Selecting Automated Patient Care Systems

Author(s):  
Debra A. Ginsburg ◽  
Susan J. Browning
Keyword(s):  
2021 ◽  
Vol 22 (1) ◽  
Author(s):  
Tina Drud Due ◽  
Thorkil Thorsen ◽  
Julie Høgsgaard Andersen

Abstract Background Attempts to manage the COVID-19 pandemic have led to radical reorganisations of health care systems worldwide. General practitioners (GPs) provide the vast majority of patient care, and knowledge of their experiences with providing care for regular health issues during a pandemic is scarce. Hence, in a Danish context we explored how GPs experienced reorganising their work in an attempt to uphold sufficient patient care while contributing to minimizing the spread of COVID-19. Further, in relation to this, we examined what guided GPs’ choices between telephone, video and face-to-face consultations. Methods This study consisted of qualitative interviews with 13 GPs. They were interviewed twice, approximately three months apart in the initial phase of the pandemic, and they took daily notes for 20 days. All interviews were audio recorded, transcribed, and inductively analysed. Results The GPs re-organised their clinical work profoundly. Most consultations were converted to video or telephone, postponed or cancelled. The use of video first rose, but soon declined, once again replaced by an increased use of face-to-face consultations. When choosing between consultation forms, the GPs took into account the need to minimise the risk of COVID-19, the central guidelines, and their own preference for face-to-face consultations. There were variations over time and between the GPs regarding which health issues were dealt with by using video and/or the telephone. For some health issues, the GPs generally deemed it acceptable to use video or telephone, postpone or cancel appointments for a short term, and in a crisis situation. They experienced relational and technical limitations with video consultation, while diagnostic uncertainty was not regarded as a prominent issue Conclusion This study demonstrates how the GPs experienced telephone and video consultations as being useful in a pandemic situation when face-to-face consultations had to be severely restricted. The GPs did, however, identify several limitations similar to those known in non-pandemic times. The weighing of pros and cons and their willingness to use these alternatives shifted and generally diminished when face-to-face consultations were once again deemed viable. In case of future pandemics, such alternatives seem valuable, at least for a short term.


2018 ◽  
Vol 2018 ◽  
pp. 1-10
Author(s):  
Paibul Suriyawongpaisal ◽  
Samrit Srithamrongsawad ◽  
Pongsakorn Atiksawedparit ◽  
Khanisthar Phooseemungkun ◽  
Krongkan Bunchaiyai ◽  
...  

Introduction. Financing health systems constitutes a key element of well-functioning healthcare system. Prior to 2015, two new financial arrangements (direct-pay and E-claim systems) were introduced on a voluntary basis which aimed to pool more financial resources and improve cash flow of prehospital care systems. The aims of this study were to (1) assess the effects of direct-pay system in terms of (a) timeliness of reimbursement to EMS agencies, (b) changes in clinical care processes, and (c) the outcomes of patient care as compared to previous system; (2) identify the reasons for or against EMS agencies to participate in direct-pay system mechanisms; (3) identify the emerging issues with potential to significantly further the advancement of EMS systems. Using a mixed-methods approach, retrospective datasets of 3,769,399 individual records of call responses from 2015 to 2017 were analyzed which compared EMS units with the direct-pay system against those without in terms of time flow of claim data and patient outcomes. For qualitative data, in-depth interviews were conducted. Results. EMS units participating in both systems had the highest percentages of financial claim being made in time as compared to those not participating in any (p=0.012). However, there were not any practically meaningful differences between EMS units participating and not participating in either of the payment systems in terms of patient care such as appropriateness of response time, airway management, and outcome of treatment. Analysis of data from focus-group and individual interviews ended up with a causal loop diagram demonstrating potential explanatory mechanisms for those findings. Conclusion. It is evident that progress has been made in terms of mobilising more financial inputs and improving financial information flow. However, there is no evidence of any changes in patient outcomes and quality of care. Furthermore, whether the progress is meaningful in filling the gaps of financial demands of the prehospital care systems is still questionable. Room for future improvement of prehospital care systems was discussed with implications for other countries.


Author(s):  
Joshua W. Thompson ◽  
Alice O'Brien ◽  
Anna Stewart ◽  
Rob Hurd ◽  
Fares S Haddad

Health service innovation is required to meet the ever-growing demands of modern medicine. This editorial discusses the transformation of the north central London elective orthopaedic network and the essential principles which future integrated care systems could incorporate.


Author(s):  
Tom Cockburn ◽  
Peter A.C. Smith

This chapter presents a brief reflection on emergent themes, issues, and problematic areas chapter authors have drawn to readers' attention to and tentatively indicates some potential future directions for research and development whilst recognizing rapidly changing social mores and culture is a deep river running through diverse channels in the Lifeworlds and Workworlds of leaders today. The heroic actions of medical personnel under severely stressed hospital and patient care systems in the current Covid-19 pandemic is noted. The authors have pointed to perceived gaps in leadership regarding the uptake and understanding of digital technologies and suggested that implications include new ways of thinking and new competences for changed ways of working in the networked world of business. Crucially, the authors reiterate that these are deeply human endeavors, and the complexity of the technology does not negate or overwhelm the interactive dynamic complexity of human relations between leaders and others who inhabit and view these conjoined worlds through many cultural windows.


Author(s):  
Judy G. Ozbolt ◽  
Suzanne Bakken
Keyword(s):  

1985 ◽  
Vol 15 (12) ◽  
pp. 16???22 ◽  
Author(s):  
Debra A. Ginsburg ◽  
Susan J. Browning
Keyword(s):  

1975 ◽  
Vol 75 (7) ◽  
pp. 1222
Author(s):  
JANET M. KRAEGEL ◽  
VIRGINIA SCHMIDT MOUSSEAU ◽  
CHARLES GOLDSMITH ◽  
RAJEEV ARORA ◽  
MARGO COOK
Keyword(s):  

OTO Open ◽  
2020 ◽  
Vol 4 (2) ◽  
pp. 2473974X2093665
Author(s):  
Taher S. Valika ◽  
Kathleen R. Billings

The rapidly changing health care climate related to coronavirus disease 2019 (COVID-19) has resulted in numerous changes to health care systems and in practices that protect both the public and the workers who serve in hospitals around the country. As a result, these past few months have seen a drastic reduction in outpatient visits and surgical volumes. With phased reopening and appropriate guidance, health care systems are attempting to return to normal. Our institution has had the unique opportunity to already return operations back to full capacity. The experiences and lessons learned are described, and we provide guiding principles to allow for a safe and effective return to patient care.


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