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.
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