ICT-powered Health Care Processes

2014 ◽  
pp. 59-68
Author(s):  
Marco Carbone ◽  
Anders Skovbo Christensen ◽  
Flemming Nielson ◽  
Hanne R. Nielson ◽  
Thomas Hildebrandt ◽  
...  
Keyword(s):  
Health Care ◽  
Care Processes

IMPACT OF JOINT COMMISSION INTERNATIONALACCREDITATION (JCIA) ON HEALTH CARE PROCESSES AND THE CHALLENGES FACED BY PHYSICIANS AND NURSES.

2021 ◽  
pp. 34-35
Author(s):  
Binu Thomas ◽  
Ankur Joshi
Keyword(s):  
Health Care ◽  
Employee Engagement ◽  
Interdisciplinary Collaboration ◽  
Joint Commission ◽  
Health Centers ◽  
Cross Sectional ◽  
Care Processes ◽  
Before And After ◽  
Collaboration And Communication ◽  
The Impact

Purpose: To evaluate the impact of joint commission international accreditation on health care processes as well as to assess the challenges faced by the physicians and nurses . Method: Conducted a cross sectional study in 11 health centers belong to Dubai health authority. Prepared a checklist and questionnaire to assess the changes in the processes brought by accreditation as well as the challenges faced by employees respectively. Studied perceived challenges by recruiting physician (n=106) and nurses (n=194) using convenience sampling technique. Done content validity of the tools with clinical quality experts. Conducted pilot study for the questionnaire and checked the reliability using Cronbach alpha (0.924). After obtaining ethical clearance and consent from subjects, the researcher visited health centers and administered questionnaire to the participants. To evaluate the process improvements, the researcher audited documents for the availability of processes before and after accreditation using the validated checklist, which consisted of 25 processes reecting various domains of quality, employee engagement, interdisciplinary collaboration and communication. Results: Observed tremendous improvements in the availability of processes. The proportion of processes before and after the accreditation was statistically signicantly different (p <.001) for quality of health care. However for employee engagement (p=.250) and interdisciplinary collaboration and communication (p=1.000) no statistical signicance were noted even though there were signicant improvements. Majority (57.5%) of doctors and nurses perceived that the accreditation processes were challenging. Discussion: Observed processes improvements ensuring quality, employee engagement, interdisciplinary collaboration and communication after accreditation.However,majority ofthe employees perceived that, the accreditationwas challenging in terms ofworkload, communication and documentation.

A strategic and good governance perspective on handling patient complaints

2018 ◽  
Vol 31 (8) ◽  
pp. 923-934
Author(s):  
Sanna Pauliina Ryynänen ◽  
Risto Harisalo
Keyword(s):  
Health Care ◽  
Medical Care ◽  
Good Governance ◽  
Care Organization ◽  
Content Type ◽  
Patient Complaints ◽  
Care Processes ◽  
Patient’S Rights ◽  
Strategic Goals

Purpose The patient complaint is one of the main procedures of exercising patient’s rights in the Finnish health care system. Such complaints typically concern the quality of care and/or patient safety. The purpose of this paper is to examine the types of patient complaints received by a specialized medical care organization and the kinds of responses given by the organization’s personnel. The organization’s strategy and good governance principles provide the framework for understanding the organization’s action. Design/methodology/approach This study’s data comprise patient complaints and the responses from personnel of a specialized medical care organization from the start of 2012 to the end of January 2014. The data were analyzed through qualitative data analysis. Findings The results show many unwanted grievances, but also reveal the procedures employed to improve health care processes. The results are related to patients’ care experiences, provision of information, personnel’s professional skills and the approach to patient complaints handling. The integrative result of the analysis was to find consensus between the patients’ expectations and personnel’s evaluation of patients’ needs. Originality/value Few prior studies have examined patient complaints related to both strategy and good governance. Patient complaints were found to have several confluences with an organization’s strategic goals, objectives and good governance principles. The study recommends further research on personnel procedures for patient complaints handling, with a view to influencing strategic planning and implementation of strategies of organizations.

Health systems responsiveness: a measure of the acceptability of health-care processes and systems from the user's perspective

2010 ◽  
pp. 138-186 ◽  
Author(s):  
Nicole Valentine ◽  
Amit Prasad ◽  
Nigel Rice ◽  
Silvana Robone ◽  
Somnath Chatterji ◽  
...  
Keyword(s):  
Health Care ◽  
Health Systems ◽  
Care Processes ◽  
Acceptability Of Health Care

Creating Optimal Healing Environments

2014 ◽  
pp. 84-100
Author(s):  
Terri Zborowsky ◽  
Mary Jo Kreitzer
Keyword(s):  
Health Care ◽  
Patient Safety ◽  
Built Environment ◽  
Health Care Quality ◽  
Care Quality ◽  
Care Providers ◽  
Design Elements ◽  
Healing Environment ◽  
Care Processes ◽  
Healing Environments

Creating an optimal healing environment requires attentiveness to the built environment as well as care processes, culture, and competencies of care providers and leadership. There are over 1,000 studies that link the physical environment to outcomes such as health care quality, patient safety, reduction of stress and improvements in patient safety. Key design elements highlighted include access to nature, access to daylight, positive distractions, and the ambient environment.

scholarly journals Operating Room Guide for Confirmed or Suspected COVID-19 Pregnant Patients Requiring Cesarean Delivery

2020 ◽  
Vol 37 (08) ◽  
pp. 825-828 ◽  
Author(s):  
Veronica M. Gonzalez-Brown ◽  
Joseph Reno ◽  
Heather Lortz ◽  
Kasey Fiorini ◽  
Maged M. Costantine
Keyword(s):  
Health Care ◽  
Clinical Practice ◽  
Cesarean Delivery ◽  
Multidisciplinary Team ◽  
Team Approach ◽  
Health Care Settings ◽  
Multidisciplinary Team Approach ◽  
Local Resources ◽  
Care Processes ◽  
Key Points

We sought to provide a clinical practice protocol for our labor and delivery (L&D) unit, to care for confirmed or suspected COVID-19 patients requiring cesarean delivery. A multidisciplinary team approach guidance was designed to simplify and streamline the flow and care of patient with confirmed or suspected COVID-19 requiring cesarean delivery. A protocol was designed to improve staff readiness, minimize risks, and streamline care processes. This is a suggested protocol which may not be applicable to all health care settings but can be adapted to local resources and limitations of individual L&D units. Guidance and information are changing rapidly; therefore, we recommend continuing to update the protocol as needed. Key Points

scholarly journals P012: Why did you leave? Contacting left without being seen patients to understand their emergency department experience

CJEM ◽  
2018 ◽  
Vol 20 (S1) ◽  
pp. S61-S61
Author(s):  
B. Brar ◽  
J. Stempien ◽  
D. Goodridge
Keyword(s):  
Health Care ◽  
Wait Time ◽  
Wait Times ◽  
Average Wait Time ◽  
Left Without Being Seen ◽  
Care Processes ◽  
Time Period ◽  
Initial Interaction ◽  
Improving Health Care

Introduction: As experienced in Emergency Departments (EDs) across Canada, Saskatoon EDs have a percentage of patients that leave before being assessed by a physician. This Left Without Being Seen (LWBS) group is well documented and we follow the numbers closely as a marker of quality, what happens after they leave is not well documented. In Saskatoon EDs, if a CTAS 3 patient that has not been assessed by a physician decides to leave the physician working in the ED is notified. The ED physician will: try to talk to the patient and convince them to stay, can assess the patient immediately if required, or discuss other appropriate care options for the patient. In spite of this plan patients with a CTAS score of 3 or higher (more acute) still leave Saskatoon EDs without ever being seen by a physician. Our desire was to follow up with the LWBS patients and try to understand why they left the ED. Methods: Daily records from one of the three EDs in Saskatoon documenting patients with a CTAS of 3 or more acute who left before being seen by a physician were reviewed over an eight-month period. A nurse used a standardized questionnaire to call patients within a few days of their ED visit to ask why they left. If the patients declined to take part in the quality initiative the interaction ended, but if they agreed a series of questions was asked. These included: how long they waited, reasons why they left, if they went somewhere else for care and suggestions for improvement. Descriptive statistics were obtained and analyzed to answer the above questions. Results: We identified 322 LWBS patients in an eight-month time period as CTAS 3 or more acute. We were able to contact 41.6% of patients. The average wait time was 2 hours and 18 minutes. The shortest wait time was 11 minutes, whereas the longest wait time was 8 hours and 39 minutes. It was found that 49.1% of patients went to another health care option (Medi-Clinic or another ED in Saskatoon) within 24hrs of leaving the ED. Long wait times were cited as the number one reason for leaving. Lack of better communication from triage staff regarding wait time expectations was cited as the top response for perceived roadblocks to care. Reducing wait times was cited as the number one improvement needed to increase the likelihood of staying. Conclusion: The Saskatoon ED LWBS patient population reports long wait times as the main reason for leaving. In order to improve the LWBS rates, improving communication and expectations regarding perceived wait times is necessary. The patient perception of the ED experience is largely intertwined with wait times, their initial interaction with triage staff, and how easily they navigate our very busy departments. Therefore, it is vital that we integrate the patient voice in future initiatives geared towards improving health care processes.

scholarly journals What makes an EHR “open” or interoperable?

2015 ◽  
Vol 22 (5) ◽  
pp. 1099-1101 ◽  
Author(s):  
Dean F Sittig ◽  
Adam Wright
Keyword(s):  
Health Care ◽  
User Interfaces ◽  
Health Care Systems ◽  
Use Cases ◽  
Personal Health Information ◽  
Care Processes ◽  
Care Systems ◽  
Widespread Access ◽  
Definition Of ◽  
New Applications

Abstract We have identified 5 use cases that comprise a useful definition of an “open or interoperable electronic health record (EHR).” Each of these use cases represents important functionality that should be available to 1) clinicians, so they can provide safe and effective health care; 2) researchers, so they can advance our understanding of disease and health care processes; 3) administrators, so they can reduce their reliance on a single-source EHR developer; 4) software developers, so they can develop innovative solutions to address limitations of current EHR user interfaces and new applications to improve the practice of medicine; and 5) patients, so they can access their personal health information no matter where they receive their health care. Widespread access to “open EHRs” that can accommodate at least these 5 use cases is important if we are to realize the enormous potential of EHR-enabled health care systems.

scholarly journals Care processes related to clinical detection of Alzheimer’s disease in the U.S. Veterans Affairs Health Care System

2021 ◽  
Vol 17 (S8) ◽  
Author(s):  
Donald R Miller ◽  
Guneet Jasuja ◽  
Heather W Davila ◽  
Madhuri Palnati ◽  
Qing Shao ◽  
...  
Keyword(s):  
Alzheimer’S Disease ◽  
Alzheimer's Disease ◽  
Health Care ◽  
Health Care System ◽  
Veterans Affairs ◽  
Care Processes ◽  
Clinical Detection ◽  
The U.S ◽  
Care System
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