Getting Grounded: Building a Foundation for Health Equity and Racial Justice Work in Health Care Teams

NEJM Catalyst ◽  
2021 ◽  
Vol 3 (1) ◽  
Author(s):  
Amy Reid ◽  
Rebecca Brandes ◽  
Dennie Butler-MacKay ◽  
Abigail Ortiz ◽  
Sara Kramer ◽  
...  
2012 ◽  
Vol 73 (4) ◽  
pp. 189-194
Author(s):  
Klara Lorinczi ◽  
Vanessa Denheyer ◽  
Amanda Pickard ◽  
Alice Lee ◽  
Diana R. Mager

Dysphagia is highly prevalent in patients with chronic neurological disorders and can increase the risk for comorbidities such as aspiration pneumonia and malnutrition. Treatment includes timely access to interdisciplinary health care teams with specialized skills in dysphagia management. A retrospective chart review (n=99 of 125 charts screened) was conducted to evaluate the effectiveness of referral criteria to identify and triage patients with suspected dysphagia to an ambulatory dysphagia clinic. Variables collected included demographic information (age), anthropometric information (body mass index [BMI], each patient’s sex), reason for referral, primary medical diagnosis, symptomatology (e.g., pneumonia, chest congestion), nutrition and swallowing interventions, clinic wait times, missed/cancelled appointments, and referring health care professional. The mean age and mean BMI ± standard deviation of patients reviewed were 68.7 years ± 18.4 years and 25.2 kg/m2 ± 6.7 kg/m2, respectively. Average clinic wait times were 158 days (13 to 368 days) for routine and 52 days (0 to 344 days) for urgent assessments (p<0.001). The most common reason(s) for referral was/were related to dysphagia (n=83), surgery (n=50), and/or gastrointestinal symptomatology (n=28); 80% to 90% of patients received varying diagnostic and treatment services for dysphagia. Development of effective referral criteria is critical to ensure that clients with dysphagia receive timely diagnostic, treatment, and nutrition interventions by interdisciplinary health care teams specializing in dysphagia.


2019 ◽  
Vol 27 (5) ◽  
pp. 871-883 ◽  
Author(s):  
Roisin O’Donovan ◽  
Marie Ward ◽  
Aoife De Brún ◽  
Eilish McAuliffe

2016 ◽  
Vol 20 (1) ◽  
pp. 214-230 ◽  
Author(s):  
Ricardo Batista ◽  
Kevin Pottie ◽  
Louise Bouchard ◽  
Edward Ng ◽  
Peter Tanuseputro ◽  
...  

1998 ◽  
Vol 27 (1) ◽  
pp. 91-99 ◽  
Author(s):  
Denise Button ◽  
Brenda Roe ◽  
Christine Webb ◽  
Tony Frith ◽  
David Colin‐Thome ◽  
...  

2016 ◽  
Vol 181 (11) ◽  
pp. 1404-1406 ◽  
Author(s):  
Matthew R. D'Angelo ◽  
Adam K. Saperstein ◽  
Diane C. Seibert ◽  
Steven J. Durning ◽  
Lara Varpio

2017 ◽  
Vol 92 ◽  
pp. S84-S92 ◽  
Author(s):  
Naike Bochatay ◽  
Nadia M. Bajwa ◽  
Stéphane Cullati ◽  
Virginie Muller-Juge ◽  
Katherine S. Blondon ◽  
...  

1997 ◽  
Vol 2 (3) ◽  
pp. 1-14 ◽  
Author(s):  
A. Opie

Narrative has been described as a universally used means for ordering experience. Although the narratives of medical teams have received recent attention, those produced by health professionals in multi-disciplinary health care teams in the course of their everyday work in team reviews and case discussions about service users have not. This paper, then, presents a discussion of an under-investigated area of narrative in the social sciences. The analysis is developed from the narratives produced during team reviews conducted over several weeks about 2 users - one a quadriplegic, the other, a psychiatric patient in a medium secure unit. The major issues with which the paper is concerned are: (i) the identification and explanation of significant differences between the narratives produced by medical and multi-disciplinary teams; (ii) the identification of a suppressed dimension (both in the literature on health care teams, and in the practice of these teams) on the management of difference in the development of complex multi-disciplinary team narratives; and (iii) how members of MD teams work with the different professional knowledges represented by their members. The final section of the paper defines team work as primarily a process of knowledge work and knowledge creation, and it discusses some of the organizational conditions which facilitate such work.


2021 ◽  
Vol 1 (1) ◽  
pp. 62-72
Author(s):  
Kaela Scott ◽  
Megan Krasnodembski ◽  
Shivajan Sivapalan ◽  
Bonnie Brayton ◽  
Neil Belanger ◽  
...  

Health equity allows people to reach their full health potential and access and receive care that is fair and suitable to them and their needs regardless of where they live, what they have, or who they are. To achieve health equity, equity in healthcare focuses on the role of the health system to provide timely and appropriate care. When viewed in the context of a National Autism Strategy, this extends to ensuring access to the resources that each Autistic person requires to meet their health needs, such as an autism diagnosis, services, and supports. Based on the equity panel discussion held at the Canadian Autism Leadership Summit 2020, this article reflects on the current disparities and barriers to achieving health equity in a National Autism Strategy, and outlines ways to address them. Disparities to equitable care within the autism community extend from the level of support needs of an individual to how those intersect with several key determinants of health including: geography, culture, gender, and socioeconomic status. Notably, barriers arise due to a “lack of” theme, including lack of awareness, knowledge, access, and voice. Four reoccurring ideas were identified for how to address inequities in health care for Autistic people. First, allocate resources for regional or in-community endeavours; second, improve Autistic representation and connection; third, establish a community of allies to advocate and collaborate; and fourth, establish leadership within the community and government to make disability a priority for Canada. To achieve equity in health care in a National Autism Strategy, we need to look at the intersectionality of autism with the key determinants of health. Moreover, to effectively engage with the government, health professionals, and the public, the autism community should strive to find a unified and diverse voice. And finally, conversation must turn to action. 


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