Suchergebnisse

Requirements of basic healthcare globally -- Regulatory requirements for healthcare globally -- Opportunities and Challenges in Global Healthcare -- Models of healthcare Provision -- Models of healthcare in developed and developing countries -- Provision of effective, safe and good quality care -- How do hospitals deliver safe, effective and high quality care? -- Identifying failure -- Transforming hospital accreditation: from assurance to improvement -- Key Features in Identifying Failing Hospitals -- The Illness of the Health Care Systems -- The Political Economy of Health Reforms in Chile: a case study of the privatization process -- The Turnaround process -- The role of medical leadership in the hospital turnaround process -- Public Health Service Governance – Principles & Framework -- Hospital Transformation: how is it done? -- Sustainability -- Sustainable hospital transformation and beyond -- Overcoming the challenge -- The National Health Service in the UK

Foreword -- Preface -- Contents -- 1: The Challenge of Context -- 1.1 Introduction -- 1.2 Global Healthcare Systems -- 1.3 Finance -- 1.4 Delivery -- 1.5 Activity -- 1.6 Experience -- 1.7 Quality -- 1.8 Patient Safety -- 1.8.1 How Do We Prevent Harm to Patients? -- 1.9 Board Assurance Framework -- 1.10 Relationship Between Cost, Quality and Safety -- 1.11 Event-Action-Outcome Lag: -- 1.12 Summary -- References -- 2: Factors Affecting Failure -- 2.1 Case Study 1: From a Culture Focused on Doing the 'System's Business' to a Culture of 'Quality Improvement' -- 2.2 Case Study 2: Developing a Culture of Openness Though a 'Duty of Candour' -- 2.2.1 Barriers to Disclosure -- 2.3 Case Study 3: Engaging Patients and Their Carers in the Development of Best Practice in 'End of Life Care' -- 2.3.1 Relatives as Proxies -- 2.4 Case Study 4: Developing an Engaged Workforce to Foster Positive Collaborative Communication -- 2.5 Case Study 5: A Need for Whole Organisation Support with the Engagement of Quality -- 2.6 Case Study 6: Medical Leadership as a Mechanism to Build Organisational Capability and a New 'Quality Improvement' Organisational Culture -- References -- 3: Assessing the Return on Investment (ROI) Through Appreciative Inquiry (AI) of Hospital Improvement Programmes -- 3.1 Return on Investment -- 3.2 A Case Study: Return on Investment for Quality Improvement of a 'Nurse Led' Cancer Follow Up Service -- 3.3 Pre-Pilot Questionnaire -- 3.4 Focus Group -- 3.5 Pilot -- 3.5.1 Inclusion and Exclusion Criteria -- 3.5.2 Nurse-Led Clinic Pilot Protocol -- 3.5.3 Control Group -- 3.5.4 Data Analysis -- 3.6 Return on Investment Calculations -- 3.6.1 Current Tariff -- 3.6.2 Potential Income from Clinics -- 3.6.3 Pilot Benefits and Costs -- 3.6.4 Analysis -- 3.6.5 Benefit: Cost Ratio Calculation -- 3.6.6 ROI Calculation

This book explores the current wider political, social and economic context of hospitals in the public and private sector globally and identifies the push and pull tension between the demands of the quality regulator and the requirements of health care commissioning processes. This book draws on the evidence of what works to improve the quality of hospital services in the development of medical and clinical leadership models. The book seeks to develop a specific paradigm shift in understanding the development of medical leaders by promoting a culture of engagement through participation and one that is defined by the experiences of medical leaders. The editors examine new and emergent models of leadership and their contribution to explain effective and sustainable change and suggest that theoretical models of leadership are often unable to explain many of the practice led challenges presented in hospitals. It will be useful reading for specialists seeking to develop their own learning as a leader and who identify their learning needs