Maximizing service delivery: one OR's experience.
Hospitals are being forced to make strategic downsizing decisions at a rapid rate. Surgical services are frequently targeted as much of the related activity is deemed to be controllable. However, strategies that only focus on bed and operating room reductions do not always achieve desired results. This article describes the experience of one community hospital in controlling surgical costs over a five-year period. The keys to its success include evaluating and monitoring the outcome of strategic decisions, identifying and integrating the systems that comprise the surgical process, and ensuring the involvement of users in developing and implementing change.
Brown
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Peel Memorial Hospital, Brampton.
D001071:Appointments and Schedules; D002170:Canada; D003363:Cost Control; D017598:Efficiency, Organizational; D006745:Hospital Bed Capacity, 300 to 499; D006764:Hospitals, Community; D009873:Operating Rooms / Q000706:statistics & numerical data*; D017064:Process Assessment, Health Care; D011367:Professional Staff Committees; D013503:Surgery Department, Hospital / Q000191:economics / Q000458:organization & administration* / Q000706:statistics & numerical data; D013647:Task Performance and Analysis