Page 11 - Risk Reduction Series Effective Systems Part 2

SVMIC Risk Reduction Series: Effective Systems

the patient. Remember that adequate follow-up of an abnormal

result is not complete simply by referring the patient to a
specialist.

Roles

The previous case example involves a poorly informed patient,

but it also illustrates another source of communication
breakdown between primary care and specialty care providers.

The good news is, tracking referrals is a team effort. The process
involves physician engagement to set the patient’s expectations,

recommend a specialist, and ensure the specialist is aware of
the condition and receives the appropriate records. Many of

these tasks can be filled by other staff, i.e., nurse, office manager,
or a referral coordinator. The referral process is often hindered

by ambiguity of roles, so it’s important to design a process with
defined tasks and clear responsibility.

In a larger practice or institutional setting, the referral process

should involve leadership as well. Having a consistent,
standardized process with a point-person, if possible, enhances
the effectiveness of the system. If there is a concern with a

physician or staff individual not following the agreed upon

process, then leadership should be consulted to take action.

Referring Physician

A standardized form of communication, such as

a referral request form, could help consultants
provide appropriate care for your patients and

keep you in the loop, making the process run
smoothly for everyone. At a minimum, your

request should include the patient’s name, date

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