfactions on waiting time at Intermediate Hospital Oshakati (IHO), northern part of Namibia. Method: The study was carried out at IHQuantitative descriptive design was employed and data collected was analyzed using Epi info version 7. Results: The mean waiting time in IHO was 36±20 minutes. More patients (49.2%) were satisfied with OPD pharmacy when the waiting time is between 5-25 minutes. The major factors associated with the satisfaction of services were shorter waiting time (0.01 <p<0.05) and other personal reasons like long distance from the hospital (0.03<p<0.05). Conclusion and recommendation: Many patients are satisfied if waiting time is between 5-25 minutes, therefore there is a need to improve waiting time by decongest patients overload at IHO, this can be achieved by improving coordination and communication between IHO and Primary health care (PHC) facilities.

scholarly journals Effectiveness of a mobile antiretroviral pharmacy and HIV care intervention on the continuum of HIV care in rural Uganda

2019 ◽  
Author(s):  
Francis Bajunirwe ◽  
Nicholas Ayebazibwe ◽  
Edgar Mulogo ◽  
Maria Eng ◽  
Janet McGrath ◽  
...  
Keyword(s):  
Viral Load ◽  
Antiretroviral Therapy ◽  
Waiting Time ◽  
Hiv Care ◽  
Viral Load Suppression ◽  
Long Distance ◽  
Mean Waiting Time ◽  
Patient Waiting Time ◽  
Southwestern Uganda ◽  
Patient Waiting

AbstractIntroductionAdherence to antiretroviral therapy (ART) is critical in order to achieve viral suppression, one of three UNAIDS targets set for achievement before 2020. One of the main barriers to adherence is the long distance between patient residences and healthcare facilities. We designed an intervention, Mobile Antiretroviral Therapy and HIV care (MAP-HC) in rural southwestern Uganda aimed to reduce travel distance and hypothesized that MAP-HC would improve ART adherence and rates of viral load suppression.MethodsThe study was conducted at two sites, Kitagata and Itojo Hospitals, and these are public health facilities located in rural southwestern Uganda. Patients who lived >5km from the hospital were provided the option to participate. For each hospital, we identified 4 health centres in the catchment area to serve as site for the mobile pharmacy. Each site was visited once a month to provide ART refills, adherence counseling and treatment of other illnesses. We measured patient waiting time, adherence and viral load suppression before and after the intervention.ResultsWe conducted baseline assessment among 292 patients at the two hospitals. The mean waiting time at Kitagata Hospital changed from 4.48 hours before the intervention but increased to 4.76 hours after the intervention (p=0.13). The proportion of patients who missed an ART dose in the last 30 days dropped from 20% at baseline to 8.5% at 12 months after the intervention (p=0.009). The proportion of patients with detectable viral load from 19.9% to 7.4% after the intervention (p=0.001).ConclusionsOur study has showed that a mobile pharmacy intervention in rural Uganda is feasible and resulted in improvement in adherence and viral load suppression. Although it did not reduce patient waiting time at the clinic, we recommend a scale-up of this intervention in rural areas where patients face challenges of transportation to the clinic.

scholarly journals “Without the need for a second visit” initiative improves patient satisfaction with updated services of outpatient clinics in China

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Jian Shen ◽  
Jun Zhang ◽  
Qiang He ◽  
Haihui Pan ◽  
Zhiqiang Wu ◽  
...  
Keyword(s):  
Waiting Time ◽  
Health Care Services ◽  
Care Delivery ◽  
Outpatient Clinics ◽  
Outpatient Services ◽  
Patient’S Satisfaction ◽  
Patients Satisfaction ◽  
Patient Waiting Time ◽  
Consultation Time ◽  
Patient Waiting

Abstract Background To implement the “without the need for a second visit” (WNASV) initiative in our hospital by optimizing the outpatient clinic services via an upgraded information system, in order to increase the quality of outpatient medical services and improve patients’ satisfaction. Methods An Internet-based care delivery approach was developed and applied to improve the delivery of health care services, simplify the treatment process, and reduce patient waiting time. The patient waiting time and consultation time in the outpatient clinics of our hospital during the peak service intervals and the proportions of various payment methods for outpatient services during the period from May 2017 to September 2019 were retrospectively analyzed. Also, the patients’ satisfaction with the outpatient process was surveyed. Results The waiting time for consultation was shortened from 32.25 min to 28.42 min; the consultation time was shortened from 6.52 min to 3.15 min; and the waiting time for payment decreased from 7.40 min to 4.31 min. The proportion of payment via a counter was reduced from 86.80 to 21.79%, the proportion of self-service payment increased from 9.99 to 16.05%, and the proportion of payment during a consultation increased from 3.21 to 61.91%. The scores of the patients’ satisfaction with the outpatient services increased from an average of 89.10 points in 2017 to an average of 90.26 points in 2019. Conclusion The continuous improvement of the service process markedly increases the efficiency of the outpatient services, and effectively improves patient’s satisfaction with the outpatient process, this initiative thus deserves further application.

scholarly journals Improvement in outpatient services using the WeChat calling system in the Shanghai Children’s Hospital

2021 ◽  
Vol 37 (4) ◽  
Author(s):  
Dan Wu ◽  
Wenbin Cui ◽  
Xiulian Wang ◽  
Yanyan Huo ◽  
Guangjun Yu ◽  
...  
Keyword(s):  
Waiting Time ◽  
Wait Time ◽  
Idle Time ◽  
Outpatient Services ◽  
Traditional System ◽  
Children's Hospital ◽  
Creative Commons ◽  
Children’S Hospital ◽  
Patient Waiting Time ◽  
The Mean

Objectives: We explored the utility of WeChat applet as part of the Outpatient Department (OPD) to provide patients with timely queuing information and compared it with the traditional calling system. Methods: Data for the WeChat calling system was extracted for the period of May 2018 to September 2018. Data for the traditional system was extracted for the same period from the year 2017. We compared the effective patient waiting time and nurse idle time i.e. nonproductive time spent on factors outside of employees’ control with the two systems. We also analyzed the relationship between the length of waiting time and conflicts between doctors and patients. Results: The mean wait time for the traditional calling system was 126 minutes, while the average idle time for nurses was 96 minutes/day. On the other hand, the mean wait time for the WeChat calling system was 33 minutes, and the average idle time for nurses was 72 minutes/day. The incremental profit (cost of traditional calling system – cost of WeChat calling system) achieved from switching systems was 13,879 yuan/month. Behavioral observations showed that wait time (OR=2.745, 95%CI 1.936~3.892 P<0.0001) was a risk factor for staff-patient conflict. Conclusion: The cost of the WeChat calling system was significantly lower than the traditional system. Also, the traditional calling system was time-consuming. Longer waiting time was the main factor affecting OPD quality and caused conflicts between doctors and patients. doi: https://doi.org/10.12669/pjms.37.4.4301 How to cite this:Wu D, Cui W, Wang X, Huo Y, Yu G, Chen J. Improvement in outpatient services using the WeChat calling system in the Shanghai Children’s Hospital. Pak J Med Sci. 2021;37(4):---------. doi: https://doi.org/10.12669/pjms.37.4.4301 This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

scholarly journals Relationship Length of Time Patient Waiting In Poly Interne With Patient Satisfaction In Dr. Achmad Mochtar Bukittinggi Year 2017

2018 ◽  
Vol 9 (1) ◽  
pp. 54
Author(s):  
Tafdiel Tafdiel ◽  
Rinawati Kasrin
Keyword(s):  
Patient Satisfaction ◽  
Waiting Time ◽  
Health Workers ◽  
Wait Time ◽  
Bivariate Analysis ◽  
P Value ◽  
Cross Sectional ◽  
Relationship Length ◽  
Patient Waiting Time ◽  
Patient Waiting

Waiting time is the time that patients use to get health services starting from the place of registration until entering the doctor examination room. Patient waiting time is one component that causes patient dissatisfaction, which if patient waiting time is not in accordance with the standard that has been set that is for wait time is ≤ 60 minutes it will affect the patient satisfaction. The fact shows still found the patient complained waiting time in poli interne. This study aims to determine the relationship between patient waiting time in poly interne with patient satisfaction in Bukittinggi Hospital in 2017. Type of research used is quantitative with a cross-sectional approach. The population in this study amounted to 420 patients with the number of samples obtained as much as 81 using the technique of non-probability sampling that is accidental sampling. Data were analyzed using the chi-square test. The result of the analysis is more than partially (72.8%) nonstandard waiting time, (27.2%) standard waiting time. Bivariate analysis was found (66.1%) waiting time was not according to the standard of an unsatisfied patient, and (13.6%) waiting time according to standard and patient was not satisfied. Statistical test results obtained p-value 0.0001 (p <0.05), OR = 12.350. The conclusion of this study is there is a significant relationship between patient waiting time and patient satisfaction in RSUD Dr. Achmad Muchtar Bukittinggi in 2017. It is expected that employees and health workers to maintain and improve the performance and service to patients in accordance with predetermined standards, so patients will be satisfied if their expectations are in accordance with the desired. 

scholarly journals The Impact of Longer Consultation Time: A Simulation-Based Approach

2020 ◽  
Vol 11 (05) ◽  
pp. 857-864
Author(s):  
Abdulrahman M. Jabour
Keyword(s):  
Waiting Time ◽  
Quality Care ◽  
Working Hours ◽  
Discrete Events ◽  
Simulation Based ◽  
Patient Waiting Time ◽  
Free Environment ◽  
The Impact ◽  
Consultation Time ◽  
Patient Waiting

Abstract Background Maintaining a sufficient consultation length in primary health care (PHC) is a fundamental part of providing quality care that results in patient safety and satisfaction. Many facilities have limited capacity and increasing consultation time could result in a longer waiting time for patients and longer working hours for physicians. The use of simulation can be practical for quantifying the impact of workflow scenarios and guide the decision-making. Objective To examine the impact of increasing consultation time on patient waiting time and physician working hours. Methods Using discrete events simulation, we modeled the existing workflow and tested five different scenarios with a longer consultation time. In each scenario, we examined the impact of consultation time on patient waiting time, physician hours, and rate of staff utilization. Results At baseline scenarios (5-minute consultation time), the average waiting time was 9.87 minutes and gradually increased to 89.93 minutes in scenario five (10 minutes consultation time). However, the impact of increasing consultation time on patients waiting time did not impact all patients evenly where patients who arrive later tend to wait longer. Scenarios with a longer consultation time were more sensitive to the patients' order of arrival than those with a shorter consultation time. Conclusion By using simulation, we assessed the impact of increasing the consultation time in a risk-free environment. The increase in patients waiting time was somewhat gradual, and patients who arrive later in the day are more likely to wait longer than those who arrive earlier in the day. Increasing consultation time was more sensitive to the patients' order of arrival than those with a shorter consultation time.

Announcing Waiting Time in Emergency Departments

2019 ◽  
pp. 1-6
Author(s):  
Martin Lariviere ◽  
Sarang Deo
Keyword(s):  
Waiting Time ◽  
Emergency Departments ◽  
Waiting Times ◽  
Large Network ◽  
Regional Networks ◽  
Marketing Campaign ◽  
National Healthcare ◽  
Time Estimates ◽  
Patient Waiting Time ◽  
Patient Waiting

First National Healthcare (FNH) runs a large network of hospitals and has worked to systematically reduce waiting times in its emergency departments. One of FNH's regional networks has run a successful marketing campaign promoting its low ED waiting times that other regions want to emulate. The corporate quality manager must now determine whether to allow these campaigns to be rolled out and, if so, which waiting time estimates to use. Are the numbers currently being reported accurate? Is there a more accurate way of estimating patient waiting time that can be easily understood by consumers?

scholarly journals Impact of value added services on patient waiting time at the ambulatory pharmacy Queen Elizabeth Hospital

2017 ◽  
Vol 15 (1) ◽  
pp. 846-846 ◽  
Author(s):  
Benjamin C. Loh ◽  
Kheng F. Wah ◽  
Carolyn A. Teo ◽  
Nadia M. Khairuddin ◽  
Fairenna B. Fairuz ◽  
...  
Keyword(s):  
Waiting Time ◽  
Value Added ◽  
Queen Elizabeth Hospital ◽  
Patient Waiting Time ◽  
Patient Waiting
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