3rd Annual Jefferson Urology Symposium: Men’s Health Forum

© The Canadian Journal of Urology TM : International Supplement, August 2020 53 Developing a men’s health program management, and primary care. Acentral locationwas identifiedwhich would facilitate “one-stop shopping” for patients, and facilitate physician interaction. Our facility conveniently offers outpatient surgical, radiologic and pharmacy services as well. APatient Navigator was determined to be essential to programmatic success. The role of this individual is manifold, including coordinating patient intake, identifying specific patient needs, scheduling same- day appointments, monitoring patient follow up, maintaining the patient database, coordinating marketing efforts, and community outreach. Internal marketing through the University Intranet introduced the program to the Jefferson community. Individual departments of medicine and surgery, including subspecialties, were supplied with patient information brochures. Referring physicians were invited to introductory lectures given by the participating physicians. These doctors also gave lectures focusing on their area of expertise in relation to Men’s Health at community events in the Philadelphia region. Other modes of external marketing included newspaper articles and social media outlets. These featured physicians affiliated with the program targeting audiences to raise awareness of pertinentmedical issues, highlighting the benefits of our Men’s Health program. Incorporation of electronic medical record Integration of the University Electronic Medical Record (EMR) is an essential element for the Men’s Health Program. The EMR must allow the patient to be enrolled regardless of the portal of entry. At Jefferson, patientsmay be scheduleddirectly bypatients through a universal call-innumber (1-800-JEFFNOW), through the patient navigator, or from individual physician offices. Additionally each physician is empowered to nominate patients electronically. The EMR is also instrumental in followingpatients as theymove through the system. For example, a patient seen in Urology, determined to need evaluation by Endocrinology, is referred via the EMR. The patient’s intake note fromthe initial physician is read by the consulting physician and the primary healthcare professional. In turn, the consultant’s recommendations are transmitted to all involved, as well as pertinent diagnostic studies. Communication amongst providers is thereby accomplished; the patient is includedaswell in the information exchange. The EMRalso allows patients to email directly with the treating physicians, allowing for timely and effective communication. The EMTR also enables the patient to view their diagnostic results. Programmatic success may be calculated several different ways. The EMR enables determination of raw patient numbers managed, and their demographics. Patient satisfaction studiesmay be incorporated as well through after visit surveys. It also allows for collection of pertinent financial data, including downstream revenue attributable to the program. Data for academic research and publication may be captured as well. Conclusion The development of a successful Men’s Health program mandates defining programmatic goals. It requires a robust infrastructurewhich includes a strong commitment fromproviders, marketing, informational technology and financial/investment support. The rewards to be gained include increased patient volume, greater downstream revenue, but most importantly, an increase in patient awareness ultimately yielding improved long term patient outcomes. References 1. Baker P, Shand T. Men’s health: Time for a new approach to policy and practice? J Glob Health 2017;7(1):010306. 2. Mahalik JR, Burns SM, Syzdek M. Masculinity and perceived normative health behaviors as predictors of men’s health behaviors. 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