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Surgical Integrated Care Pathway Development: Compliance and Staff Satisfaction

Surgical Integrated Care Pathway Development: Compliance and Staff Satisfaction ICP APPLICATION Surgical integrated care pathway development: compliance and staff satisfaction Laura M Miller and Karen P Nugent University Su@cal Unit, Southampton General Hospital, UK patient without waiting for doctors rounds, as a path- I NTROD UC T I0 N way should be closely followed unless a patient’s The British government’s recent White Paper’ stated observations alert staff to a ~ariance.~ Care can also that a ‘framework through which NHS organisations be synchronised between care professionals, resulting are accountable for continuously improving the in a niultidisciplinary approach to care. All the vari- quality of their service and safeguarding the high ous professions’ records regarding a patient’s care are standards of care by creating an environment in kept together allowing the patient to be viewed as a which excellence in clinical care flourishes’, should ‘whole’, allowing easier collaborations and highlight- be developed. Integrated care pathways (ICPs) fit this ing each profession’s role within a patient’s pathway, definition perfectly. It would be ignorant to believe hopefully reducing repetition of tasks and eliminating that care pathways are the sole and perfect method of missed areas of care. New and temporary staff (i.e. implementing care as set out in the White Paper, but http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Integrated Care Pathways SAGE

Surgical Integrated Care Pathway Development: Compliance and Staff Satisfaction

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References (7)

Publisher
SAGE
Copyright
© 2003 SAGE Publications
ISSN
1473-2297
DOI
10.1177/147322970300700106
Publisher site
See Article on Publisher Site

Abstract

ICP APPLICATION Surgical integrated care pathway development: compliance and staff satisfaction Laura M Miller and Karen P Nugent University Su@cal Unit, Southampton General Hospital, UK patient without waiting for doctors rounds, as a path- I NTROD UC T I0 N way should be closely followed unless a patient’s The British government’s recent White Paper’ stated observations alert staff to a ~ariance.~ Care can also that a ‘framework through which NHS organisations be synchronised between care professionals, resulting are accountable for continuously improving the in a niultidisciplinary approach to care. All the vari- quality of their service and safeguarding the high ous professions’ records regarding a patient’s care are standards of care by creating an environment in kept together allowing the patient to be viewed as a which excellence in clinical care flourishes’, should ‘whole’, allowing easier collaborations and highlight- be developed. Integrated care pathways (ICPs) fit this ing each profession’s role within a patient’s pathway, definition perfectly. It would be ignorant to believe hopefully reducing repetition of tasks and eliminating that care pathways are the sole and perfect method of missed areas of care. New and temporary staff (i.e. implementing care as set out in the White Paper, but

Journal

Journal of Integrated Care Pathways – SAGE

Published: Apr 1, 2003

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