The Army Provider-Level Satisfaction Survey (APLSS) & Interactive Customer Evaluation (ICE) Survey
Originally established back in 1907, Tripler Army Medical Center (TAMC) was constructed on a ridge overlooking Honolulu in 1941 with the attack on Pearl Harbor (Go Army, 2012). With responsibilities to Japan, Johnston Atoll, Guam, Eniwetok, Kwajalein, various Pacific Island Nations and American Samoa, today, TAMC is the only federal tertiary care hospital in the Pacific Basin, servicing a population that includes local active duty and retired military personnel, their family members, and veteran beneficiaries. In addition, it is the home of the Pacific Regional Medical Command (PRMC), which is one of six geographically based regional medical commands
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Examples of this can be phone service, wait time, courtesy of staff, scheduling of visit, pharmacy, laboratory, and radiology services. In addition, APLSS is tied to funding. Therefore, when a facility receives a high APLSS score, the Department of the Army provides additional funding to obtain equipment needed and services for its patient customers.
The design of the Army Provider Level Satisfaction Survey is a matrix/rating scale. Matrix questions are closed-ended questions asking respondents to evaluate one or more row items using the same set of column choices (Survey Monkey, 2016). A rating scale question, also known as a Likert Scale, is a combination of the Matrix question, in which you can assign weights to each answer choice. APLSS surveys are mailed out to the patient customers after every visit and only takes a few minutes to complete. The results and comments of the survey are sent back to the facility by an independent agency. The identity of the patient customer remains confidential and unknown to the
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Unlike APLSS, the ICE survey differs in that just about anyone – whether you are an inpatient customer, out-patient customer, employee, or so forth - may complete the online survey cards to provide feedback to the service providers they have encountered at the specific military installation and related facilities around the world. In addition, it also has the option to request a response from
Coastal Medical Center was established a few years after World War II and began as a 100 bed, acute care hospital, serving the population of the tri-county area. Since conception, CMC significantly grew into a larger, more proficient hospital. However, in the past few years, Coastal Medical Center has become a declining 450-bed tertiary
This paper will not bore with the definition of a profession. The United States Army is about more than words, it is about action. The action of over 238 years of tradition and service. The Army is a profession. A profession requires its members to adhere to prolonged training and learn specialized skills. A member of a profession must wholly commit himself and his skills to a calling which is entrusted by the public. A profession provides its members with intrinsic value which motivates beyond financial gain. The Army is a higher calling which demands all of these qualities and more.
The Army Human Resource System (AHRS) known as the Electronic Military Personnel Office or (eMILPO) is a web based multi-tiered application. It provides the Army Human Resource Community with a reliable mechanism for performing personnel actions and strength accountability. The System consolidates 43 Personnel Information Systems in one. This system provides visibility of the location, status, and skills of Soldiers in the United States Army. The primary users of this system are Human Resource Soldiers, Commanders, and First Sergeants. The primary features and functions of eMILPO include Personnel Services, Personnel Accounting, Reassignments, Promotions, Readiness, Workflows, System Services, PERSTEMPO, and DTAS.
The survey process is designed to be unique to each organization, consistent, and supportive of the organizations attempts to improve healthcare performance. During the survey, the Joint Commission evaluates the performance of processes aimed to improve patient outcomes. The assessment is done by evaluating an organizations compliance with standards in the manual based on the following key functions:
The Army Health System (AHS) is a component of the Military Health System that’s responsible for the operational management of medical support for training, predeployment, deployment, and postdeployment operations. The AHS is comprised of ten medical functions: mission command, medical treatment (organic and area), hospitalization, evacuation, medical logistics, preventative services, veterinary services, dental services, mental health, and medical laboratory services.The missions of health service support (HSS) and force health protection (FHP) are aligned under two Army warfighting functions: sustainment and protection. HSS falls under the sustainment function, and FHP under protection. At the maneuver unit level, medical support is defined by two Roles: Role I, which is unit-level health care and combat medics, and Role II, which
Demonstrate adequate knowledge of OASIS assessments and documentation to ensure adequate reimbursement to meet patient's needs.
Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army wanted to know how to shape the future of the Army as a profession and the effects the past decade had on our profession.
Unlike the staff from Trinity Health, the other staff studied cited some drawbacks from these expectations. For instance, Powell et al. (2012) conducted a study on health care providers’ feedbacks on their performance measure(PM) system. While positive outcomes resulted from PM were documented, the staff reported facing the pressure to conform to the requirements of PM. Because PM contains criteria needed to be met and addressed, Powell et al. (2012) concluded that the providers tend to get distracted from giving personalized and individualized care to patients.
Service lines vary tremendously, especially within the health care system. Whether it is based on speciality, size, budget or access to different technology, information and care, it is crucial to have the most specific and detail system in an industry that really is, life or death. Every decision that is made in the health care profession essentially comes down to one thing - cost. Which is why having the most accurate facts on hand are critical. Not to just save patients money, but to help the hospital distribute money and set budgets in the most effective way.
A profession according to the Profession of Arms white paper is defined by four factors and the Army has maintained its status as a profession when compared to civilian sector professions. The first factor is that the Army must have expert work that is not routine or repetitive. The second factor discusses a requirement for the Army to have years of study before one is capable of expert work. The third factor states that the Army must earn the trust of their clients through their ethics. The forth factor is the motivation of the Soldiers and Civilians through extrinsic factors. Using the four factors to quantify the Army as a profession in comparison with the civilian sector profession proves that the Army is truly a profession.
Ambulatory care also known as outpatient care involves services provided to patients who are not admitted to hospital or nursing home. Traditionally, ambulatory care includes settings like clinics, medical practices, hospital outpatient and emergency department. Other care that is considered not nontraditional are settings such as home health care, urgent care centers, diagnostic imaging centers clinical laboratories etc. that are steadily growing. According to chapter one of the text book, the cost of ambulatory care is high thus, increasing portion of the healthcare expenses. As the approaches to control the outpatient spending are enhanced, the policies and procedures for ambulatory care are effective (Gapenski, 2018). In the military service, there is a system that works routine management task such as billing to Tri-care service
According to Gronroos (1983), patients make their service’s assessments based on the practical and functional elements, those involves: how, why, who and when (complies with the delivery provision)
Military medical leaders view the MTF as the training grounds for its providers, nurses and medics, which is not inaccurate. However, none of the top 10 diagnoses seen at MTFs are related to caring for combat casualties. Furthermore, MTFs often have low percentage of their inpatient beds occupied because they are kept open in case they are needed for war-time casualties. This is simply inefficient, incurs unacceptable costs, and does not contribute to the training of any military medical staff.
Right to respect, emotional support, confidentiality and security of information that supports your care without regards to race, color, creed, nationality, sex or handicap.
Patient satisfaction survey, Doctor interpersonal skill questionnaire, scripts and instruction for participants, educational materials, flyers will be