1) Chronic patient support issues for over 6 months. Great difficulty with communication and prompt…read morefollowup. Routinely long delays getting physician followup.
2) A complaint was filed with Medical Director about chronic patient support issues from non-M.D. staff, and she too who never responded - which confirms SYSTEMIC management issues at SSOC. Next, a VM was left reiterating to the director the ongoing support concerns.
3) Post surgical followup was weak. Met with a nurse wearing a badge "I'm the mean nurse" When asked about this, she referred to herself as "Nurse Ratchet". Apparently she has a reputation of poor bedside manner, advertises it to the public, and somewhat confirmed it in practice with snarky replies to boring routine questions (#4 below).
4) Prior to this in-person conversation (#3) it was noted that each and every post-surgical question was answered by "Nurse Ratchet" in a short, rapid-fire form answer with what came across as eye-rolling (routine questions that have been answered hundreds of times - the nurse was OVERTLY bored and didn't seem to care that her non-verbal communication OVERTLY communicated her boredom with routine patient questions. She came across as sincerely insincere, just wanting to go home for the day.).
5) The company (staff at specific facility) has consistently shown lack of interest in customer feedback/ improvement. Yet the surgical facility showed great interest (different business, different management, different investors).
6) All staff (admin + nurses) present as if they are too busy moving cattle to provide QUALITY and CONNECTEDNESS. Why is patient throughput so much more important? Profitability seems to be the primary driver of this BUSINESS while patient care is interpreted as secondary based on numerous interactions while begin communicated as paramount.
7) Patient left with feeling they have been abandoned by those that took an oath...left to deal with post surgical issues solo. Huge, life-altering consequences AND uncertainty resulted from interactions with SSOC.
8) On more than one occasion the physician's assistant miscommunication and/or misinterpreted explicit documented information. The PA was referred to documented information as the SOURCE OF TRUTH after having miscommunicated the documented info to the physician, which caused the PA to provide the patient the wrong response to their concern (perhaps from the high patient throughput/overload/short-staffed scenario that lingers at SSOC with profitability being the driver of operational decisions...).
9) The doctor, the director, the physician's assistant, and staff FAILED to followup as promised on the results of a critical test. After 4-5 months it was volunteered by SSOC staff that they failed to followup on the test results. The test results included CRITICAL information. SSOC NEVER followed up with the imaging facility and admitted that when the info showed up months later, they "had no idea what it's for" until it was explained to them by the patient that they dropped the ball on a SERIOUS concern.
10) I was falsely accused by the PA of requesting a prescription that was never once requested. Not once. In conversation the PA indicated they had made an unverified assumption, hence their mistake. The PA did not ask questions, only made assumptions and tried to go forward based on those assumptions in their head. As a result, the PA admitted having miscommunicated the wrong request. It was quite frustrating to keep having to explaining documented/referenceable information already available to the PA. Is the PA too busy to review documented information to ensure it is correctly interpreted? A second misinterpretation of clear, documented information occurred by the PA. Again, the information was documented and referenceable. The PA appears to be overloaded and so keeps making mistakes both interpreting information and communicating it to both doctors and patients. I let the PA know of this concern.
The mistakes caused more delay. This means patients had lower quality of life during the additional delay. There was also delay recognizing the additional revenue for SSOC because they failed to fact check. There was delay making progress in the direction we both desire, the direction that creates a win-win for your goals to A) earn profit B) support the needs of other humans.
Just a sad chain of subpar experiences from a medical provider...seriously negatively impacting the future....In many ways the effort is appreciated. Thanks. Sadly, with hindsight, I felt like just another cow being moved through the healthcare system, seeking a commodity service from just another provider that overloads their staff, communicates the prime directive as patient care, but then like so many others, provides mediocre service, then their support and interest in your well-being progressively evaporates (until you schedule more low-yielding revenue-generating visits) despite lack of resolution as the
