Children’s Hospital Initiatives

* Childrens Hospital and Clinics HBR Case 9-302-050, Does Childrens Hospital offer a upright environment for patient roles? Childrens Hospital and Clinics, established in 1994 is a 270 bed hospital providing medical services in 6 facilities Provides medical services in 6 facilities throughout the Minneapolis-St. Paul metropolitan area. Starting from May, 1999 since Julie Morath joined Childrens Hospital, the hospital had implemented multiple sentry duty initiatives.Under leadership of Julie Morath, the Chief operate Officer at Children and other executives had assembled a core team of influential people to lead the safety movement. It crafted patient safety culture, in form of patient safety dialogs to educate staff, blameless reporting system, and disclosure policy. Developed infrastructure in form of patient safety steering committee to oversee safety initiatives and focused event studies.For example, the hospital implemented a medication administration project with safety body process teams and good catch logs. Childrens followed systematic approaching to patient safety under strong leadership, gained support throughout the organization, actively involved employees at different level by creating focus groups, improved communication within the organization and got involved in efforts to increase patient-physician trust. But do all of these efforts make Childrens Hospital a safe environment for patients?The cause to that is not clear at this point. There is no clear way to measure effectiveness of these programs. It does reflect that Childrens Hospital has an attitude towards learning from errors not hiding them and that eventually may lead to decrease in such(prenominal) errors. More commonly, errors are caused by faulty systems, processes, and conditions that lead people to make mistakes or fail to prevent them. Childrens by addressing the issue at its core may have a better chance to fix it.By having such system in place, they can improve patient-hos pital trust that makes patients comfortable knowing that they will be communicated regarding any such errors. No hospital can forever become error free as to err is human but it is of paramount importance how those errors are being communicated to the patients and what hospital is learning from these errors and taking action to prevent them from happening again. Those cumulative efforts may lead to a safer place in which the patients will find comfort, trust and safety.