On the evening of July 9, 2016, I was nervous about the “sharing and learning session” I was to facilitate at Sitaram Bhartia the next day. This was going to be the first-of-its-kind session at the hospital where five teams were going to share their improvement stories with each other. Neither were they going to showcase their work to management nor to an audience outside the hospital.
“We discussed this internally but don’t feel we have the bandwidth to travel to Mexico” I wrote to Sue Gullo, director of the Institute for Healthcare Improvement, in reply to her invitation to submit an abstract for the Global Maternal and Newborn Healthcare Conference. I also wondered if the conference would be relevant for someone like me,
When I was asked to register for the IHI/BMJ International Forum on Quality & Safety in Healthcare I was a bit concerned. Being a consultant obstetrician and gynaecologist in a small non-profit hospital in Delhi, I wondered whether the conference would be applicable for our setting because many of the topics seemed related to public health.
“A leader must be able to define an ideal state and get people enthused about moving towards it” said Dr Prab Prabhakar, a consultant paediatric neurologist at the Great Ormond Street Hospital (GOSH), as we sat down together in my office. I had met Dr Prabhakar a few months ago in London and was pleased that he was taking a day out of his vacation in India to visit us.
Every year we celebrate International Nurses Day on Florence Nightingale’s birthday. In our hospital it’s a time when nurses dress up in their best, renew their pledge to serve, collect awards, and put on a cultural program. For the third year in a row I was asked to say a few words. Last year I had discussed how our newly introduced Training Within Industry (TWI) program had helped reduce nursing complaints,
Sixty-four different sites – many with high rates of child poverty and complex long-term conditions; high proportion of ethnic minorities; 14 care-commissioning groups who demand different quality metrics; and a focus on mental health and community care – not the most remunerative areas in healthcare.
Yes, according to Dr. Farris Timimi , a cardiologist at Mayo Clinic who is medical director of Mayo Clinic Center for Social Media . In fact he goes as far as to say that physicians’ participation in social media is a moral imperative and part of being professional. He says that patients are spending time online seeking health information and support and that represents both an opportunity and a moral obligation for providers.
I skipped breakfast and arrived a good half-hour earlier than the scheduled start time, not wanting to risk being late for my first WHO Expert Consultation. When I had received the invitation to participate in developing a framework for Patient and Family engagement several weeks ago, I remember feeling honored. I was excited by the prospect of making a contribution at a global level and developing new relationships that could help our hospital continue along our journey of improving safety and transparency (see my earlier blog posts on the start of our safety journey and on disclosing our caesarean section rate).
“I have greater assurance about product quality and service quality when I walk into a Sagar for a snack than when I go into a hospital!” (Sagar is a chain of restaurants in Delhi best known for serving South Indian food.) I have often said this to our consultants and managers to illustrate the unacceptably low levels of reliability in most healthcare delivery encounters – including at our hospital.