Issues in the Governance of Canadian Hospitals IV: Quality of Hospital Care

Hundert, Mark; Topp, Adam

doi:10.12927/hcq..16611

Cited by 4 publications

(4 citation statements)

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“…One approach for improving healthcare board performance in quality and patient safety draws on creating structures and processes analogous to financial oversight and performance review. In quality, like finance, goals need to be established, relevant indicators selected, progress monitored and appropriate action taken if goals are not achieved (Hundert and Topp 2003). The Saskatoon Health Region has adopted an approach that incorporates these elements.…”

Section: Executing Effective Governance For Quality and Safetymentioning

confidence: 99%

Designing Effective Governance for Quality and Safety in Canadian Healthcare

Baker

Denis²,

Pomey³

et al. 2010

hcq

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Section: Executing Effective Governance For Quality and Safetymentioning

confidence: 99%

Designing Effective Governance for Quality and Safety in Canadian Healthcare

Baker

Denis²,

Pomey³

et al. 2010

hcq

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“…This study found developing a data reporting framework was an important process in identifying the types of data needed, either in standalone reports or in indicator dashboards. A reporting framework can, through referencing quality dimensions, make apparent the need to identify a broad range of data to inform the task of evaluating healthcare quality [57, 58]. Additional healthcare quality governance tasks, such as oversight of quality priorities, can also be reflected in a reporting framework as shown in Table 6.…”

Section: Discussionmentioning

confidence: 99%

Understanding corporate governance of healthcare quality: a comparative case study of eight Australian public hospitals

Brown

2019

BMC Health Serv Res

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BackgroundPatients are sometimes harmed in the course of receiving hospital care. Existing research has highlighted a positive association between board engagement in healthcare quality activities and healthcare outcomes. However, most research has been undertaken through surveys examining board engagement in a limited number of governance processes. This paper presents evidence of a comprehensive range of processes related to governing healthcare quality undertaken at the corporate governance level. This provides a more detailed picture than previously described of how corporate governance of healthcare quality is enacted by boards and management.MethodsA comparative case study of eight Australian public hospitals was undertaken. Case studies varying is size and location were selected from two Australian states. Data collection included a review of key governance documentation, semi structured interviews with board members and senior management and an observation of a board quality committee meeting. Thematic analysis was undertaken to identify processes related to key tasks in governing healthcare quality.ResultsTwo key tasks in the corporate governance of healthcare quality, evaluating healthcare quality and overseeing quality priorities, were examined. Numerous processes related to these two tasks were found. Case studies, while found to be similar in engagement on previously identified processes, were found to differ in engagement in these additional processes. While generally low levels of engagement in processes of overseeing quality priorities were found, cases differed markedly in their engagement in evaluating healthcare quality processes. Additional processes undertaken at some case studies represent innovative and mature responses to the need for effective corporate governance of healthcare quality. In addition, a group of processes, related to broader governance taskwork, were found to be important in enabling effective corporate governance of healthcare quality.ConclusionThe work of governing healthcare quality, undertaken at the corporate governance level, is redefined in terms of these more detailed processes. This paper highlights that it is how well these key tasks are undertaken that is important in effective governance. When processes related to key tasks are omitted, the rituals of governance may appear to be satisfied but the responsibility may not be met. Boards and managers need to differentiate between common approaches to governance and practices that enable the fulfilment of governance responsibilities. This study provides practical guidance in outlining processes for effective corporate governance of healthcare quality and highlights areas for further examination.

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“…Assessment of available nurse skill level and subsequent nurse‐to‐patient allocation decisions are complex and require integration within an overarching risk management system in the ICU. Risk management within health care (as in all industries) is now reported as an essential component of best practice systems (Hundert & Topp 2003, Cooley & Gabriel 2004, Donawa 2004, Lazzari et al. 2004, Leibman & Hyman 2004).…”

Section: Intensive Care Staffing and Risk Managementmentioning

confidence: 99%

“…Critical to the notion of risk in health care is the belief that outcome‐focused, safe health care delivery is the primary objective (Hundert & Topp 2003, Lazzari et al. 2004).…”

Section: Intensive Care Staffing and Risk Managementmentioning

confidence: 99%