Traditionally, system and process redesigning have always been done as part of a project or program to help meet access goals, which are a top priority for patients. Co-production of redesigning healthcare services can be used to rethink how health care is delivered, not only in the context of face-to-face encounters where the beneﬁts of collaboration are obvious but also in the design of systems that can improve patient care and increase value. In the previous blog, we discussed a conceptual brief on the coproduction of healthcare services, and in this blog, we will learn about healthcare system redesign.
An experience-based co-design framework encourages collaborative work on healthcare system redesign by inviting focused attention to the life experiences of patients, families, and healthcare professionals. Healthcare system redesign entails making systematic changes to primary care and health systems in order to improve the quality, efficiency, and effectiveness of patient care.
The following elements are included in the redesign of healthcare systems and practices:
- Adopting transformational strategies to improve quality, reduce costs, and better meet the needs of patients and
- Integrating preventive care and self-management support into
- Empowering all clinic staff to propose and assist in the implementation of effective
- Develop change leadership and endure continuous quality Practice “coaches” or facilitators may be used to assist with the process of health care redesign.
Factors Aﬀecting Organizational Healthcare Redesign
Patients, families, and professionals collaborate to create tools that enable the co-execution of good Healthcare Services including electronic previsit planning templates and patient management algorithms, self-management support handbooks, shared decision-making tools, patient disease management binders, adolescent transition materials, handbooks for newly diagnosed families and a mobile app to track symptoms, plan a visit and test ideas about how to improve symptoms. The network is governed by organized representative leadership of patients, families, and multidisciplinary healthcare professionals.
These factors have a direct impact on the redesign and improvement of healthcare. Even when changes are made, there is no guarantee that they will be sustained and extended, because the risk of taking two steps forward and one back is always present
in healthcare organizations. It is critical to be realistic about the time required to effect and sustain change. According to the evidence, redesigning often takes longer than expected to take hold and even longer to become widely and ﬁrmly established with the organization.
Suggestions for Redesigning the Health Care System
Engagement with the Community
Any changes to the system should start with the people who use it. Engagement of the people in the process of change should be encouraged. Make sure they have a variety of ways to provide feedback and actively seek within and outside of the Healthcare Services Don’t assume patients will always provide feedback without being asked. Instead, seek to engage them and collect it whenever possible.
To make the move easier for healthcare providers, ask for input.
Ask healthcare providers how they want to be supported during the system redesign as it begins the process of restructuring health care services and communicating changes to all the stakeholders. Throughout the process, leadership strives to provide a secure atmosphere for workers to submit this input and to supply what they request, as a small request can make a big difference in staff morale.
Throughout the change process, leadership should be highly visible.
It is critical not only for leadership to work as hard as possible to support patients and healthcare providers during the system redesign but also for care seekers and employees to see them doing so in order to understand that leadership is going through the same process as they are. Regular visits must be made to the healthcare departments during the system transition to check, assess how things are going, and gather inputs from care seekers and healthcare providers to experience the redesign from their perspective.
One cannot accept the existing levels of errors as inevitable, nor can one accept the heightened risks to patients at different times of the day or week. Indeed, delivering cost-effective, high-quality treatment will become even more difficult in the coming decade, as care seekers with higher expectations want improved Healthcare Safety. One must concentrate on design quality and dependability since one can understand how to engage people and drive improvement by cultivating strong Healthcare Services with a vision that includes the quest for perfection in patient care. High-quality health services will ensure if one can harness this potential through patient, caregiver, and employee participation. Large-scale Systemic change is challenging but an organization can make it easier by adopting these principles.