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    Textbook of Urgent Care Management: Chapter 16, Urgent Care Duties, Staffing Mix and Ratios
    Textbook of Urgent Care Management: Chapter 16, Urgent Care Duties, Staffing Mix and Ratios
    Textbook of Urgent Care Management: Chapter 16, Urgent Care Duties, Staffing Mix and Ratios
    Ebook30 pages14 minutes

    Textbook of Urgent Care Management: Chapter 16, Urgent Care Duties, Staffing Mix and Ratios

    By John Shufeldt

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    About this ebook

    The Textbook of Urgent Care Management is now offering individual chapters for sale. The full book, provides an expert business consulting guide to potential or existing urgent care clinic owners, managers & operators as well as investors. Learn how to more effectively run your immediate care or walk-in center as well as start incorporating urgent care services into your existing primary care practice. The chapters cover valuable information from industry experts on how to start, manage, and even sell your urgent care center.

    Chapter 16 includes:

    Staff Composition

    Overview of Functions and Duties
    - Front Office
    - Clinical Back Office
    - Clinic Management

    Other Roles and Staff

    Staffing Ratios
    LanguageEnglish
    PublisherBookBaby
    Release dateMar 15, 2014
    ISBN9781940288406
    Textbook of Urgent Care Management: Chapter 16, Urgent Care Duties, Staffing Mix and Ratios
    Author

    John Shufeldt

    John Shufeldt is a serial student, an indefatigable change agent and a multidisciplinary entrepreneur who has studied the traits and qualities of extraordinary individuals for over three decades. In Ingredients of Outliers John guides us through a number of traits common to outliers and inspires us leave our comfort zones to join their ranks.John received his BA from Drake University in 1982 and his MD from the University of Health Sciences/ The Chicago Medical School in 1986. He completed his Emergency Medicine Residency at Christ Hospital and Medical Center in 1989 where he spent his final year as Chief Resident. John received his MBA in 1995, and his Juris Doctorate in 2005, both from Arizona State University. He is admitted to the State Bar in Arizona, the Federal District Court, and Supreme Court of the United States.He has started numerous health and non-health care businesses and continues to practice emergency medicine and law. He writes and lectures on a variety of subject matters to graduate medical, business and law students. He is an adjunct professor at the Sandra Day O’Connor College of law where he teaches a clinic on Health Law Entrepreneurism. He serves on the Drake University Board of Trustees and the Sandra Day O’Conner College of Law Alumni Board.You can find more information out about John and his work at www.ingredientsofoutliers.com

    Read more from John Shufeldt

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      Book preview

      Textbook of Urgent Care Management - John Shufeldt

      CHAPTER 16

      Urgent Care Duties, Staffing Mix, and Ratios

      John Shufeldt

      from

      CHAPTER 16

      Urgent Care Duties, Staffing Mix, and Ratios

      John Shufeldt

      HOW YOU STAFF YOUR urgent care center is an integral component of the smooth and efficient day-to-day operation. Finding the right balance between the number of staff members necessary for an optimal patient experience and prudent financial stewardship is one of the key metrics in successful urgent care management.

      The kind of staff members you employ is as important as the number of staff you employ and may weigh into your staffing metrics. For example, is a registered nurse (RN) in the back office as efficient as 1.5 medical assistants (MAs)? Is a physician 1.2 times as efficient as a physician extender (PE)? Do your managed-care plan contracts require a physician, or does the managed-care organization pay at 85% of the physician rate if a PE is used? Does your front-office manager fill in for lunches and breaks for your front-office staff? Do you open the doors on day 1 with a full complement of staff members, or do you scale up the number and capabilities of your staff members as the patient volume grows? Does your staffing formula follow the ebbs and flows of a typical day, and does it account for the historical busy days of the weeks and

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