Hemodialysis Unit at Renfrew Victoria Hospital

1995 ◽  
Vol 8 (2) ◽  
pp. 5-10
Author(s):  
Randy Penney
Keyword(s):  
Health Care ◽  
Health Service ◽  
Health Care Quality ◽  
Health Care Organizations ◽  
Care Quality ◽  
Hemodialysis Unit

In June 1994, the Renfrew Victoria Hospital was selected as the first-ever recipient of the Health Care Quality Team Award in the “Small and Rural Provider” category. This award, offered by the Canadian College of Health Service Executives and 3M Health Care, was established to recognize health care organizations that have sustained measurable improvements in their network of services, and have done so through the use of a team. Renfrew Victoria Hospital's entry focused on the establishment of a hemodialysis unit for the residents of Renfrew County. This article summarizes the parameters of this award, as presented in our submission.

scholarly journals Embedding the Pillars of Quality in Health Information Technology Solutions Using “Integrated Patient Journey Mapping” (IPJM): Case Study (Preprint)

2019 ◽  
Author(s):  
Stephen McCarthy ◽  
Paidi O'Raghallaigh ◽  
Simon Woodworth ◽  
Yoke Yin Lim ◽  
Louise C Kenny ◽  
...  
Keyword(s):  
Health Care ◽  
Information Technology ◽  
Health Service ◽  
Health Information ◽  
Health Care Quality ◽  
Care Quality ◽  
Multidisciplinary Teams ◽  
Patient Journey ◽  
Connected Health

BACKGROUND Health information technology (HIT) and associated data analytics offer significant opportunities for tackling some of the more complex challenges currently facing the health care sector. However, to deliver robust health care service improvements, it is essential that HIT solutions be designed by parallelly considering the 3 core pillars of health care quality: clinical effectiveness, patient safety, and patient experience. This requires multidisciplinary teams to design interventions that both adhere to medical protocols and achieve the tripartite goals of effectiveness, safety, and experience. OBJECTIVE In this paper, we present a design tool called <i>Integrated Patient Journey Mapping</i> (IPJM) that was developed to assist multidisciplinary teams in designing effective HIT solutions to address the 3 core pillars of health care quality. IPJM is intended to support the analysis of requirements as well as to promote empathy and the emergence of shared commitment and understanding among multidisciplinary teams. METHODS A 6-month, in-depth case study was conducted to derive findings on the use of IPJM during <i>Learning to Evaluate Blood Pressure at Home</i> (LEANBH), a connected health project that developed an HIT solution for the perinatal health context. Data were collected from over 700 hours of participant observations and 10 semistructured interviews. RESULTS The findings indicate that IPJM offered a constructive tool for multidisciplinary teams to work together in designing an HIT solution, through mapping the physical and emotional journey of patients for both the current service and the proposed connected health service. This allowed team members to consider the goals, tasks, constraints, and actors involved in the delivery of this journey and to capture requirements for the digital touchpoints of the connected health service. CONCLUSIONS Overall, IPJM facilitates the design and implementation of complex HITs that require multidisciplinary participation. CLINICALTRIAL

Adjudicating Severe Birth Injury Claims in Florida and Virginia: The Experience of a Landmark Experiment in Personal Injury Compensation

2008 ◽  
Vol 34 (4) ◽  
pp. 493-537 ◽  
Author(s):  
Gil Siegal ◽  
Michelle M. Mello ◽  
David M. Studdert
Keyword(s):  
Health Care ◽  
Health Care Quality ◽  
Health Care Organizations ◽  
Current System ◽  
The United States ◽  
Care Quality ◽  
Tort Liability ◽  
Legal Doctrine ◽  
Medical Injury ◽  
Improve Health Care Quality

Policy debates over medical malpractice in the United States involve a complex amalgam of legal doctrine, public demands to address the problem of medical errors, and the interests of various stakeholder groups. Most parties can agree, however, that the current system for compensating medical injury performs poorly. It falls short of achieving its two main goals: compensation and deterrence. The current system of tort liability is “neither sensitive nor specific in its distribution of compensation:” the vast majority of patients injured by negligent medical care do not receive compensation, yet the system compensates some cases that do not appear to involve negligence. Sometimes, it awards more in noneconomic damages than seems reasonable to many observers. Ultimately, tort liability appears to do little to improve health care quality and safety, yet it spurs costly defensive medicine. Physicians and health care organizations face burdensome insurance and legal costs, leading some to threaten to curtail their services. These concerns about the burden of medical injury and the malpractice “crisis” have sharpened calls for reform.

Culture in Health Care Organizations

2016 ◽  
Author(s):  
Russell Mannion ◽  
Huw Davies
Keyword(s):  
Health Care ◽  
Culture Change ◽  
Health Care Quality ◽  
Health Care Policy ◽  
Health Care Organizations ◽  
Care Quality ◽  
Quality Health Care ◽  
Wide Range ◽  
Health Care Performance ◽  
Care Performance

Modern health care policy frequently invokes notions of cultural change as a key means of achieving performance improvement and good quality health care. This chapter aims to sharpen thinking around the theory and feasibility of culture change in health care contexts by setting out some of the key conceptual and practical challenges that need to be addressed by policy makers, health care managers, researchers, and by others seeking to understand, assess and change cultures in health care organizations. It begins by introducing some of the sources of ideas, conceptual underpinnings and key concerns with using organizational culture, before considering the evidence on the linkages between culture and health care performance and the wide range of models that have been used to understand culture change and the management of cultural diversity in health care organizations. The chapter closes by arguing that the diverse and contested nature of understanding about culture will necessarily mean that there will be diverse and contested ways of seeking to harness the power of culture to deliver the desired improvements in health care quality and performance. What is clear is attempting to enact culture change to improve health care performance is a difficult, uncertain and risky enterprise and may not always generate the anticipated outcomes. As in many other areas of management we are in need of a more secure evidence base that is underpinned by a more sophisticated understanding of these complex and dynamic organizational phenomena.

A Toolkit to Improve Diversity in Patient and Family Advisory Councils: A New Method to Advance Health Equity

2019 ◽  
Vol 25 (2) ◽  
pp. 176-181
Author(s):  
Kendra Jones ◽  
Teddie Potter
Keyword(s):  
Health Care ◽  
Health Equity ◽  
Health Care Quality ◽  
Health Care Organizations ◽  
Formal Method ◽  
Care Quality ◽  
Institute Of Medicine ◽  
Advisory Councils ◽  
Essential Components ◽  
Pervasive Health

The Institute of Medicine (2001) identifies equity as one of six essential components of health-care quality. However, many health-care organizations lack a formal method to deeply understand and evaluate diverse patient and family experiences. Understanding care experiences of patients and families from minority racial and ethnic groups is essential to improving pervasive health disparities and to making health care more equitable. This article describes the creation of a toolkit aimed at strengthening health-care organizations' abilities to advance health equity through patient and family advisory councils (PFACs). This resource, cocreated with representatives from diverse PFACs, identifies and promotes strategies to recruit and retain diverse representation in advisory councils.

Health Care Transparency in Organizational Perspective

2016 ◽  
Author(s):  
Charlotta Levay
Keyword(s):  
Health Care ◽  
Health Care Quality ◽  
Health Care Organizations ◽  
Economic Incentives ◽  
Care Quality ◽  
Future Research ◽  
Health Care Market ◽  
Quality Reporting ◽  
Organizational Perspective ◽  
Health Care Transparency

Health care organizations are under increasing pressure to account for their performance to outside constituencies. This chapter reviews the background, nature, and consequences of organized efforts to enhance transparency in health care. Market reforms and quality concerns create mounting demands for public transparency, but health care quality is difficult to assess in a way that is both fair and accessible to a general audience. Public quality reporting has not been shown to improve quality of care, and there is a risk that it produces nominal rather than effective transparency. Especially when combined with economic incentives, transparency regimes tend to breed gaming, which is repeatedly ignored by systems designers. Health professionals typically react negatively, even if they also participate in and derive some benefits from transparency efforts. Future research needs to explore systematically the strategies that professionals, patients, and organizations engage in when creating and receiving public quality information.

scholarly journals Embedding the Pillars of Quality in Health Information Technology Solutions Using “Integrated Patient Journey Mapping” (IPJM): Case Study

10.2196/17416 ◽  
2020 ◽  
Vol 7 (3) ◽  
pp. e17416
Author(s):  
Stephen McCarthy ◽  
Paidi O'Raghallaigh ◽  
Simon Woodworth ◽  
Yoke Yin Lim ◽  
Louise C Kenny ◽  
...  
Keyword(s):  
Health Care ◽  
Information Technology ◽  
Health Service ◽  
Health Information ◽  
Health Care Quality ◽  
Care Quality ◽  
Multidisciplinary Teams ◽  
Patient Journey ◽  
Connected Health

Background Health information technology (HIT) and associated data analytics offer significant opportunities for tackling some of the more complex challenges currently facing the health care sector. However, to deliver robust health care service improvements, it is essential that HIT solutions be designed by parallelly considering the 3 core pillars of health care quality: clinical effectiveness, patient safety, and patient experience. This requires multidisciplinary teams to design interventions that both adhere to medical protocols and achieve the tripartite goals of effectiveness, safety, and experience. Objective In this paper, we present a design tool called Integrated Patient Journey Mapping (IPJM) that was developed to assist multidisciplinary teams in designing effective HIT solutions to address the 3 core pillars of health care quality. IPJM is intended to support the analysis of requirements as well as to promote empathy and the emergence of shared commitment and understanding among multidisciplinary teams. Methods A 6-month, in-depth case study was conducted to derive findings on the use of IPJM during Learning to Evaluate Blood Pressure at Home (LEANBH), a connected health project that developed an HIT solution for the perinatal health context. Data were collected from over 700 hours of participant observations and 10 semistructured interviews. Results The findings indicate that IPJM offered a constructive tool for multidisciplinary teams to work together in designing an HIT solution, through mapping the physical and emotional journey of patients for both the current service and the proposed connected health service. This allowed team members to consider the goals, tasks, constraints, and actors involved in the delivery of this journey and to capture requirements for the digital touchpoints of the connected health service. Conclusions Overall, IPJM facilitates the design and implementation of complex HITs that require multidisciplinary participation.

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