In 2019, we set up a project consisting of eliminating the use of paper in the HR Management Area. The main goal focused on:
Sustainability: our commitment with the environment, and the importance of an adequate management which prioritizes the preservation of resources, should be wide ranging, and it should involve every department. In this spirit, the goal was to eliminate 90% of paper and the printing materials.
Intensifying focus on our professionals: eliminate everything that doesn’t add value, and can be automatized, to increase the availability of our staff for activities where their time and involvement does add value.
Assessment of physiological, psychological, sociological, and spiritual patient needs promote to identify overall hospitalized patient conditions. Manifested patient assessment changes often provide early warning signs that patient condition is deteriorating; therefore, requiring prompt intervention to prevent an adverse outcome, decreasing morbidity and mortality risk. In the fast-paced, resource-challenged healthcare environment today, exhaustive assessment can pose a challenge for the healthcare provider but is crucial to safe, quality care.
It is well known that any Health Organization that is committed to meet patients needs will take into account their experience and if possible, will co-design its services and processes towards a continuous improvement to ensure the adaptation of their changing requirements. A methodology that can be used to gather patient experience and co-designing ideas is Design Thinking.
Ms. Mudhar Al Adawi | Senior Nurse at Royal Hospital, Oman
The two hourly purposeful nursing rounds are evidence based practice that showed increased patients’ satisfaction. The project was structured according to the hospital, patients and staff values and needs. The key result in two hourly purposeful nursing rounds is patient satisfaction from basic needs during hospitalization as well as nursing task organization. As initial step and to build the culture of two hourly purposeful nursing rounds, paper based documents were used by nurses to verify that they have done their rounds. During COVID 19 Pandemic, all paper work was stopped and nurses verification was done through nursing notes.
Dr. Limya Alaradi | Coordinator of accreditation programs in primary healthcare sector at Ministry of Health, Kuwait
❑To date much of the work on healthcare accreditation has focused on the hospital sector.
❑The shift from treatment to prevention and the movement of care from hospital-based settings to primary care are key drivers for striving to
implement accreditation in Primary Healthcare Centres (PHC).
❑Accreditation is now very much linked to quality improvement.
❑There is currently an increase in investment towards primary care.
❑MOH in Kuwait chose Accreditation Canada to develop and finalize PHC standards, and provide the health care centres, through education and
training, with the capacity to successfully implement those standards.
Dr. Kalthoom AlBlooshi | Hospitals Department Director at Ministry of Health and Prevention, United Arab Emirates
The Ministry of Health and Prevention desires to utilize Clinical Analytics, Clinical Decision support and Evidence Based Medicine in reducing the morbidity and mortality from Ischemic stroke. As this process is highly protocolized, a health IT solution was required which will guide clinicians to provide this urgent care in a safe way and as per clinical evidence. The solution translates clinical evidence-based guidelines into computer understandable binary logic which include: automated Clinical Rules to order laboratory investigations, Urgent CT Head, 21-point thrombolytic Check list, Pre-agreed therapy plans for Thrombolysis, Auto Calculation of drug dosage and Appropriate prompts and alerts.
Toggle ContentBoosting the Surgical Process performance at Vall d’Hebron University Hospital
Vall d’Hebron Hospital planned a strategic deployment through its 4 surgical areas to enhance a cultural change among clinicians to lead a continuous improvement of both clinical and organizational practice. After 3 years of work, Vall d’Hebron Hospital has improved the Surgical Process by aligning institution’s strategy and patient needs. The main improved KPI (Key Performance Indicator) are general surgical block performance, patients undergoing surgery during guarantee time, surgery reprogramming, patients admitted in the hospital on the surgery and % of robotic surgery.