Kean Rob, Johnson Ron, Doyle Michael
Policy, planning, and research analyst at Eastern Health. He has worked in the field of applied health research for the past nine years, helping managers and decision-makers to optimize the delivery of healthcare services in Newfoundland and Labrador.
Vice president of Information Services & Rural Health at Eastern Health. He has more than 23 years of progressive career experience in healthcare in various management roles; as VP and CIO with Eastern Health he has responsibility for Healthcare Technology & Data Management, Rural Health, Health Information Services, Privacy, Access, & Security of Information, Clinical Engineering, Telecommunications, Capital Equipment Planning & Budgeting, Decision Support and Strategic Planning.
Healthc Q. 2017;20(3):65-68. doi: 10.12927/hcq.2017.25285.
In 2016, NL's largest RHA was faced with serious challenges stemming from the discovery of stained surgical instruments at its two largest hospitals. This discovery prompted a series of postponed surgeries, an extensive internal mobilization of labour and the purchase of millions of dollars of new equipment. In tackling these challenges, the organization not only acquired a better understanding of its surgical tools, but it also gained renewed appreciation for the resilience of its human resources. By describing this incident and the lessons learned, we hope to offer insight to providers in similar circumstances.
2016年，NL最大的区域卫生当局（RHA）因其两家最大医院发现手术器械有污渍而面临严峻挑战。这一发现导致一系列手术推迟、大量内部劳动力动员以及购买数百万美元的新设备。在应对这些挑战的过程中，该组织不仅对其手术工具增进了了解，还重新认识到其人力资源的韧性。通过描述这一事件及吸取的教训，我们希望能为处于类似情况的供应商提供见解。
