This article documents an evaluation of a health district organizational change aimed at improving admission and discharge services. To this end, diverse staff from across the continuum of care were integrated and focused on facilitating, evaluating and coordinating timely and appropriate service access. Quantitative and qualitative methods were used to examine the impact of the change on stakeholders. Results revealed improvements in admission and discharge over a short period, but also illustrated challenges faced during implementation and areas for program development.
Get full access to this article
View all access options for this article.
References
1.
LeggatSGLeattPA. Framework for assessing the performance of integrated health delivery systems. Healthcare Management Forum1997; 10(1): 11–26.
2.
AsmundsonGJGJonesS. The Wascana Client-Centred Survey: Development and psychometric evaluation. Canadian Journal of Quality in Health Care1996; 13(1): 19–21.
3.
The Interqual Review System. Marlborough (MA): InterQual Products Group; 1996.
4.
BurroughsTECiraJCChartockPDavisARDunaganWC. Using root cause analysis to address patient satisfaction and other improvement opportunities. Journal on Quality Improvement2000; 26(8): 439–49.
5.
RogersEM. Diffusion of innovation. 3rd ed.New York: Free Press; 1995.
