BMC Health Services Research

Background: Retention is the bridge between diagnosis and survival in low and middle-income countries, including Kenya, where the cost of cervical cancer treatment can amount to several years of an average woman's earnings. Pay-it-forward (PIF), a prosocial approach in which an individual receives a gift and then considers supporting another person, offers a community-driven strategy to reduce barriers and improve engagement and retention in cancer care. This study explored opportunities to integrate PIF strategies into cervical cancer care through a human-centered design (HCD) workshop. Methods: We conducted a two-day HCD workshop in Kenya, informed by the WHO/UNICEF normative guide on co-creation with women with cervical cancer (on treatment or survivors), community representatives, and oncology care providers. Experience diagramming mapped the patient journey and identified barriers to retention. A designer-led team then developed the initial PIF prototypes, which were iteratively co-designed and refined with participants to align with their needs and preferences. Audio recordings and photographs of the co-design activities were transcribed and analyzed using rapid, team-based qualitative synthesis. Results: Among 25 participants, 52% (n=13) were women with cervical cancer and 48% (n=12) were health care providers or community representatives. Participants identified costs, extenuating circumstances, treatment side effects, health system challenges, discrimination, fear, and anxiety as barriers to retention. These barriers informed the co-design of six PIF component strategies: peer navigation, transport voucher fund, integrated service gift, a message board in clinic waiting areas, health insurance support fund, and a basket of kindness at checkout. Three of these (peer navigation, transport voucher fund, and health insurance support) have been effectively implemented in Kenya before for other health services. Participants noted that including both monetary and non-monetary nudges was essential but emphasized the need for transparency and oversight in monetary approaches. Conclusion: The Kenyan context provided rich opportunities for PIF component strategies to explore and enhance retention in cancer care. We hypothesize that PIF may improve retention by activating social capital through reciprocity, empathy, and a sense of belonging. Future work should pilot these PIF strategies to assess feasibility, acceptability, and appropriateness, and determine whether reciprocal giving can be sustained. Keywords: Pay-it-forward, cervical cancer, retention, engagement, and co-design Contributions to Literature We propose a hypothesized mechanism through which pay-it-forward may improve engagement and retention in care by activating social capital through reciprocity, empathy, trust, commitment, and belonging. We provide a menu of monetary and non-monetary pay-it-forward strategies that can be adapted and tested across different health care settings, offering practical options for addressing financial and psychosocial barriers to retention. We extend the pay-it-forward literature beyond one-time, low-cost preventive services by applying the approach to long-term, high-cost cancer care, where sustained engagement presents distinct implementation challenges.

Objectives: Women's empowerment is a key determinant of health and well-being and may shape how women access and benefit from publicly-funded health insurance (PFHI). We aimed to examine whether different levels of women's empowerment were associated with 1) verification in India's PFHI Pradhan Mantri Jan Arogya Yojana (PM-JAY), 2) outpatient care utilization, and 3) resultant out-of-pocket expenditure. Design: We conducted a cross-sectional observational study. We analyzed data from a household survey, created a composite empowerment index using structural equation models, and used multivariate regression models to test associations between women's empowerment and the outcome variables. Setting: The study was conducted between December 2019 and February 2020 among PM-JAY eligible households in six Indian states (Bihar, Chhattisgarh, Gujarat, Meghalaya, Tamil Nadu, and Uttar Pradesh). Participants: 14,378 women across the six states. Results: Three main findings emerged: First, high levels of women's empowerment were associated with higher odds of completing PM-JAY verification (AOR: 1.22, 95% CI: 1.09-1.36). Second, women's empowerment was not associated with outpatient service utilization. And third, either medium levels of empowerment (coef = -0.49, p = 0.020) or PM-JAY verification (coef = -0.37, p = 0.034) was associated with lower OOPE for outpatient services. Women who had both, PM-JAY verification and medium levels of empowerment, experienced higher OOPE (coef = 0.45, p = 0.058). Conclusions: Women's empowerment is an important factor related with PM-JAY verification, but not with outpatient service use. OOPE varied depending on whether women were both empowered and PM-JAY verified or not. Our results suggest that institutional and structural barriers may play a greater role in healthcare access than individual factors pertaining to empowerment alone. Achieving equitable access therefore requires gender-responsive systems that reduce administrative barriers and support women in navigating the healthcare pathway. Our findings highlight the importance of integrating outpatient care into PM-JAY to increase financial protection, streamlining verification processes to improve women's engagement with PM-JAY and the broader health system, and advancing health financing reforms that better support women.

Abstract Background: In Pakistan approximately 7 million people were living with diabetes in 2014. To address the burden of diabetes, a randomized controlled trial was conducted to evaluate the effectiveness of a standardized care package in improving diabetes outcomes in health care settings of Punjab, Pakistan. A costing study was embedded within this RCT to estimate the cost-effectiveness of the standardized diabetes care package in improving diabetes outcomes. Methods: 166 patients were recruited for the costing study from 14 public health clusters in Sargodha district of Pakistan. Analyses was conducted using the societal perspective, broader societal perspective and sensitivity analyses to explore the uncertainty in analyses. Data was analysed for both 166 participants enrolled in costing study and for the 495 participants recruited in the cRCT, using multiple amputations. Results: Using the societal perspective, standardized diabetes care package was found to be cost-effective as compared to the standardized care and was cost saving as the costs in the intervention arm were lower than those in the control arm whereas greater effects were demonstrated in the intervention arm. As per the broader societal perspective and the healthcare perspective only, the standardized care package was not proven to be cost-effective. Keywords: Diabetes management, health services cost, out of pocket cost, cost-effectiveness.

Background: Lean Healthcare has been adopted as an approach to reducing waste, enhancing process efficiency, and optimizing clinical and administrative workflows. However, empirical evaluations aimed at establishing a causal relationship between Lean Healthcare interventions and outcomes remain limited. This evidence gap is particularly pronounced in the context of large-scale implementations in low- and middle-income countries, where more efficient allocation could yield substantial improvements in population health. Methods: We conducted an impact evaluation study employing a staggered difference-in-differences approach to estimate the effects of the Lean Healthcare in Emergency Departments (ED) initiative in the Brazilian context. The intervention was implemented between January 2017 and December 2025 across 309 hospitals. We analyzed hospital-level indicators of the number of hospitalizations and the average length of stay (in days) among patients admitted through urgent or emergency pathways. Results: Our estimates suggest that the intervention was associated with an average increase of 38.6 admissions per hospital per month (p = 0.033), corresponding to approximately a 5.9% increase relative to the monthly admission volume. We also observed a reduction of 0.184 days in the average length of stay (p = 0.058), equivalent to an approximately 3.0% decrease in hospitalization time. These effects exhibited distinct temporal dynamics: the effect on the number of hospitalizations emerged gradually and increased with the duration of the intervention, whereas the reduction in length of stay became evident earlier. Conclusion: This study provides evidence of a causal effect of Lean Healthcare implementation in emergency departments on operational performance. The simultaneous increase in admissions and reduction in length of stay suggests improved bed productivity and effective capacity without expanding physical infrastructure. These findings support the use of flow-management methodologies as an effective strategy for mitigating emergency department overcrowding while increasing service capacity.

Introduction Primary care productivity and performance are hard to measure because patient health is not measured systematically and consistently. In England, productivity is measured using output (appointment volume) and two value-based metrics: waiting times and patient satisfaction. Higher productivity should improve all these metrics: more appointments should shorten waits, and shorter waits should raise patient satisfaction. However, little evidence tests how output and value-based metrics are associated. Methods We conducted a retrospective observational study of NHS primary care in England, 2018 to 2024, using Appointments in General Practice and the GP Patient Survey. Across Integrated Care Boards (ICBs), we examined the relationship between changes in appointment volume, waiting times, and patient dissatisfaction over two periods, 2018-2022 and 2022-2023, stratified by staff group and appointment mode. Results Completed appointments rose between 2018 and 2024, with care shifting towards non-GP staff and virtual delivery. Across ICBs in 2018-2022, per million additional appointments, waiting time changed by -0.04 days (95% CI: -0.10, 0.03) and dissatisfaction by 0.02 percentage points (95% CI: -0.36, 0.40). Per additional day of waiting, dissatisfaction changed by -1.40 percentage points (95% CI: -3.21, 0.42). In 2022-2023, the corresponding estimates were -0.31 days (95% CI: -0.57, -0.04), -0.75 percentage points (95% CI: -3.05, 1.56), and 2.85 percentage points (95% CI: 1.20, 4.51). Conclusion Increased appointment volume was not associated with shorter waiting times or lower patient dissatisfaction, and shorter waiting times were not associated with lower patient dissatisfaction. Either quality metrics do not respond to output, the key factor providers control, or they do not capture the dimensions of quality that matter. Performance frameworks that assess primary care productivity through these metrics should be reviewed.

Improving primary care is a long-standing strategy to constrain health care spending. Yet, evaluations of primary care models focused on payment reform have shown minimal effects on total cost of care. We report the results from a large-scale, real-world evaluation of an advanced primary care model that restructures access through same-day and next-day appointments, on-demand video visits, asynchronous clinician messaging, and extended hours. Using a stacked-cohort difference-in-differences design with entropy balancing and inverse probability of censoring weighting, we analyzed multi-payer claims covering April 2022 through March 2025. Advanced primary care use was associated with an 8.6% reduction in total cost of care (-$729 per patient per year; P = 0.004), driven by lower specialist cost (-$939/year; P < 0.001) and, to a lesser degree, by reductions in inpatient (-$134/year; P < 0.001), urgent care (-$70/year; P < 0.001), and emergency department cost (-$16/year; P = 0.02), partially offset by higher primary care cost (+$350/year; P < 0.001). The specialist reduction was concentrated in knowledge-based consultative encounters (-$663/year; P < 0.001), while procedural specialist cost was largely unchanged (-$276/year; P = 0.09). Cost differences emerged in the first post-index month. These findings suggest that advanced primary care may reduce total health care spending, with observed savings driven primarily by lower spending on consultative specialty care.

IntroductionUsing an open enrollment process in 2023, California funded 28 emergency departments (EDs) to implement or expand HIV and syphilis screening programs. Californias 2026 state budget now commits an additional $60 million, over six years, to renew support for this screening. How renewed funds are allocated will determine which communities they reach. This analysis establishes a framework derived from public information to simulate and compare several funding strategies, highlighting the tradeoffs across disease burden, geographic reach, and social vulnerability. MethodsPublicly available data were used to construct ED-level profiles for the 282 EDs in the 35 California counties with populations exceeding 100,000. Profiles were then linked to corresponding HIV and syphilis burden (z-score), measures of social vulnerability for the surrounding service area , and socioeconomic and demographic characteristics of the population each ED serves. At a 28 ED award scale, allocation strategies (random selection, prior 2023 awardees, federal priority-county targeting, ranking on burden alone, and a composite of burden, vulnerability, and visit volume) were then compared, simulating ED participation across 100,000 Monte Carlo draws at 70% participation. Sensitivity analyses included varied (50% and 90%) participation and a larger (n=64) ED award scale. Analyses were conducted in 2026. ResultsNo single strategy performed best. Ranking on burden alone reached the highest mean county burden but only 4 of 35 counties, whereas a composite approach reached 8 counties, the highest social vulnerability, and the largest share of patients who identified as Hispanic. Every targeted strategy performed better than both random selection and the prior 2023 awardees on burden but reached fewer counties than either. In sensitivity analyses, the tradeoffs between burden and reach persisted across participation rates and at the 64-ED scale.

Introduction: Antimicrobial resistance poses a major global health threat, yet evidence on its economic impact in low- and middle-income countries remains limited. This study estimated the economic burden of infections caused by ESBL-producing Escherichia coli (E. coli), a key resistant pathogen, in Laos. Methods: A prospective cost-of-illness study was conducted among patients with laboratory-confirmed infections in Setthathirath hospital in Vientiane, Laos, collecting cost data through repeated interviews and medical records. Descriptive analyses and econometric modeling approaches, including inverse probability weighting (IPW) and instrumental variable (IV) analyses, were used to estimate out-of-pocket expenditures, public expenditures, total cost of illness, and length of stay, accounting for potential confounding. Results: ESBL-producing E. coli was consistently associated with higher economic burden across all analyses. The unadjusted per-patient cost was US$ 689.0 for ESBL-producing E. coli, compared with US$ 489.4 for non-ESBL-producing E. coli and US$ 537.6 for non-E. coli. The association remained statistically significant for out-of-pocket cost after IPW-adjustment (US$156.2; 95% CI, 14.3 to 298.1; P = 0.03), while other outcomes were not statistically significant. Instrumental variable analyses showed consistent directional effects but with wide confidence intervals and no statistically significant differences. Conclusions: Findings suggest that ESBL-producing E. coli may be associated with increased economic burden in Laos; however, this association was not consistently statistically robust across analytical approaches. These findings suggest a potential economic impact of ESBL infection, although uncertainty remains regarding the magnitude of the effect. Strengthening antimicrobial stewardship, infection prevention and control, and improved diagnostic capacity remain essential to mitigate the potential AMR burden.

Objectives Emergency Department (ED) crowding is an international concern, predominantly caused by 'exit block', the lack of availability of inpatient beds for those requiring admission. The implementation of Flow Navigation Centre Plus (FNC+) services in Scotland aimed to reduce self-presentation to EDs and reduce crowding by providing remote clinical assessment for patients contacting urgent care by telephone and professional-to-professional advice on patient pathways, but their effectiveness is unknown. This study aimed to estimate the effect of board-wide implementation of FNC+ on ED attendances and long waits during the first year of FNC+ operation. Methods Controlled interrupted time series using weekly, publicly reported Public Health Scotland data. The intervention was implementation of the FNC+ in NHS Lanarkshire on 1 April 2024. Counts were summed across constituent sites and percentages derived from board totals. Co-primary outcomes were ED attendance volume and the proportions of attendances spending more than 4, 8 and 12 hours in the department. Segmented regression was fitted with contemporaneous control boards, seasonal terms, and accounted for autoregression. Results 118 pre-intervention and 52 post-intervention weeks were analysed across all 3 EDs in the implementing board. Attendances showed no detectable step change (+1.20%; 95%CIs -0.66 to +3.10) relative to the counterfactual. The estimated effect increased across follow-up, however, changing by +3.95% over 52 weeks (95% CI +0.36 to +7.67%). There was no significant step change in the proportion of attendances waiting more than 4 hours following the intervention (+1.74%; 95%CIs -0.71 to 4.20%). Some transition and structural sensitivity analyses demonstrated significant deteriorations in ED performance, and increased attendances, in the year following implementation, and none demonstrated improvements. Conclusions Board-wide implementation of a Flow Navigation Centre Plus was not associated with a step change in ED attendances or in long waits, but there is some evidence that attendances increased and long waits increased in the year following implementation. Their provision of supply-sensitive care is a possible mechanism. Additionally, given their action at the point of input, aiming to divert patients from ED attendance, it is unlikely that such services could relieve a constraint due to exit block, the availability of inpatient care for those requiring admission.

Background: This research article explores a novel framework for assessing the Quality of Healthcare based on principles of Clinical Risk Management, including the development of a theoretical construct for the quality of healthcare services based on stakeholder needs, and a conceptual model for managing risks at an institutional level. Methodology: The study consisted of a cross-sectional secondary assessment of healthcare service and system-level indicators, guided by a structured decision tree based on face, construct, content, and criterion validity. Established performance measures identified from international benchmarking and institutional quality improvement frameworks were classified and validated for assessment of clinical risks according to indicator type. Results: A total of 233 performance indicators were evaluated, of which 200 (86%) consisted of measures for assessing failures in clinical practice. According to the proposed framework, (30%) and (14%) of indicators met the criteria for assessing risks associated with clinical processes and organizational systems design respectively. Conclusion: More targeted use of indicators is required in order to achieve a greater degree of accuracy and actionability of performance assessment measures in healthcare practice. The proposed framework offers an applied method to enhance the specificity of quality indicators and direct efforts to improve systems design and decision-making capability.

Background: Patient satisfaction is a key measure of healthcare quality among people experiencing homelessness. Student-run free clinics (SRFCs) provide care to underserved populations, but the role of student involvement in patient satisfaction remains unclear. Methods: We conducted a cross-sectional study of patients receiving care at an SRFC. From February 2024 to February 2025, patients completed post-visit surveys assessing satisfaction that were evaluated using regression analyses. Results: Eighty-eight patients completed surveys, reporting high overall satisfaction (mean 9.26/10). In separate linear regression models adjusted for age, gender, and race, greater perceived benefit of student involvement was associated with higher satisfaction ({beta} = .298, p = .037), whereas perceiving the visit as too long was associated with lower satisfaction ({beta} = -.285, p = .019). Conclusion: Greater perceived benefit of student involvement was associated with higher patient satisfaction, whereas longer perceived visit duration was associated with lower satisfaction. These findings highlight the importance of balancing educational opportunities with efficient workflows in SRFCs.

Background: While health system costs of COVID-19 are well documented, evidence on out-of-pocket costs to patients and families, including non-medical and time burden, is limited. This study aimed to estimate out-of-pocket medical, non-medical, and time burden of COVID-19 illness directly from patients and caregivers. Methods: Two cross-sectional surveys were fielded to national nonprobability samples of U.S. adults in Fall 2023: a personal burden survey (adult sample) and a caregiver burden survey (child sample). Surveys collected data on care setting, visit duration including travel and wait time, and medical and non-medical out-of-pocket costs. After applying quality-based exclusion criteria, 409 adult sample and 52 child sample responses were analyzed. Results: Over 87% of respondents were insured. Median out-of-pocket medical costs per visit were low, ranging from $5 (emergency department) to $10 (urgent care) in the adult sample, and from $0 (emergency department) to $75 (hospitalization) in the child sample. Median non-medical costs were $28 or less across care settings. Median time spent receiving care ranged from 90 minutes (primary care, child sample) to 300 minutes (emergency department, adult sample). Despite the relatively low reported out-of-pocket costs, COVID-related financial challenges were reported by 34% of the adult sample and 29% of the child sample, with the most common difficulty being paying non-medical bills (11% and 15%, respectively). Twelve percent in both groups reported problems paying COVID-19-related medical bills. Conclusions: In this post-pandemic non-probability sample, individual out-of-pocket costs for COVID-19 illness were relatively modest. However, time burden was substantial and one-third of respondents reported financial hardship. These estimates, including non-medical and time burden not captured in administrative data, can support more robust economic evaluations of COVID-19 prevention and treatment interventions.

Background: Spatial accessibility measures estimate how much hospital capacity a community can reach but do not show how that capacity is distributed across health systems. A community may have several reachable hospitals but still depend on one or a few systems. Methods: We used the enhanced two-step floating catchment area method to estimate staffed-bed spatial accessibility for New Jersey census tracts. We included short-term acute care hospitals in New Jersey and neighboring states within a 30-minute drive of at least one New Jersey tract. For each tract, we grouped hospital-level accessibility contributions by health system and calculated a Herfindahl-Hirschman Index (HHI). Spearman correlations examined associations of E2SFCA and HHI with tract-level sociodemographic characteristics. Results: Of 163 reachable hospitals, 94 were outside New Jersey and supplied 62.7% of reachable staffed beds. Across 2,172 tracts, the mean E2SFCA score was 1.98 beds per 1,000 distance-weighted residents; among 2,161 tracts with positive scores, the median HHI was 0.31. Using cutoffs of E2SFCA <2.0 and HHI [&ge;]0.18, 934 tracts met both criteria, while an E2SFCA-only rule missed 655 tracts with higher accessibility but high concentration. E2SFCA and HHI correlations had opposite signs for seven of eight sociodemographic characteristics. Conclusions: E2SFCA and HHI classified New Jersey tracts differently under the illustrative cutoffs. Contribution-based HHI identifies tracts in which a closure, service relocation, or capacity reduction involving a major contributing system could affect a large share of modeled accessible capacity. Keywords: Spatial accessibility; hospitals; E2SFCA; health systems; Herfindahl-Hirschman Index

Objectives: To evaluate the sustainability of Lean Healthcare practices after the implementation phase of a national quality improvement programme and to identify organisational factors associated with maintaining results over time. Design: Multicentre cross-sectional study with a mixed-methods approach. Setting: Twelve public and philanthropic hospitals in Brazil participating in Phase 2 of the Lean in Emergency Departments Project. Participants: Key respondents in managerial or leadership roles from participating hospitals (response rate: 75.0%). Outcome measures: Sustainability of Lean practices and organisational readiness, assessed through a structured survey and triangulated with operational indicators collected across successive implementation cycles at hospital level. Results: During one year of structured follow-up, 66.7% of respondents reported maintenance of Lean practices; this decreased to 33.3% after the end of structured follow-up. Although 66.7% considered professionals capable of maintaining results, only 58.3% positively evaluated institutional structure, indicating a discrepancy between individual capacity and organisational readiness. Operational indicators showed heterogeneous behaviour across hospitals, with no consistent pattern of sustained improvement. Qualitative analysis identified professional and managerial turnover, formal governance structures, and continuous monitoring as key factors associated with sustainability. Conclusions: The sustainability of Lean Healthcare practices is more strongly associated with institutional capacity to embed and sustain changes over time than with isolated individual training. Quality improvement programmes should incorporate structured strategies for the post-implementation phase. Keywords: Lean Healthcare; Sustainability; Quality improvement; Hospital flow; Health systems; Organisational factors

Health facilities (HFs) routinely administer medicines and are expected to ensure patient safety by detecting, reporting, investigating, and analysing adverse events following exposure to drugs (AEFED). This study aimed to assess the implementation of pharmacovigilance activities in referral and regional health facilities in Cameroon and to identify pharmacovigilance training needs among healthcare personnel (HP). This was a cross-sectional descriptive study targeting referral and regional health facilities and healthcare personnel involved in patient care and pharmacovigilance activities in Cameroon. Health facilities were selected using stratified purposive sampling, while healthcare personnel were selected through exhaustive sampling. Data were collected using semi-structured electronic questionnaires administered face-to-face by trained enumerators. The questionnaires assessed the organization, resources, and implementation of pharmacovigilance activities at health facilities, as well as healthcare personnel knowledge of pharmacovigilance concepts, previous training, and perceived training needs. Of the 14 eligible health facilities, 10 (71.4%) consented to participate in the study. Of the 10 health facilities, 4 (40.0%) had an established pharmacovigilance unit, while 3 (30.0%) reported conducting neither detection nor notification activities. Among the 261 healthcare personnel approached, 214 (81.9%) participated. Only 41.6% had needed knowledge to detect an adverse event, while 72.9% were aware of adverse event notification procedures. Previous exposure to pharmacovigilance training was reported by 37.9% of healthcare personnel, and all participants expressed a need for additional training, particularly on national pharmacovigilance regulations (69.2%), organization of the pharmacovigilance system (67.3%), and adverse event detection (67.3%). The main reported challenges by healthcare personnel in the implementation of pharmacovigilance activities included insufficient budget allocation, limited access to pharmacovigilance training, lack of pharmacovigilance guidelines and insufficient qualified human resources. Pharmacovigilance implementation in referral and regional health facilities in Cameroon remains limited, with gaps in organizational structures, resources, healthcare personnel knowledge, and training. Strengthening pharmacovigilance systems through improved facility capacity, availability of essential tools, and targeted healthcare personnel training is needed to enhance drug safety surveillance.

Background: Healthcare has witnessed administrative staffing roles balloon to twice the number of employed clinicians, resulting in $950 billion per year in administrative costs to deliver healthcare. Administrative workflows, like fax routing, are ripe for automation given the high human labor cost necessary to complete these tasks. Facsimile transmissions remain a key mode of communication in modern healthcare, requiring substantial manpower, and incurring significant, though not well-characterized, costs to health systems. Opportunities may exist for agentic artificial intelligence (AI) to automate this administrative task. Methods: This quality improvement study was performed in 2 phases at Duke University's Division of Cardiology, a single tertiary-care cardiac referral center. The first retrospective phase employed an observational time study design surveying manual fax routing processes at 3 representative cardiology clinics from April 1, 2024, to July 12, 2024. The second phase quantified all inbound faxes received through the division's communication hub from July 1, 2025, to December 31, 2025, and applied direct labor costs observed in the time study to quantify the economic burden of manual fax routing across the hub. Results: The observational time study (Phase 1) demonstrated fax routing processing times ranging from 4.4 to 9.4 minutes depending on fax type, with a mean processing time of 6.0 minutes per fax. On average, the ambulatory clinics received 1,694 faxes per month and spent 169.1 person-hours routing faxes. The divisional communication hub (Phase 2) received 24,420 faxes over the study period, averaging 4,070 inbound faxes and 13,341 pages of information per month. Extrapolating direct labor efforts from the time study, 407 person-hours per month were spent processing inbound faxes. For our institution, this translated to $10,663.40 in total monthly costs, roughly 2.5 full-time equivalents. Conclusion: Manual fax routing represents a substantial, measurable, and previously under-characterized operational and administrative burden. Given the significant opportunity to reduce labor time and costs, our study establishes fax routing as a high-value target for automation. Future work is needed to determine the impact of AI-automated fax routing on the time, labor, accuracy, and economics within clinical settings.

Objective: To compare appointment completion and offered-slot utilization between virtual and in-person outpatient psychiatric care in Peru. Methods: We conducted a retrospective ecological longitudinal study using routinely collected monthly aggregate administrative indicators from January 2022 through June 2026, with modality-month as the unit. Virtual-minus-in-person differences and 95% confidence intervals used Newey-West standard errors with 12 lags. June 2026 was partial; slot utilization was restricted to 2024-2026. Results: Across 54 paired months, mean completion was 90.9% (SD=3.9) for virtual and 83.8% (SD=2.7) for in-person care; difference +7.2 points (95% CI=4.4-9.9). Across 30 paired months, slot utilization was 73.0% (SD=8.3) and 90.5% (SD=3.8), respectively; difference -17.5 points (95% CI=-24.5 to -10.4). Sensitivity analyses were similar. Conclusions: Virtual care had higher completion but lower slot utilization. Attendance and capacity use should be evaluated separately when planning hybrid psychiatric services. Outpatient psychiatric services increasingly operate as hybrid systems in which virtual and in-person visits coexist.

Importance: OPAT is an underutilized strategy in low- and middle-income countries (LMICs). Addressing the knowledge gaps among frontline physicians through structured interventions is vital for optimizing hospital bed utilization and antimicrobial stewardship. Objective: To assess whether a structured multidisciplinary care bundle is associated with improved patient enrollment and clinical care quality in an OPAT program in India. Design, Setting, and Participants: This pre-post quality improvement study was conducted in the Department of General Medicine at a tertiary care referral hospital in Rishikesh, India. Data from patient encounters during a 6-month pre-intervention period (December 1, 2023 to May 31, 2024) were compared with encounters during a 6-month post-implementation period (January 1, 2025 to June 31, 2025). Participants included all postgraduate residents serving as frontline clinical practitioners. Interventions: A structured OPAT bundle comprising a formalized educational curriculum (interactive didactic sessions and bedside practical training), standardized eligibility screening, and a coordinated telephonic monitoring protocol (from June 1, 2024 to December 31, 2024). Main Outcomes and Measures: The primary outcome was the change in the number of eligible patients enrolled in OPAT. Secondary outcomes included clinical process quality indicators (counseling, IV access arrangement, and monitoring compliance), 30-day rehospitalization rates, and therapy-related complications. Results: A total of 20 preintervention patient encounters were compared with 39 postintervention encounters, with similar baseline characteristics between groups (mean age, 37 vs 40 years; male gender, 65% vs 69.2%). Prior to implementation, only 33.3% (20 of 60) of eligible patients received OPAT, whereas 100% (39 of 39) of eligible patients were enrolled following the intervention (p < 0.001). Key clinical processes reached 100% compliance post implementation, including patient counseling (40% vs 100%; p < 0.001), pre-discharge IV access (40% vs 100%; p < 0.001), and daily telephonic monitoring (10% vs 100%; p < 0.001). Safety outcomes remained stable, with no significant differences in readmission rates (5.0% vs 0%; p = 0.34) or drug-related complications. Conclusions and Relevance: This quality improvement study provides evidence that a structured package of OPAT bundle interventions is associated with a transition to universal enrollment of eligible patients and perfect adherence to safety indicators. These results suggest that standardizing the outpatient transition through physician education and coordinated monitoring is a feasible and effective strategy for optimizing hospital resource utilization in LMICs.

Quality healthcare delivery in low- and middle-income countries remains constrained by workforce and resource limitations. This study assessed service provider competence, service provider motivation, and resource availability as determinants of quality healthcare delivery at Makeni Regional Hospital in Northern Sierra Leone, from the service providers' own perspective. A cross-sectional study, descriptive in type, was conducted among 155 service providers, with sample size determined using the Yamane formula. Structured questionnaires were administered and analyzed using STATA to assess the relationship between competence, motivation, resource availability, and quality healthcare delivery. Most service providers (74.8%) reported possessing the required professional skills, and 91.6% perceived that competent staff resulted in improved delivery of quality healthcare; 94.8% associated competent personnel with improved patient outcomes. Motivation levels were markedly lower: only 7.1% of respondents were highly motivated, 16.1% were motivated, and 40.65% were somewhat motivated, while all respondents (100%) agreed that motivation influences quality of care delivery. Resource availability showed the strongest association with quality outcomes, with 99.4% of respondents affirming that adequate resources affect quality healthcare delivery and 95.5% affirming that adequate resources result in improved delivery of quality healthcare; gaps were noted in bed capacity (45.8% reporting inadequacy) and equipment. Service provider competence, motivation, and resource availability were all found to significantly determine the delivery of quality healthcare at Makeni Regional Hospital, with motivation representing the weakest of the three despite high levels of provider competence. Continuous professional development, formal motivation policies, and improved resource allocation are recommended to strengthen quality healthcare delivery.

This paper examines the impact of Cancer Care Ontario's regionalization of lung cancer surgery on blood transfusion use for thoracic surgery at The Ottawa Hospital. Using aggregate data scraped from the paper ''Changing trends in blood transfusion: an analysis of 244,013 hospitalizations'' by Shehata et al. (2014) we estimated the effect regionalization on the log mean number of blood transfusions among thoracic surgeons (who treat lung cancer), utilizing other surgical specialties as controls. We found that the average number of blood transfusions increased significantly among thoracic surgeons following the opening of a new cancer care centre at the hospital in December 2009, while control specialties showed no parallel change. Contextualizing these results in a modified ''population level'' treatment threshold model, it is argued that the main driver of this increase in blood transfusions among thoracic surgeons was due to the influx of less skilled thoracic surgeons to The Ottawa Hospital, and the closing of thoracic surgery units at smaller hospitals which was part of the broader regionalization process.