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Article
Publication date: 6 January 2022

Bianca Buijck, Bert Vrijhoef, Monique Bergsma and Diederik Dippel

To organize stroke care, multiple stakeholders work closely together in integrated stroke care services (ISCS). However, even a well-developed integrated care program needs a…

120

Abstract

Purpose

To organize stroke care, multiple stakeholders work closely together in integrated stroke care services (ISCS). However, even a well-developed integrated care program needs a continuous quality improvement (CQI) cycle. The current paper aims to describe the development of a unique peer-to-peer audit framework, the development model for integrated care (DMIC), the Dutch stroke care standard and benchmark indicators for stroke.

Design/methodology/approach

A group of experts was brought together in 2016 to discuss the aims and principles of a national audit framework. The steering group quality assurance (SGQA) consisted of representatives of a diversity of professions in the field of stroke care in the Netherlands, including managers, nurses, medical specialists and paramedics.

Findings

Auditors, coordinators and professionals evaluated the framework, agreed on that the framework was easy to use and valued the interesting and enjoyable audits, the compliments, feedback and fruitful insights. Participants consider that a quality label may help to overcome necessity issues and have health care insurers on board. Finally, a structured improvement plan after the audit is needed.

Originality/value

An audit offers fruitful insights into the functioning of an ISCS and the collaboration therein. Best practices and points of improvement are revealed and can fuel collaboration and the development of partnerships. Innovative cure and care may lead to an increasing area of support among professionals in the ISCS and consequently lead to improved quality of delivered stroke care.

Details

Journal of Integrated Care, vol. 30 no. 2
Type: Research Article
ISSN: 1476-9018

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Available. Content available
Article
Publication date: 22 July 2019

Hubertus Johannes Maria Vrijhoef and Axel Kaehne

538

Abstract

Details

Journal of Integrated Care, vol. 27 no. 3
Type: Research Article
ISSN: 1476-9018

Available. Open Access. Open Access

Abstract

Purpose

To ensure that more people will benefit from integrated care initiatives, scaling-up of successful initiatives is the way forward. However, new challenges present themselves as knowledge on how to achieve successful large-scale implementation is scarce. The EU-funded project SCIROCCO uses a step-based scaling-up strategy to explore what to scale-up, and how to scale-up integrated care initiatives by matching the complementary strengths and weaknesses of five European regions involved in integrated care. The purpose of this paper is to describe a multi-method evaluation protocol designed to understand what factors influence the implementation of the SCIROCCO strategy to support the scaling-up of integrated care.

Design/methodology/approach

The first part of the protocol focuses on the assessment of the implementation fidelity of the SCIROCCO step-based strategy. The objective is to gain insight in whether the step-based strategy is implemented as it was designed to explore what works and does not work when implementing the scaling-up strategy. The second part concerns a realist evaluation to examine what it is about the SCIROCCO’s strategy that works for whom, why, how and in which circumstances when scaling-up integrated care.

Findings

The intended study will provide valuable information on the implementation of the scaling-up strategy which will help to explain for what specific reasons the implementation succeeds and will facilitate further improvement of project outcomes.

Originality/value

The expected insights could be useful to guide the development, implementation and evaluation of future scaling-up strategies to advance the change towards more sustainable health and care systems.

Details

Journal of Integrated Care, vol. 27 no. 3
Type: Research Article
ISSN: 1476-9018

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Article
Publication date: 3 May 2011

Bert Meijboom, Saskia Schmidt‐Bakx and Gert Westert

The purpose of the present paper is to discuss organisational problems that occur in situations that are complex because the treatment of patients requires input from multiple…

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Abstract

Purpose

The purpose of the present paper is to discuss organisational problems that occur in situations that are complex because the treatment of patients requires input from multiple health care providers, and to argue conceptually how to resolve these problems by using SCM practices.

Design/methodology/approach

First SCM, being related to settings where several companies contribute to the production of one particular product, will be discussed in general. Since patient care is about service provision, the next to be examined will be service supply chains. Subsequently, major challenges in patient‐oriented care provision follow in settings where several health care providers are involved, based on which opportunities for applying SCM in patient care will be presented.

Findings

Based on literature addressing country comparisons of patient experiences, four major problem categories are distinguished: communication, patient safety, waiting times, and integration. Although problems also occur within organisational boundaries, the steps from one provider to the next generally represent the weakest spots in a system of health care providers. By applying insights from SCM, these problems can be tackled.

Practical implications

Problems with communication and integration might well benefit from the nomination of care coordinators. Information gathering and processing, i.e. both the availability of medical records of individual patients and information on provider performance, has to be improved. Breaking down functional barriers between care “silos”, within health care providers as well as inter‐organisationally, is a necessary condition for enhanced patient‐centred integration. Policy should also stimulate the provision of more coordinated services, for example, through integral cost prices for separate diseases (“case‐mixed accounting”).

Originality/value

This paper contributes to the emerging literature on using industrial processes or applying business concepts in health care. More specifically, insights from SCM are presented that contribute to patient‐oriented integration in situations where patients' needs cannot be fulfilled by one single (type of) institute. A supply chain perspective on patient care, combined with cross‐functional and cross‐organisational teams, continuous integration practices, lead time control, and appropriate information technology, shows to be promising.

Details

Supply Chain Management: An International Journal, vol. 16 no. 3
Type: Research Article
ISSN: 1359-8546

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