When people think about trust in the context of health care, they typically focus on whether patients trust the competence of doctors and other health professionals. But for health care to reach its full potential as a service, trust must also include the notion of partnership, whereby patients see their clinicians as reliable, caring, shared decision-makers who provide ongoing "healing" in its broadest sense. Four interrelated service-quality concepts are central to fostering trust-based partnerships in health care: empathetic creativity, discretionary effort, seamless service, and fear mitigation. Health systems and institutions that prioritize trust-based partnerships with patients have put these concepts into practice using several concrete approaches: investing in organizational culture; hiring health professionals for their values, not just their skills; promoting continuous learning; attending to the power of language in all care interactions; offering patients "go-to" sources for timely assistance; and creating systems and structures that have trust built into their very design. It is in the real-world implementation of trust-based partnership that health care can reclaim its core mission.

Trust-Based Partnerships Are Essential - and Achievable - in Health Care Service.

Job satisfaction is determined as the measure to know the individuals' feelings toward their work. The working conditions that can affect satisfaction and performance of the call center agents have received particular concern. This study aimed to determine the role of remote call center working on agents' satisfaction compared to onsite workers. A cross-section study was conducted between December 2020 and April 2021 that include 124 agents working in a governmental medical call center in Saudi Arabia. Each agent was receiving a questionnaire that investigates his/her satisfaction with the job nature, supervisor support, job autonomy, job productivity, and performance. Seventy-seven physicians working onsite were compared to forty-seven physicians remotely working in the medical call center. The mean age of the physicians included was 43.17 ± 8.4 years, and most of them were male (>70%), married (>85%), and family medicine specialists (>50%). The mean years of experience in the medical field of the physicians included was 16.87 ± 8.07 years, and the mean years of experience in the medical call center was 1.44 ± .97 years. Onsite agents were more satisfied concerning job nature, supervisor support, productivity, and performance compared to remote agents (70.82 vs 53.47%, 63.38 vs 55.05%, and 66.51 vs 56.03%, respectively). However, onsite agents were less satisfied regarding job autonomy than remote physicians (46.81 vs 53.19%, P-value = .128). Overall, general satisfaction was more seen in physicians working onsite as opposed to remote workers in the medical call center in Saudi Arabia (64.90 vs 54.25%, P-value < .01).

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Onsite Versus Remote Working: The Impact on Satisfaction, Productivity, and Performance of Medical Call Center Workers.

Development of Physician Leaders.

The use of modern technological solutions to improve the quality of life of the population is a global trend in all countries of the world. Digital solutions allow you to increase the intellectual level of services and offer better service. Digitalization of services changes citizens' way of life and develops interaction and cooperation between the involved parties, including owners of infrastructure, service organizations, and city authorities.On the example of the integrated digital service model implemented in Nur-Sultan, the author demonstrates the need to adjust the business model in the interests of citizens radically, shows the possibility of multiple growths in the volume and quality of services, the formation of a new urban environment and the introduction of Smart City elements in the interests of every citizen.In conclusion, we discussed what stages and tools would allow us to replicate the used solution in other cities and promote effective urban governance transformation.

Managing the Transformation of Relations Between the State, the City And Citizens on the Example of iKomek109 - Digital Service Model of Nur-Sultan City

Change in individual physicians' screening mammography completion rates following the updated USPSTF guideline supporting shared decision making: An observational cohort study.

Preserving Independent Urology: LUGPA's First Decade.

Call centers provide front-line care and service to patients. This study compared call-answering efficiency and costs between the implementation of an internal, centralized call center (January to July 2019) and previously outsourced call-center services (January to July 2018) for a large urology community practice. Retrospective review of call metrics and cost data was performed. Internal call-center leadership, training, and culture was examined through survey of staff and management. A total of 299,028 calls with an average of 5751 calls per week were answered during the study periods. The Average Speed of Answer (ASA) was 1:42 (min:s) for the outsourced call center and 0:14 for the internal call center (P < 0.001), with 70% of outsourced calls answered under 2 minutes compared with 99% of calls for the internal call center (P < 0.001). The Average Handle Time (AHT) for each outsourced call was 5:32 versus 3:41 for the internal call center (P < 0.001). The total operating expenses were 7.7% lower for the internal call center. Surveys revealed the importance of engaged leadership and staff training with feedback, simplified work algorithms, and expanded clinical roles. We found that internal, centralized call centers may provide a call-answering solution with greater efficiency and lower total operating expense versus an outsourced call center for large surgical practices. A culture that emphasizes continuous improvement and empowers call-center staff with expanded clinical roles may ultimately enhance patient communication and service.

Earl L Walz

Papers

Preserving Independent Urology: LUGPA's First Decade.

Implementation of a Centralized, Cost-effective Call Center in a Large Urology Community Practice.