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Biomedical subjects

M Murdock

Publications and source records attributed to M Murdock.

At least 19 recordsLinked to original sources

Establishment of primary stroke centers: a survey of physician attitudes and hospital resources.

OBJECTIVES: To survey US physicians involved in acute stroke care to determine the proportion of hospitals that currently meet the recommended Brain Attack Coalition (BAC) criteria for Primary Stroke Centers (PSC) and obtain opinions regarding the value of stroke centers. METHODS: A survey regarding the BAC guidelines for the establishment of stroke centers was mailed to 3,245 US neurologists, neurosurgeons, and emergency physicians. RESULTS: A total of 1,032 responses were received. Seventy-nine percent (range by specialty 58 to 98%) of respondents believed there was a need for stroke centers. If formal stroke center designation were established, 81% (range 72 to 90%) would like their hospital to become a PSC. Although 77% of respondents believed that their hospital currently met recommended criteria for a PSC, only 7% actually meet all recommended elements. However, 44% of hospitals already provide most acute stroke services. The BAC criteria most frequently lacking were continuing medical education for professional stroke center staff, stroke training for emergency department staff, formal establishment of a stroke unit, and designation of a stroke center director. CONCLUSIONS: The majority of emergency medicine and neuroscience physician respondents involved in acute stroke care support the designation of primary stroke centers. Although respondents globally overestimated the extent to which their facilities currently meet BAC recommended criteria for PSC, detailed responses suggested that over 40% of hospitals possess substantial existing acute stroke care resources and are poised to function as PSC with modest additional administrative and financial commitment.

Adult↗

Quality by design.

Explore the source record for details and available documents.

Equipment Design↗

Change and quality.

In the culture of most healthcare organizations, change is described by anecdotes or represented by new structures such as buildings. Change in the systems and processes that enable work in healthcare organizations often goes unmeasured and underreported.

Consumer Behavior↗

Creating, improving, and innovating.

Technological innovations have fundamentally changed the science and practice of medicine. Increased awareness of the need to enhance processes and systems supporting delivery of safe, accessible, affordable health care has sparked an interest in creativity and innovation as essential skills in quality management. This article considers four points regarding the role of creativity and innovation in health care quality management: Creativity and innovation are essential skills in improving and enhancing health care processes and health care delivery systems; creativity is a personal characteristic that can be enhanced; innovation, the legacy of creativity, begins with values-centered design; and innovations emerge in many sizes and forms.

Creativity↗

The continuous improvement-focused quality improvement plan.

The QI plan of a department or functional area is a statement of philosophy about quality improvement and a guide to doing quality improvement. In that sense, the QI plan is both a roadmap and a description of the journey. The form of the QI plan varies by organization and is a reflection of the individual style of the organization. The substance of the plan is important. QI plan developers who consider structure, process and outcome will generate a viable document that supports meaningful quality improvement.

Hospital Departments↗