Surgical Re-entry Strategy Following COVID-19 Pandemic: A Tiered and Balanced Approach.

Following the Presidential declaration of a national emergency, many health care organizations adhered to recommendations from the Centers for Medicare and Medicaid (CMS) as well as the American College of Surgeons (ACS) to postpone elective surgical cases. The transition to only emergent and essential urgent surgical cases raises the question, how and when will hospitals and surgery centers resume elective cases? As a large health care system providing multispecialty tertiary/quaternary care with across the Southeast United States, a collaborative approach to resuming elective surgery is critical. Numerous surgical societies have outlined a tiered approach to resuming elective surgery. The majority of these guidelines are suggestions which place the responsibility of making decisions about re-entry strategy on individual health care systems and practitioners, taking into account the local case burden, projected case surge, and availability of resources and personnel. This paper reviews challenges and solutions related to the resumption of elective surgeries and returning to the pre-COVID-19 surgical volume within an integrated health care system that actively manages 18 facilities, 111 operating rooms, and an annual operative volume exceeding 123,000 cases. We define the impact of COVID-19 across our surgical departments and outline the staged re-entry approach that is being taken to resume surgery within the health care system.

Identifying integration and differentiation in a Hospital's logistical system: a social network analysis of a case study.

BACKGROUND: Integration, the coordination and alignment of tasks, has been promoted widely in order to improve the performance of hospitals. Both organization theory and social network analysis offer perspectives on integration. This exploratory study research aims to understand how a hospital's logistical system works, and in particular to what extent there is integration and differentiation. More specifically, it first describes how a hospital organizes logistical processes; second, it identifies the agents and the interactions for organizing logistical processes, and, third, it establishes the extent to which tasks are segmented into subsystems, which is referred to as differentiation, and whether these tasks are coordinated and aligned, thus achieving integration. METHODS: The study is based on case study research carried out in a hospital in the Netherlands. All logistical tasks that are executed for surgery patients were studied. Using a mixed method, data were collected from the Hospital Information System (HIS), documentation, observations and interviews. These data were used to perform a social network analysis and calculate the network metrics of the hospital network. RESULTS: This paper shows that 23 tasks are executed by 635 different agents who interact through 31,499 interaction links. The social network of the hospital demonstrates both integration and differentiation. The network appears to function differently from what is assumed in literature, as the network does not reflect the formal organizational structure of the hospital, and tasks are mainly executed across functional silos. Nurses and physicians perform integrative tasks and two agents who mainly coordinate the tasks in the network, have no hierarchical position towards other agents. The HIS does not seem to fulfill the interactional needs of agents. CONCLUSIONS: This exploratory study reveals the network structure of a hospital. The cross-functional collaboration, the integration found, and position of managers, coordinators, nurses and doctors suggests a possible gap between organizational perspectives on hospitals and reality. This research sets a basis for further research that should focus on the relation between network structure and performance, on how integration is achieved and in what way organization theory concepts and social network analysis could be used in conjunction with one another.

Verifying the impact of corporate governance on hospital performance on HIV and malaria control: A structural equation modelling approach.

BACKGROUND: The research aims to study the impact of corporate governance on hospital performance regarding HIV and malaria control, using the Ghana health industry as a case. The nation is making frantic effort to control HIV and malaria, since they continue to be among the deadliest diseases that attract holistic attention; hence, there is the need to put structures in place to curb the spread. METHODS: A total of 1005 precoded questionnaires were administered to 125 hospitals, for responses from staff, managers, board, and chief executive officers (CEOs). The collated data were analysed using structural equation modelling approach. RESULTS: Our research revealed that corporate governance has a positive effect on hospital performance, regarding the control of the two deadly diseases (HIV and malaria). The interventions in Ghana health delivery have brought a level of improvement in malaria control, since the disease mortality has significantly declined from 19% in 2010 to 4% in 2016. Through the implementation of systems and policies, the national HIV prevalence has admirably reduced from 2.9% in 2000 to 1.6% in 2017. CONCLUSIONS: Hospitals are therefore encouraged to continue to implement effective corporate governance mechanisms to facilitate efficient, well-organised, and prudent practices that can deliver more institutional performance in HIV and malaria control.

Integration of Primary Care with Hospital Services for Sustainable Universal Health Coverage in Singapore.

Primary care services have been developed and extended, with the support of the Singapore government, in order to address the increasing needs of the aging population and noncommunicable diseases and to achieve the goal of universal health care. Though countries across the Asia Pacific aspire to achieve universal coverage, there is no set pathway. In Singapore, various service models, quality assurance methods, and financing mechanisms have been piloted and some have been scaled up. Significant effort has also gone into building links and establishing networks between hospitals and local primary care providers, including dental and allied health professionals. Several initiatives have also been introduced to support professional development, provide financial safety nets, and integrate and resource community clinics to provide family-oriented care. Social support has also been improved for isolated elderly through formalized networks linking government agencies, health providers, and community welfare groups. Ongoing challenges include integration of private providers, maintaining affordability of out-of-pocket charges, resources to meet increasing chronic disease management needs, and achieving economies of scale to sustain universal health coverage (UHC).

The requirements of hospital-based spiritual care for cancer patients.

PURPOSE: This paper aimed to discover the requirements of hospital-based spiritual care for cancer patients. METHODS: This study was a descriptive qualitative-exploratory research, in which 25 participants were selected through purposive sampling and had semi-structured interviews. RESULT: The data analysis revealed 3 themes and 8 sub-themes including fundamental requirements (changes in the attitudes and behaviors of the healthcare team), structural requirements (inter-professional collaborations, a reference system), and functional requirements (religious-spiritual, pastoral, psycho-spiritual, and supportive-spiritual care). In this study, the received topics have been related to the spiritual care which can help improve patient care. CONCLUSION: The results were added to the repertoire of knowledge about the spiritual needs of cancer patients. The results indicated that it is essential to get acquainted with the spiritual care requirements in the hospital and enforce them through inter-professional collaboration. Accordingly, the spiritual care program should be designed, implemented, and evaluated.

Learning from experience in a National Healthcare System: organizational dynamics that enable or inhibit change processes.

OBJECTIVE: To study the organizational dynamics that either enable or inhibit the changes needed by the system for the ongoing organizational development of the major acute general public hospital in Malta. SETTING: The main public acute general hospital in Malta. Malta is the main island of a small archipelago in the Mediterranean with a total population reaching around 460 000. DESIGN AND PARTICIPANTS: This qualitative study utilized two major research methods: action research and in-depth interviews. Data collection and analysis were guided by the grounded theory paradigm and operated within a constructivist and informed grounded theory approach. The action research was conducted through the documentation and interpretation of a practitioner-researcher experience working within a multi-disciplinary hospital team consisting of up to 15 members from different healthcare professional groups. The in-depth interviews involved 25 interviewees using theoretical sampling techniques. RESULTS: The findings affirmed the high potential and capabilities of the hospital workforce. This potential is nonetheless susceptible to be affected and gradually transformed by identified organizational and external forces into a workforce that is highly territorial, cynical and showing lack of 'ownership' of the organizational vision and objectives. The organizational culture, structures, systems and leadership as well as external factors that were frequently rooted at the national level were identified as strong impacting and underlying factors. CONCLUSIONS: A theoretical framework was generated depicting a vicious circle that needs to be broken to enable the desired organizational development and learning. This additional knowledge can be used by and inspire other organizations operating within comparable conditions.

Saskatchewan's Successful Strategy for Surgical Waitlist Reduction.

By 2015, Saskatchewan's surgical wait times, once among Canada's longest, were arguably the nation's shortest. This paper highlights the principal strategies that were implemented to address the exceptionally lengthy surgical wait times in Saskatchewan's SHR. These included the province's funding the establishment of a fair operating room allocation system, a centralized provincial surgery registry, integration of priority scoring tools and creation of the Saskatchewan Surgical Care network. This coordinated backdrop facilitated the integration of Lean principles, hospital service consolidation, private third-party surgical care delivery services and policy direction setting by the provincial government.

Impact of kitchen organization on oral intake of malnourished inpatients: A two-center study / Impacto de la organización de la cocina hospitalaria en la ingesta del paciente malnutrido: estudio de dos centros

Aim: To determine the impact of the type of hospital kitchen on the dietary intake of patients. Methods: A cross-sectional, two-centre study, of cooking in a traditional kitchen (TK) and in a chilled kitchen (CK). Subjective global assessment (SGA) was used for nutritional diagnosis. Before study start, a dietician performed a nutritional assessment of the menus of each hospital. All dishes were weighed upon arrival to the ward and at the end of the meal. Results: 201 and 41 patients from the centres with TK and CK respectively were evaluated. Prevalence of malnutrition risk was 50.2% at the hospital with TK and 48.8% at the hospital with CK (p=0.328). Forty-eight and 56 dishes were nutritionally evaluated at the hospitals with TK and CK respectively. Intake analysis consisted of 1993 and 846 evaluations in the hospitals with TK and CK respectively. Median food consumption was 76.83% at the hospital with TK (IQR 45.76%) and 83.43% (IQR 40.49%) at the hospital with CK (p<0.001). Based on the prevalence of malnutrition, a higher protein and energy intake was seen in malnourished patients from the CK as compared to the TK hospital, but differences were not significant after adjustment for other factors. Conclusions: Cooking in a chilled kitchen, as compared to a traditional kitchen, may increase energy and protein intake in hospitalized patients, which is particularly beneficial for malnourished patients (AU)

Objetivo: Determinar el impacto de la organización de la cocina hospitalaria en la ingesta dietética del paciente hospitalizado. Metodología: Estudio transversal, realizado en dos centros hospitalarios, uno con cocina tradicional (CT) y otro con cocina en línea fría (CLF). La valoración subjetiva global fue empleada para el diagnóstico nutricional. Una dietista-nutricionista realizó una calibración nutricional de los platos y los menús de cada hospital antes de empezar el estudio. La técnica de valoración de la ingesta fue la pesada de alimentos antes y después de la ingesta, siempre en presencia del paciente. Resultados: Fueron reclutados 201 pacientes del centro con CT y 41 del CLF. La prevalencia de riesgo de desnutrición fue del 50,2% en el CT y de 48,8% en el CLF (p=0,328). En el CT fueron valorados nutricionalmente 48 platos y 56 del CLF. Respecto al análisis de la ingesta, se realizaron 1.993 registros en el centro CT y 846 en el centro CLF. La mediana de ingesta en el CT fue de 76,83% (RIC 45,76%) y 83,43% (RIC 40,49%) en el CLF (p<0,001). Teniendo en cuenta la prevalencia de malnutrición, se observó una mayor ingesta proteica y energética en pacientes malnutridos en el CLF en comparación con el CT, aunque estas diferencias no fueron significativas tras ajustarlas a diferentes factores de confusión. Conclusiones: Cocinar en una cocina en línea fría podría mejorar la ingesta calórica y proteica del paciente hospitalizado, especialmente en pacientes malnutridos (AU)

The process of defining the hospital care profile in federal hospitals in the city of Rio de Janeiro, Brazil. / O processo de conformação do perfil assistencial nos hospitais federais da cidade do Rio de Janeiro, Brasil.

This article analyzes the process of shaping the care profile of federal hospitals in the city of Rio de Janeiro. This is a qualitative, descriptive study that draws on semi-structured interviews with hospital administrators. Data analysis used the Collective Subject Discourse approach. Managers believe this process is the result of a set of emerging strategies, proposals and need for change, which result in adaptive reactions that hospitals develop with no coordination between them to resolve problems identified by professionals and managers. The process is analyzed much more from a political point of view than from a rational and systemic one. Some of the experience with the hospital mission, such as the focus on a strategic approach, already signals a more collegiate approach to defining the profile of care, where the hospital is one component of an integrated network of services, with a decision process that is less incremental and more integrating.

O processo de conformação do perfil assistencial nos hospitais federais da cidade do Rio de Janeiro, Brasil / The process of defining the hospital care profile in federal hospitals in the city of Rio de Janeiro, Brazil

Resumo Este artigo analisa o processo de conformação do perfil assistencial nos hospitais federais no município do Rio de Janeiro. Trata-se de um estudo descritivo, de abordagem qualitativa e que utilizou entrevistas semiestruturadas realizadas junto a gestores hospitalares. A análise dos dados foi realizada a partir da formação do Discurso do Sujeito Coletivo. Na percepção dos gestores esse processo é decorrente de um conjunto de estratégias emergentes, as propostas e as necessidades de mudança se constituem de reações adaptativas que as unidades desenvolvem de forma desarticulada visando à resolução de problemas identificados pelos profissionais e gestores. O processo é considerado muito mais a partir de uma perspectiva política do que racional e sistêmica. Algumas experiências de trabalho com a missão hospitalar, como o enfoque da démarche stratégique, já apontam para uma construção mais colegiada na definição do perfil assistencial, que considera o hospital como componente de uma rede integrada de serviços e que adota um processo de decisão menos incremental e mais integrador.

Abstract This article analyzes the process of shaping the care profile of federal hospitals in the city of Rio de Janeiro. This is a qualitative, descriptive study that draws on semi-structured interviews with hospital administrators. Data analysis used the Collective Subject Discourse approach. Managers believe this process is the result of a set of emerging strategies, proposals and need for change, which result in adaptive reactions that hospitals develop with no coordination between them to resolve problems identified by professionals and managers. The process is analyzed much more from a political point of view than from a rational and systemic one. Some of the experience with the hospital mission, such as the focus on a strategic approach, already signals a more collegiate approach to defining the profile of care, where the hospital is one component of an integrated network of services, with a decision process that is less incremental and more integrating.

Infection control in Polish medical wards--data from the PROHIBIT project.

INTRODUCTION: Nosocomial infections and the problem of their surveillance concern all patients, including patients treated in medical wards. The objective of the study was to ewaluate selected infection control practices in Polish medical wards in comparison with wards of European hospitals. MATERIAL AND METHODS: The study was conducted by means of a standardized questionnaire fullfiled by a total of 506 wards, including 10 Polish, in 24 European countries, as a part of the PROHIBIT project. RESULTS: The median number of beds in Polish wards (PW) was 35 vs. 30 in European ones (EW), while the proportion of beds in single rooms in Poland were almost ten times lower than in Europe. The number of nurses employed in PW was similar to EW. In all PW alcohol-based handrub solutions were available in more than 76% points of care and it was better situation than in EW. Similar situation in PW and EW was observed in case of existence of written procedure of UTI and CDI prevention. Differences between PW and EW were observed in the manner of usage of close drainage system in catheterized patients and in consumption of alcohol-based handrubs. CONCLUSIONS: In Poland, selected component of infection control is a challenge for the future and its implementation and realization require increasing the awareness of both medical staff and the management of hospitals.

[Interfaces in outpatient and inpatient rheumatological treatment]. / Schnittstellen in der ambulanten und stationären rheumatologischen Versorgung.

In healthcare the term interface describes the communication and the sharing of responsibilities between different aspects of medical care und the different professional groups in medicine. It enables cooperation without conflicts and can contribute to an improvement of healthcare and reduce healthcare costs. The postgraduate professional education, medical guidelines and therapy recommendations are an important basis for the definition of interfaces. The definition of such an interface between different healthcare groups is essential for the implementation of selective contracts with health insurance companies. An appropriate health care interface between general practitioners and rheumatologists has been defined as well as between hospital and ambulant rheumatology treatment. The division of responsibilities between orthopedists and rheumatologists is still under discussion. A proposal for such an interface from the point of view of rheumatology is presented.

Leadership for evidence-based practice: strategic and functional behaviors for institutionalizing EBP.

BACKGROUND: Making evidence-based practice (EBP) a reality throughout an organization is a challenging goal in healthcare services. Leadership has been recognized as a critical element in that process. However, little is known about the exact role and function of various levels of leadership in the successful institutionalization of EBP within an organization. AIMS: To uncover what leaders at different levels and in different roles actually do, and what actions they take to develop, enhance, and sustain EBP as the norm. METHODS: Qualitative data from a case study regarding institutionalization of EBP in two contrasting cases (Role Model and Beginner hospitals) were systematically analyzed. Data were obtained from multiple interviews of leaders, both formal and informal, and from staff nurse focus groups. A deductive coding schema, based on concepts of functional leadership, was developed for this in-depth analysis. RESULTS: Participants' descriptions reflected a hierarchical array of strategic, functional, and cross-cutting behaviors. Within these macrolevel "themes," 10 behavioral midlevel themes were identified; for example, Intervening and Role modeling. Each theme is distinctive, yet various themes and their subthemes were interrelated and synergistic. These behaviors and their interrelationships were conceptualized in the framework "Leadership Behaviors Supportive of EBP Institutionalization" (L-EBP). Leaders at multiple levels in the Role Model case, both formal and informal, engaged in most of these behaviors. LINKING EVIDENCE TO ACTION: Supportive leadership behaviors required for organizational institutionalization of EBP reflect a complex set of interactive, multifaceted EBP-focused actions carried out by leaders from the chief nursing officer to staff nurses. A related framework such as L-EBP may provide concrete guidance needed to underpin the often-noted but abstract finding that leaders should "support" EBP.

[Interface between university medicine and patient care]. / Schnittstelle universitäre Medizin und Patientenversorgung.

The working profile of university hospitals includes medical education, research and implementation of medical innovations as well as large volume patient care. University hospitals offer inpatient, day care and outpatient care which are of essential value for many patients. Besides their primary role in treating rare and orphan diseases and complex cases, they increasingly support general patient care. There are different kinds of outpatient access and treatment options available. The funding of university hospitals and clinics is based on general university funding, income from third party funds for research, income from patient care and funding from the federal states for investments. In recent years these institutions have suffered more and more from economic deficits, a lack of investment and inadequate funding whereby high performance medicine cannot be sufficiently supported. Professors are developing into scientific managers and are frequently assessed by economic outcome and competitiveness. At the same time they are embedded in the structures of the university and are not in the position to make decisions on their own, in contrast to doctors in private practices. Therefore, processes, necessary investments and restructuring are significantly delayed. There is a need to develop strategies for long-term funding and providing university hospitals and clinics with the means to deliver the necessary services.

[Ambulatory healthcare center in the context of a rheumatology clinic]. / Rheumatologisches Medizinisches Versorgungszentrum an einer Akutklinik.

BACKGROUND: The chronic nature of most rheumatic diseases, the complexity of the course of the disease and types of therapy used necessitate a close interlocking of inpatient and outpatient treatment options. Some years ago in Germany the interdisciplinary outpatient and inpatient treatment was facilitated by statutory regulations. As the number of rheumatologists in private practice is not sufficient to provide adequate rheumatologic outpatient healthcare, the improvement of interface points between outpatient and inpatient care becomes more important. There are various ways for hospitals to take part in outpatient care, one of which is the foundation of an ambulatory healthcare center. METHODS: The introduction and integration of a medical healthcare center is described using an example. RESULTS: Against the background of insufficient rheumatology outpatient care in Cologne a city with 1 million inhabitants, the establishment of a rheumatology outpatient healthcare center at Porz am Rhein which is the only rheumatology clinic in this region is described.

Assessing organizational capacity for achieving meaningful use of electronic health records.

BACKGROUND: Health care institutions are scrambling to manage the complex organizational change required for achieving meaningful use (MU) of electronic health records (EHR). Assessing baseline organizational capacity for the change can be a useful step toward effective planning and resource allocation. PURPOSE: The aim of this article is to describe an adaptable method and tool for assessing organizational capacity for achieving MU of EHR. Data on organizational capacity (people, processes, and technology resources) and barriers are presented from outpatient clinics within one integrated health care delivery system; thus, the focus is on MU requirements for eligible professionals, not eligible hospitals. METHODS: We conducted 109 interviews with representatives from 46 outpatient clinics. FINDINGS: Most clinics had core elements of the people domain of capacity in place. However, the process domain was problematic for many clinics, specifically, capturing problem lists as structured data and having standard processes for maintaining the problem list in the EHR. Also, nearly half of all clinics did not have methods for tracking compliance with their existing processes. Finally, most clinics maintained clinical information in multiple systems, not just the EHR. The most common perceived barriers to MU for eligible professionals included EHR functionality, changes to workflows, increased workload, and resistance to change. PRACTICE IMPLICATIONS: Organizational capacity assessments provide a broad institutional perspective and an in-depth clinic-level perspective useful for making resource decisions and tailoring strategies to support the MU change effort for eligible professionals.

A theoretical framework for holistic hospital management in the Japanese healthcare context.

OBJECTIVE: This paper develops a conceptual framework for performance measurement as a pilot study on holistic hospital management in the Japanese healthcare context. METHODS: We primarily used two data sources as well as expert statements obtained through interviews: a systematic review of literature and a questionnaire survey to healthcare experts. The systematic survey searched PubMed and PubMed Central, and 24 relevant papers were elicited. The expert questionnaire asked respondents to rate the degree of "usefulness" for each of 66 indicators on a three-point scale. RESULTS: Applying the theoretical framework, a minimum set of performance indicators was selected for holistic hospital management, which well fit the healthcare context in Japan. This indicator set comprised 35 individual indicators and several factors measured through questionnaire surveys. The indicators were confirmed by expert judgments from viewpoints of face, content and construct validities as well as their usefulness. CONCLUSION: A theoretical framework of performance measurement was established from primary healthcare stakeholders' perspectives. Performance indicators were largely divided into healthcare outcomes and performance shaping factors. Indicators in the former category may be applied for the detection of operational problems, while their latent causes can be effectively addressed by the latter category in terms of process, structure and culture/climate within the organization.

Evolution of physician-hospital alignment models: a case study of comanagement.

BACKGROUND: Recently, quality, financial, and regulatory demands have driven physicians to seek alignment opportunities with hospitals. The motivation for alignment on the part of physicians and hospitals is now accelerating because the new paradigm under healthcare reform requires an increased focus on improving quality, cost, and efficiency. QUESTIONS/PURPOSES: We (1) identify the key drivers for physician-hospital alignment models; (2) summarize comanagement as a physician-hospital alignment model; and (3) explore a detailed case study of comanagement as an option to better align physicians with hospital goals on quality, safety, and outcomes. METHODS: A Medline abstract review was performed that identified 45 references that discuss options for physician-hospital alignment. None of the articles identified provide a detailed example of successful alignment structures. A detailed case study of a successful comanagement alignment program is reviewed. RESULTS: The key drivers for alignment are inpatient growth rates, declining reimbursements, and the opportunity to improve quality, decrease costs, and increase efficiency. Two general strategies of alignment involve noneconomic and/or economic integration. In our example, comanagement with economic integration was chosen as the preferred structure for physician-hospital alignment. CONCLUSIONS: The choice of structure will vary depending on the existing relationships and governance of the hospital and the physicians in the targeted area of focus. The measure of success in building physician-hospital alignment is measured in improvements in care for the patient, reduced cost of care delivery, and improved relations between physicians and hospital leadership.

Orthopaedist-hospital alignment in a community setting.

BACKGROUND: Physician-hospital alignments are becoming more common in today's healthcare environment. In the community setting, these relationships can impact quality of care as well as physician and hospital bottom lines. Alignment strategies take many different forms and can be advantageous to both the community orthopaedist and the community hospital, but certain key factors must be present to prevent a failed effort. Both the physician and hospital must be clear about their goals and expectations to overcome barriers and ensure success. QUESTIONS/PURPOSES: We outline alignment strategies, goals, expectations, and implementation of a community-based, hospital alignment program and key factors that must be present to prevent a failed effort. SEARCH STRATEGY: We queried PubMed and the AAOS web site for the terms "physician hospital alignment", "hospital physician alignment", and "clinical integration". We initially identified 65 articles and identified 19 that described the formation, evaluation, and examples of community hospital alliances. RESULTS: In 2012, multiple business arrangements have been developed to deal with this vision for our healthcare future. One of these strategies known as alignment is generally considered to be a relationship among patients, orthopaedic surgeons, and stakeholders to fulfill these quality benchmarks and deliver improved quality care. Community practices have unique developmental barriers that must be negotiated for this process to be successful. CONCLUSIONS: The majority of hospital-based, orthopaedic care is practiced in the community settings far away from large, urban medical centers. Despite the relatively rural nature of these orthopaedic practices, patients, physicians, and all other orthopaedic stakeholders share a common goal of providing safe, quality health care at an affordable price.