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At least 595 records · Page 33Linked to original sources
PubMed1995

Management of sharps injuries and contamination incidents in health care workers: an audit in the Wessex and Oxford regions.

Fifteen NHS occupational health departments from the Wessex and Oxford regions took part in an audit of the management of sharps injuries and contamination incidents. Data were collected prospectively for a series of 1102 incidents notified over a nine-month period. The rates of notified incidents for each department ranged from 9 to 44 incidents per 1000 staff members per year. The proportion of injured employees who were naturally immune to hepatitis B or had completed a full course of vaccination against the infection ranged from 57 to 83%, with the main shortfall occurring in ancillary workers. Some departments rarely stored source serum, while others did so in the majority of cases. The proportion of cases where the injured person was known to have had hepatitis B antibody levels > 100 IU/l within the past 12 months, or underwent immediate antibody assessment or had an immediate vaccination against hepatitis B varied from 26 to 97%, with a median of 68%. On the basis of these findings, the audit group has set targets against which performance will be re-assessed in a follow-up exercise.

Accidents, Occupational↗
PubMed2005

Patient-centred quality improvement audit.

PURPOSE: This article aims to describe the research process, and the development of the instrument now employed in auditing patients' perceptions of quality improvement in a community health care trust in a coastal town in Essex, England. DESIGN/METHODOLOGY/APPROACH: The new instrument is currently being implemented and the findings thus far are described. FINDINGS: The instrument has measured health outcomes in terms of quality improvement from the users' perspective, and has also highlighted gaps between what the service offers in terms of quality and users' perceptions of what is delivered. The study demonstrates the importance of the professional role in quality improvement. ORIGINALITY/VALUE: Patient-centred quality improvement audit should be undertaken regularly so that both non-clinical managers and health care professionals can establish whether or not they are providing services that are patient-friendly and effective from the user's viewpoint. In the course of their work, professionals and managers discuss patients and speak on their behalf in various forums, and knowing what patients actually expect and perceive before speaking on their behalf may be of great benefit in such instances.

Aged↗
PubMed2005

The management of Chlamydia trachomatis in genitourinary medicine clinics: a national audit in 2004.

The first national audit of the management of Chlamydia trachomatis was undertaken by non-consultant career grade doctors working in genitourinary (GU) medicine clinics in the UK. During the audit period of January--March 2004, 1670 data collection forms were completed (from 830 men and 840 women with chlamydia). In all, 99% (1647) were treated appropriately; 76% (1261) were followed up, of which 12% (154) required re-treatment; 71% (1186) were managed appropriately within four weeks and 942 partners (0.56 per index case) were managed satisfactorily within four weeks of the initial partner notification interview. Partner notification outcomes were significantly more successful when the index patient was followed up (P<0.0001). Outcome standards were not associated with age, gender or sexuality, but were significantly associated with ethnicity (P<0.004). GU medicine clinics are delivering high-quality care and evidence-based national outcome standards are being met.

Adolescent↗
PubMed1995

A 10-point strategic checklist for rural health care systems.

A checklist format is used to provide a framework for rural hospital executives and community members for gauging the health and stability of rural hospitals and rural hospital systems. Benchmarks are provided for financial and operational performance and emphasis is placed on medical staff size and physician recruitment. Physician/hospital organizations and regional partnerships are used as examples of strategies available to rural providers. The importance of market knowledge and regional strategic alliances also is stressed. In an era of dwindling resources and tight reimbursement, rural providers are encouraged to consider cooperative clinical programming and technology consolidation.

Comprehensive Health Care↗
PubMed1991

An endangered resource. Hospital emergency departments are threatened by closures and a reduction in services.

Many factors threaten the hospital emergency department. Socioeconomic and healthcare trends are forcing facilities to eliminate some services. Society's failure to deal with these issues portend disaster for high-quality care and for timely access to emergency care. Hospital administrators must collaborate with emergency department managers and plan strategies to ensure the survival of this valuable resource. Hospital emergency departments will have to redefine the scope of services they provide to meet specific consumer needs. The number of older Americans is increasing rapidly. Emergency departments must understand and cater to their unique needs. Some emergency department staffs are collaborating with competitors to share resources and reduce overlapping services. The emergency department has an impact on the facility's bottom line. The emergency department can positively affect this by ensuring accurate billing, analyzing fee schedules, and requesting payment at the time service is provided. Other survival issues include developing strategies to retain staff, develop management, negotiate managed care, and reassess the department's design.

Aged↗
PubMedDate not supplied

Costing and competition.

Working for patients established a new system of contracts between providers and purchasers of healthcare, with prices based on full costs, avoiding cross-subsidization. The new regime necessitates greatly improved costing systems, to improve the efficiency of service provision by creating price competition between providers. Ken Bates and Stan Brignall argue that non-price competition also occurs, with providers 'differentiating' on quality of service/product, flexibility or innovation.

Economic Competition↗
PubMed1994

Experts discuss how benchmarking improves the healthcare industry. Roundtable discussion.

Healthcare Financial Management engaged four benchmarking experts in a discussion about benchmarking and its role in the healthcare industry. The experts agree that benchmarking by itself does not create change unless it is part of a larger continuous quality improvement program; that benchmarking works best when senior management supports it enthusiastically and when the "appropriate" people are involved; and that benchmarking, when implemented correctly, is one of the best tools available to help healthcare organizations improve their internal processes.

Efficiency, Organizational↗
PubMed1997

Management in the Ministry of Health: what are the vital signs?

Effective and efficient management of health services is becoming more and more important in all countries and in all organizations whether profit or non-profit. Management practices and attitudes which may have been accepted in previous years are no longer appropriate. A study was conducted in the Ministry of Health, State of Bahrain to determine the current status of management skills and attitudes. Participants were asked to identify the best and the worst practices of managers. Eight key areas of concern were identified: participative vs. non-participative style, communication, motivation, delegation, human relations skills, style of supervision, goal-oriented behavior, and use of supervisory power. In each of these management-related skill areas, examples of best and worst practices are provided in order to aid the manager/leader in self-assessing his/her abilities as a first step toward improving management.

Administrative Personnel↗
PubMed2001

Ice machines--an audit of their use in clinical practice.

Ice is used in clinical settings for a variety of reasons and ice making machines have been implicated in outbreaks of nosocomial infection. An audit was undertaken to investigate the routine local and strategic management and maintenance of ice machines in clinical settings. The results highlighted the need to implement local policies for the purchase, use and maintenance of such machines.

Cross Infection↗
PubMedDate not supplied

Practice re-engineering through the use of benchmarks: Part II.

Benchmarking can be a useful tool to assist practices in successfully re-engineering their practices to achieve performance improvement. Unfortunately, while many practices identify benchmarks, they are not often integrated into the day-to-day operations of the practice, used to create accountability, or used to help re-engineer processes. Part I described the nine-step benchmarking process and discussed how to use the process successfully to improve performance through process re-engineering. Part II identifies key indicators to measure performance and explains how to integrate their use into the practice's daily operations.

Accounts Payable and Receivable↗
PubMed2003

Straight talk new approaches in healthcare. Performance management: assuring your financial and performance goals are met.

Performance management is a topic thrown around a lot in executive suites, but its key tenets are sometimes misunderstood. To be successful, performance management involves setting strategy at the board and executive levels and making day-to-day decisions at the line-manager level. But the process won't work unless those line managers have clearly defined goals to achieve as well as relevant reliable and timely information to assist them in monitoring their performance and making operational decisions to improve outcomes. Modern Healthcare and Pricewaterhouse Coopers present Straight Talk in the tenth installment of Straight Talk we discuss the steps necessary to build a successful performance-management program. The session was held at Modern Healthcare's Chicago head-quarters on January 7, 2003. Charles S. Lauer, publisher of Modern Healthcare, was the moderator.

Decision Making, Organizational↗