What initiatives do healthcare leaders agree are needed for healthcare system improvement? Results of a modified-Delphi study

Stuart Barson (Otago Business School, University of Otago, Dunedin, New Zealand)
Robin Gauld (Otago Business School, University of Otago, Dunedin, New Zealand)
Jonathon Gray (Ko Awatea, Counties Manukau Health, Auckland, New Zealand)
Goran Henriks (Qulturum, Jönköping County Council, Jönköping, Sweden)
Christina Krause (British Columbia Patient Safety and Quality Council, Vancouver, Canada)
Peter Lachman (International Society for Quality in Health Care, Dublin, Ireland)
Lynne Maher (Ko Awatea, Counties Manukau Health, Auckland, New Zealand)
M. Rashad Massoud (University Research Co., LLC, Chevy Chase, Maryland, USA)
Lee Mathias (Auckland District Health Board, Auckland, New Zealand)
Mike Wagner (The Advisory Board Company, Washington, District of Columbia, USA)
Luis Villa (Ko Awatea, Counties Manukau Health, Auckland, New Zealand)

Journal of Health Organization and Management

ISSN: 1477-7266

Publication date: 19 November 2018

Abstract

Purpose

The purpose of this paper is to identify five quality improvement initiatives for healthcare system leaders, produced by such leaders themselves, and to provide some guidance on how these could be implemented.

Design/methodology/approach

A multi-stage modified-Delphi process was used, blending the Delphi approach of iterative information collection, analysis and feedback, with the option for participants to revise their judgments.

Findings

The process reached consensus on five initiatives: change information privacy laws; overhaul professional training and work in the workplace; use co-design methods; contract for value and outcomes across health and social care; and use data from across the public and private sectors to improve equity for vulnerable populations and the sickest people.

Research limitations/implications

Information could not be gathered from all participants at each stage of the modified-Delphi process, and the participants did not include patients and families, potentially limiting the scope and nature of input.

Practical implications

The practical implications are a set of findings based on what leaders would bring to a decision-making table in an ideal world if given broad scope and capacity to make policy and organisational changes to improve healthcare systems.

Originality/value

This study adds to the literature a suite of recommendations for healthcare quality improvement, produced by a group of experienced healthcare system leaders from a range of contexts.

Keywords

Citation

Barson, S., Gauld, R., Gray, J., Henriks, G., Krause, C., Lachman, P., Maher, L., Massoud, M., Mathias, L., Wagner, M. and Villa, L. (2018), "What initiatives do healthcare leaders agree are needed for healthcare system improvement? Results of a modified-Delphi study", Journal of Health Organization and Management, Vol. 32 No. 8, pp. 1002-1012. https://doi.org/10.1108/JHOM-08-2017-0216

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Publisher

:

Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited

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