Healthcare Services Development in a Changing Society: Global Partnership for Addressing Quality Imperatives Within a Time of Cost Constraints

Tuesday, 31 July 2012: 3:30 PM

Moreen Donahue, DNP, RN, NEA-BC, FAAN
Nursing Administration, Danbury Hospital, Danbury, CT
Piera Poletti
Center for Nursing Education & Research, CEREF - Centro Ricerca e Formazione, 35132 Padova, Italy

Learning Objective 1: Describe partnership model between two healthcare institutions in different cultural environments (United States and Italy) to share lessons learned in a time of reduced resources.

Learning Objective 2: To identify collaborative projects generated as part of the partnership planning.

Purpose: Healthcare providers worldwide are under pressure due to decreased resources. The United States and Italy have different healthcare systems, but face common problems and challenges particularly in relation to maintaining a health care focus on quality in times of decreasing resources. This presentation is targeted toward all participants.

Methods: Initial collaborative meetings were held with key stakeholders in both the US health care institution and the Italian regional health care services. Targeted planning occurred and it was determined that the next step was to bring together those representatives of each organization who had responsibility for strategic quality initiatives. The chief medical and nursing officers presented the quality vision for their respective organizations, identifying areas of success as well as concerns for future initiatives that might be affected by additional resource constraints.

Results: There were more similarities than differences identified in the quality concerns of the two health care systems. Both systems were concerned about outcomes of hospital infection control, patient falls, and pressure ulcer prevalence, all of which are nurse-sensitive patient outcomes. Another shared area of concern was that of patient and family satisfaction with care.

Conclusions: Cross country partnerships are important ways in which to confirm the positive aspects of one’s institutional strategy and, importantly, to share creative solutions to existing problems. Such partnerships allow key healthcare leaders to think creatively and generate renewed enthusiasm to resolve key patient care issues.