Main description:

Leading Reliable Healthcare describes 'state of the art' healthcare management systems. The key focus of the publication is 'reliable'; describing how leadership can ensure never less than reliable standards of care for patients and how excellence can be achieved. The focus throughout is on ensuring that patients and their families can depend on a reliable healthcare system for their needs, fulfilling their expectations that hospitals are trustworthy, stable and capable of dealing with their health, from the simplest to the most complex illnesses.

Each of the chapters focuses on a different aspect of building a reliable healthcare system, concentrating on the leadership necessary to deliver and manage the different component elements of the healthcare system. The nominated contributors for this book are recognized leaders from various healthcare systems around the globe, including the UK, USA, Canada and South Korea/Singapore. The contributors have been selected to ensure a wide perspective of healthcare management, building on diverse approaches, practices and experiences, and are currently practicing healthcare management in their respective systems. The book aims to focus on the pragmatic rather than theoretical and will provide a series of practical methodologies and case studies to help improve decision making in healthcare management.

With contributions by:

Sallie J. Weaver, PhD, MHS, Associate Professor, Armstrong Institute for Patient Safety and Quality and Dept. of Anesthesiology & Critical Care Medicine, John Hopkins University School of Medicine

Susan Mascitelli, Senior Vice President, Patient Services & Liaison to the Board of Trustees, New York-Presbyterian Hospital

Dr. Sandra Fenwick, Chief Executive Officer, Boston Children's Hospital

Martin A. Makary, MD, MPH, Professor of Surgery, Johns Hopkins University School of Medicine; Professor of Health Policy and Management, John Hopkins Bloomberg School of Public Health

Frank Federico, RPh, Vice President, Institute for Healthcare Improvement

Dr. Hanan Edrees, Manager, Quality Management, KAMC-Riyadh

Dr. Hee Hwang, CIO and Associate Professor; Seoul National University Bundang Hospital, Department of Pediatrics, Division of pediatric Neurology, Center of Medical Informatics

Dr. M. Andrew Padmos, Chief Executive Officer, The Royal College of Physicians and Surgeons of Canada

Professor Richard Hobbs, Professor of Primary Care Health Sciences, Director, NIHR English School for Primary Care Research, Nuffield Department of Primary Care Health Sciences, University of Oxford

Ms. Jules Martin, Managing Director, Central London Clinical Commissioning Group

Dr. Bruno Holthof, Chief Executive Officer, Oxford University Hospitals

Tara Donnelly, Chief Executive, Health Innovation Network, South London

Goeran Henriks, Chief Executive of Learning and Innovation, Qulturum, County Council of Joenkoeping, Sweden

Contents:

Chapter 1: Developing the Organizational Culture

How to develop a governance strategy which orients the organization towards achievement, competency, outcome and innovation.

Methods on how to get staff to embrace the vision and mission of the organization and achieve a commitment to quality patient-centered care.

How to involve patients and care givers in setting institutional goals.

Preparation and implementation of codes of conduct in all levels of clinical and non-clinical staff.

Chapter 2: Leading Operational Effectiveness

Effective implementation of policies and procedures

Choice of measures of productivity and their delivery

Devolution of responsibility, eg., by establishment of Departmental Performance Management Programs

How to incentive staff engagement and empowerment

Introduction to lean management techniques

How to recruit and retain talent

Chapter 3: Leading Effective Clinical Practice

Physician and healthcare worker engagement to establish clinical outcomes agenda

Description and delivery of best clinical practice (adoption of guidelines and clinical pathways)

Understanding patient flow and delivering timely healthcare

Monitoring clinical outcomes for efficacy and safety

International benchmarking of clinical outcomes

Chapter 4: Ensuring Patient Safety

Introducing a Safety-First Culture

Clarify accountability at every level of the organization

How to strengthen safety reporting system

A system for identifying and eliminating unsafe condition

Introducing incentives to support a safety first culture

Chapter 5: Leading a High Reliability Organization

How to adapt and apply the lessons of high-reliability science to enable hospitals to reach levels of quality and safety that are comparable to those of the best high-reliability organizations, such as the aviation and nuclear industries.

Introduce a practical framework for assessing the hospitals' readiness for and progress toward high reliability.

Implementation of an incremental process to move the hospital to an appropriate level of reliability.

Chapter 6: Introducing Information Technology: a neural network for reliable healthcare

Digital healthcare

Value adding EMR

Clinical decision support system

Stability of the digital system

Security of information

Administrative, financial and logistic technology

Digital disaster preparedness plan

Chapter 7: Ensuring Healthcare Education and Training to support organizational effectiveness

Learning organization concept

Talent management

Skills maintenance and upgrade

Staff development (physicians, nurses, allied health, managers, etc.)

Targeted scholarship

Career professional development

Gap replacement

Leadership education

Chapter 8: Leading Integration of Primary Healthcare and Hospitals

Integrating preventative medicine and screening across the interface

Clinical pathways and primary healthcare as a filter to prevent hospital overload

How to shift elements of women and child health to the community

Shifting the balance of chronic disease management to primary care

Chapter 9: The Introduction of Performance Parameters

How to shift clinical quality indicators from process driven to clinical outcomes

How to develop patient reported outcome measures

Introducing business intelligence indicators

Chapter 10: Delivering better value in healthcare

Using programmatic funding to support the introduction of value as a clinical concept

Introducing rationing methodologies based on the incremental cost-effectiveness of new technologies

Exploring the concept that investment in some new service development should be mirrored by disinvestment in services which add little clinical value

Chapter 11: Leadership Through Crisis

The role of the leader and board of directors

Preparing a disaster preparedness and risk management plan

Description of the emergency response, encompassing; communication (both internal and external); staff engagement, staff and patient protection

Using recovery from the crisis to leverage wider cultural change within the organization

Chapter 12: How to Deal with Innovation

Robotic surgery

Immunotherapy

PET CT scanning linked to cyclotron production of radio-isotopes

Generation of hospital based intellectual property and its commercialization