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Student Health Services

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Submitted By mhollenb
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To measure the success of the solution I would ask a randomly selected group of patients to fill out the same survey the patients were asked to fill out in 1995. The survey measured patient satisfaction in areas directly related to quality of health care as well as areas relating to organizational operations and procedures. After the students were first surveyed, Carwin formulated three broad objectives that aimed at improving the operations management of the PCC: “1. Reduce the waiting time for seeing a healthcare provider. 2. Transform the perception of the clinic as an impersonal bureaucracy.
3. Improve student perceptions (especially non-users) about the performance and effectiveness of the PCC”
Each objective has corresponding sections in the survey which can be measured to see the improvement made by the new system. For example, objective one can be measured by comparing the new ratings given to Waiting Time to Get an Appointment and Waiting Time in Walk-in Clinic with the old ratings. In the old system those sections were given average ratings of 52.2 and 44.6 respectively. After the survey is completed for the new system we would be able to compare the new ratings and measure the percent increase or decrease in patient perceptions.
Another way that we could measure the success of the solution would be to manually measure average wait time. To do this, we could measure every patients wait time for one straight week and see which hours of the day are more prone to long wait times. To try and counteract hours with the longest wait periods we could schedule more staff to work at that time by switching their shifts from hours with the shortest wait

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