A 10-Year Journey Toward an Accountable and Sustainable Patient-Centered Care Model

2.50
Hdl Handle:
http://hdl.handle.net/10755/621509
Category:
Full-text
Format:
Text-based Document
Type:
Presentation
Level of Evidence:
N/A
Research Approach:
N/A
Title:
A 10-Year Journey Toward an Accountable and Sustainable Patient-Centered Care Model
Other Titles:
Creating Patient-centered Care
Author(s):
Aguilera, Jose M.; Walker, Kim N.
Lead Author STTI Affiliation:
Xi Omicron
Author Details:
Jose M. Aguilera, MNA, MCom, RN, FCNA, AFACHSM, Professional Experience: Adjunct Professor Jose Aguilera has 39 years experience in health care in the public and private sectors and has held senior clinical and management positions in both. Jose led SVPH in becoming the first private hospital in Australia to be awarded the prestigious Magnet Recognition Program® designation in May 2011 and redesignated in April 2016. Author Summary: Jose Aguilera is the Director of Nursing and Clinical Services at St Vincent’s Private Hospital [SVPH], Sydney. He holds Masters Qualifications in Nursing Administration and Commerce. Is an Adjunct Professor with the Australian Catholic University ACU; an Adjunct Associate Professor with the University of Tasmania; a Fellow of the Australian College of Nursing; an Associate Fellow of the Australian College of Health Services Management [ACHSM] and a member of the Sigma Theta Tau International.
Abstract:

Purpose:  The provision of an accountable and sustainable healthcare system is a major challenge worldwide. The delivery of a patient-centred care model that is accessible, safe, reliable and affordable remains elusive for many organisations. Over the past decade, St Vincent’s Private Hospital Sydney has implemented three frameworks – the Balanced Scorecard, the Magnet Recognition Program® and a revenue cycle management program – to address this challenge and strive towards the delivery of an accountable and sustainable patient-centred care model.The aim of this research was to analyse the financial, clinical and cultural impact of the three frameworks implemented at St Vincent’s Private Hospital to improve its overall performance and sustainability.

Methods:  The research design adopted was a modified sequential, explanatory mixed-method organisational single-case study design. The quantitative component of the study consisted of a cost-benefit analysis of the past 10 years of the implementation of the Balanced Scorecard, the Magnet Recognition Program® and a prospective analysis of the implementation of a revenue cycle management program. The qualitative component of the research study comprised semi-structured interviews and focus groups to analyse the impact of these frameworks on the participants’ roles and functions and linking their feedback with the findings of the quantitative component of the study.

Results:  The overall findings suggest that the combined impact of these three frameworks may have assisted St Vincent’s Private Hospital in its journey towards an accountable and sustainable patient-centred care model. The quantitative component of the study established that improved quality and safety outcomes, patient and staff experience, and greater efficiencies and savings may have been realised through the individual as well as the combined implementation of these frameworks. The qualitative component of the study explained the varying degrees of understanding of these frameworks by the nursing staff, and how the frameworks may have assisted them in achieving improved performance. In terms of the level of support for the three programs from the nursing staff, the study indicated that the Magnet Recognition Program® received the highest level, which was quite significant. The Balanced Scorecard was second in the level of support received and the revenue cycle management program was third.

Conclusion:

Analysis of the individual and cumulative impact of the Balanced Scorecard, the Magnet Recognition Program® and the revenue cycle management program, indicates that using these frameworks in combination may have assisted St Vincent’s Private Hospital in improving its overall performance. In addition, the findings of this research advocate and support the incorporation of these three frameworks into a single, integrated patient-centred care model. However, further research is required to test this proposition empirically.

Keywords:
Accountable and sustainable patient centred care model; Enablers of Safety, quality and patient experience; Performance improvement frameworks
Repository Posting Date:
16-Jun-2017
Date of Publication:
16-Jun-2017
Other Identifiers:
INRC17M17
Conference Date:
2017
Conference Name:
28th International Nursing Research Congress
Conference Host:
Sigma Theta Tau International
Conference Location:
Dublin, Ireland
Description:
Event Theme: Influencing Global Health Through the Advancement of Nursing Scholarship

Full metadata record

DC FieldValue Language
dc.language.isoen_USen
dc.type.categoryFull-texten
dc.formatText-based Documenten
dc.typePresentationen
dc.evidence.levelN/Aen
dc.research.approachN/Aen
dc.titleA 10-Year Journey Toward an Accountable and Sustainable Patient-Centered Care Modelen_US
dc.title.alternativeCreating Patient-centered Careen
dc.contributor.authorAguilera, Jose M.en
dc.contributor.authorWalker, Kim N.en
dc.contributor.departmentXi Omicronen
dc.author.detailsJose M. Aguilera, MNA, MCom, RN, FCNA, AFACHSM, Professional Experience: Adjunct Professor Jose Aguilera has 39 years experience in health care in the public and private sectors and has held senior clinical and management positions in both. Jose led SVPH in becoming the first private hospital in Australia to be awarded the prestigious Magnet Recognition Program® designation in May 2011 and redesignated in April 2016. Author Summary: Jose Aguilera is the Director of Nursing and Clinical Services at St Vincent’s Private Hospital [SVPH], Sydney. He holds Masters Qualifications in Nursing Administration and Commerce. Is an Adjunct Professor with the Australian Catholic University ACU; an Adjunct Associate Professor with the University of Tasmania; a Fellow of the Australian College of Nursing; an Associate Fellow of the Australian College of Health Services Management [ACHSM] and a member of the Sigma Theta Tau International.en
dc.identifier.urihttp://hdl.handle.net/10755/621509-
dc.description.abstract<p><strong>Purpose: </strong><span> The provision of an accountable and sustainable healthcare system is a major challenge worldwide. The delivery of a patient-centred care model that is accessible, safe, reliable and affordable remains elusive for many organisations. Over the past decade, St Vincent’s Private Hospital Sydney has implemented three frameworks – the Balanced Scorecard, the Magnet Recognition Program® and a revenue cycle management program – to address this challenge and strive towards the delivery of an accountable and sustainable patient-centred care model.The aim of this research was to analyse the financial, clinical and cultural impact of the three frameworks implemented at St Vincent’s Private Hospital to improve its overall performance and sustainability.</span></p> <p><strong>Methods: </strong> The research design adopted was a modified sequential, explanatory mixed-method organisational single-case study design. The quantitative component of the study consisted of a cost-benefit analysis of the past 10 years of the implementation of the Balanced Scorecard, the Magnet Recognition Program® and a prospective analysis of the implementation of a revenue cycle management program. The qualitative component of the research study comprised semi-structured interviews and focus groups to analyse the impact of these frameworks on the participants’ roles and functions and linking their feedback with the findings of the quantitative component of the study.</p> <p><strong>Results: </strong> The overall findings suggest that the combined impact of these three frameworks may have assisted St Vincent’s Private Hospital in its journey towards an accountable and sustainable patient-centred care model. The quantitative component of the study established that improved quality and safety outcomes, patient and staff experience, and greater efficiencies and savings may have been realised through the individual as well as the combined implementation of these frameworks. The qualitative component of the study explained the varying degrees of understanding of these frameworks by the nursing staff, and how the frameworks may have assisted them in achieving improved performance. In terms of the level of support for the three programs from the nursing staff, the study indicated that the Magnet Recognition Program® received the highest level, which was quite significant. The Balanced Scorecard was second in the level of support received and the revenue cycle management program was third.</p> <p><strong>Conclusion:</strong></p> <p>Analysis of the individual and cumulative impact of the Balanced Scorecard, the Magnet Recognition Program® and the revenue cycle management program, indicates that using these frameworks in combination may have assisted St Vincent’s Private Hospital in improving its overall performance. In addition, the findings of this research advocate and support the incorporation of these three frameworks into a single, integrated patient-centred care model. However, further research is required to test this proposition empirically.</p>en
dc.subjectAccountable and sustainable patient centred care modelen
dc.subjectEnablers of Safety, quality and patient experienceen
dc.subjectPerformance improvement frameworksen
dc.date.available2017-06-16T20:01:58Z-
dc.date.issued2017-06-16-
dc.date.accessioned2017-06-16T20:01:58Z-
dc.conference.date2017en
dc.conference.name28th International Nursing Research Congressen
dc.conference.hostSigma Theta Tau Internationalen
dc.conference.locationDublin, Irelanden
dc.descriptionEvent Theme: Influencing Global Health Through the Advancement of Nursing Scholarshipen
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