Plenary 1: The Hospital – A Staff Empowering ... - HPH-Conference

Parallel Sessions
Parallel Sessions 2: Thursday, April 12, 2007, 14.15-15.45
Integration of HP strategy and quality
into hospital governance
Ruedi Wyssen, Sabine Sahli
The Kantonsspital Baden AG / Switzerland has integrated the
HP strategy and quality into the hospital governance. The
hospital has 360 beds and 1400 staff members. Since 2005
the hospital has the label “Health Promoting Hospitals”.
In our presentation, we will focus on the hospital governance
and the transfer into practice. The items of the presentation
will be:
� HP and quality management:
� Strategy of the Swiss Network of HPH
� HP and EFQM
� Kantonsspital Baden AG:
� HP strategy and quality in the hospital governance
� HP organization and cooperation
� Conversion of the strategy and quality
� Empowerment and problems in practice
After the presentation we would like to discuss the following
questions:
� What are the experiences of the session members?
� How can we reinforce empowerment?
� How can we guarantee the success of the HP strategy and
quality?
Contact
Sabine SAHLI
Leiterin Pflege Frauen und Kinder
Kantonsspital Baden AG
Baden
5404 Baden
SWITZERLAND
+41 564 86 35 15
sabine.sahli@ksb.ch
http://www.ksb.ch
The integration of hospital accreditation
(HA) in establishing a sustainable
HPH
Marion C. Suski, Pantipya Sanguanchua,
Sutham Pinjaroen, Duangsamorn Boonpadung
Many countries have developed national hospital accreditation
programs, but few have also combined the HPH standards to
create one integrated hospital accreditation program. In this
study we wanted to determine if this integrated hospital accreditation
award is a critical success factor in establishing a
sustainable HPH. We also wanted to identify other critical
success factors, approaches, and behavior changes for successful
health promotion programs and chronic disease management.
The scope for chronic disease management programs
in Asia is tremendous.
22 hospitals were randomly selected according to size and
context in four geographical settings of the country. Eleven
hospitals at the initial stage of their quality improvement journey,
or level 1 of the accreditation process, were compared to
eleven hospitals who have achieved level 3, or their hospital
accreditation award including the HPH designation. This qualitative
comparative research focused on changes in behavior,
relationships, actions and activities of hospital staff, patients
and their families. Key patterns in organizational culture were
assessed and transformational quality journeys were documented
using the contemporary evaluation tool of outcome
mapping (Earl et al). In the accreditation process: context, core
values and criteria were deemed important as well as the
approach of the quality pathway to assess the chronic disease
management outcomes.
The critical success factors of an integrated accreditation
process and empowerment approaches at the regional and
local levels are key to potentially sustaining Health Promoting
Hospitals. The successful Health Promoting Hospitals use
empowering interventions in their routine work and culture,
thereby positively affecting behavior and lifestyle changes of
staff, patients and their families, and improving the ability of
chronic patients for self care. Policy and funding alone do not
ensure the sustainability of Health Promoting Hospitals.
Connex to HPH
This research demonstrates that health care must be seen as
a continuum, and can be successful in health promotion if the
system is totally integrated. Hospitals alone can not effect all
the changes necessary, but must be the causative agents for
building partnerships and relationships with their communities
for better health outcomes. Health Promoting Hospitals
achieved a paradigm shift from curative only to a balance
between curative and health promotion integrated in routine
work, while level 1 hospitals demonstrated pockets of behavior
changes mainly due to policy direction or external funding.
They were not able to achieve health promotion effectiveness
or lasting changes because they did not understand the learning
process, the "know how" and the critical success factors to
facilitate transference in their settings.
Contact
Duangsamorn BOONPADUNG
Chief Operating Officer
The Institute of Hospital Quality Improvement & Accreditation
(HA-Thailand)
2nd Fl., DMS 6 Bldg, Ngamvongvan Rd.,
11000 Nonthaburi (Bangkok)
THAILAND
+66 025 890 023
duangsa@ha.or.th
39