ABSTRACT
Part 1 of this two-part article (January-February 2001 issue) on a health care system's response to domestic violence (DV) described the process St. Joseph Mercy Health System (Ann Arbor, MI) followed to develop policies and procedures for identifying and intervening in DV cases among its patients. In Part 2, Continuum reports on the 2000 SSWLHC Conference presentation by the co-author of that article--Susan Kheder, MSW, ACSW, Program Director, Women's Health Services. Kheder explains how effectively implementing the new DV policy has depended on a long-term effort to foster cultural change among the professional staff and all system employees.
Subject(s)
Domestic Violence/prevention & control , Inservice Training/organization & administration , Organizational Culture , Organizational Policy , Personnel, Hospital/education , Attitude of Health Personnel , Emergency Service, Hospital/organization & administration , Michigan , Personnel, Hospital/psychology , Referral and Consultation , Social Work Department, Hospital/organization & administrationSubject(s)
Caregivers , Home Nursing , Needs Assessment , Program Development , Social Work Department, Hospital/organization & administration , Benchmarking , Continuity of Patient Care , Cultural Characteristics , Financing, Organized , Focus Groups , Inservice Training/organization & administration , New York , Organizational Innovation , Organizational Objectives , Social Work Department, Hospital/economics , Social Work Department, Hospital/standards , Total Quality ManagementSubject(s)
Case Management/organization & administration , Job Description , Social Work Department, Hospital/standards , Cooperative Behavior , Documentation , Guidelines as Topic/standards , Hospitals, University , Length of Stay , Risk , Risk Management , Social Work Department, Hospital/legislation & jurisprudence , Tennessee , United StatesSubject(s)
Continuity of Patient Care/organization & administration , Health Facility Merger/organization & administration , Multi-Institutional Systems/organization & administration , Professional Staff Committees/organization & administration , Guidelines as Topic , Organizational Case Studies , Organizational Culture , Organizational Policy , PennsylvaniaSubject(s)
Child Abuse, Sexual/legislation & jurisprudence , Hospitals, Pediatric/organization & administration , Child , Child Abuse, Sexual/diagnosis , Child Abuse, Sexual/therapy , Child Advocacy , Delaware , Emergency Service, Hospital , Humans , Patient Care Management , Patient-Centered Care , Philadelphia , Police , Referral and Consultation , Social WorkSubject(s)
Models, Organizational , Patient Care Planning/organization & administration , Physicians, Family , Social Work Department, Hospital , Community Health Services/economics , Community Health Services/organization & administration , Continuity of Patient Care/organization & administration , Program Evaluation , United StatesSubject(s)
Accreditation/organization & administration , Hospital Administration/standards , Joint Commission on Accreditation of Healthcare Organizations , Hospital Administration/methods , Interdepartmental Relations , Patient Care Team/standards , Planning Techniques , Quality of Health Care , United StatesSubject(s)
Continuity of Patient Care/organization & administration , Hospitals, Veterans/organization & administration , Ill-Housed Persons , Social Work Department, Hospital/organization & administration , Veterans , Community Health Centers/organization & administration , Community-Institutional Relations , Program Development/methods , TexasABSTRACT
Health promotion encompasses a wide range of services, including health information, health education, wellness, and employee health programs--important efforts, but hardly life-or-death matters. So with increased pressure to put programs to an institutional "worth" test, few health promotion programs make the grade, not because they fail, but because their managers do not know how to document and demonstrate their contributions to hospital goals. The tools that can be used to track program impact range from simple hand-written record keeping on file cards to more complicated and computer-supported systems of data gathering and analysis. It is a mistake to assume that only computer-based systems can yield meaningful information. In the documentation process it may be necessary to start small, but it is necessary to start. Sound management decisions depend on practical evidence that a program is helping a hospital's operations. When one hospital implemented an employee assistance program, program managers set out to document how the program saved the hospital money, improved the work environment, and improved quality of care. At another hospital, the manager of the inpatient cardiac rehabilitation program enlisted the assistance of the medical records department to document to the hospital that patients not in the program had longer lengths of stay than program participants.
