The document discusses key aspects of patient-centered care. It notes that the top 3 concerns of patients are dismissal of their voice, lack of caring attitudes from providers, and lack of continuity in care. It then discusses realities around the limited time providers spend with patients and factors that intimidate patients from asking questions. The document proposes meeting patients with empathy, plain language, access, inclusion in decisions, respect for preferences, and caring attitudes. It emphasizes implementing patient-centered care for every patient every time.
Alan Manning, Executive Vice President, PlanetreeInvestnet
This document outlines a hierarchy of patient-centered care practices across multiple domains. It includes over 50 specific criteria across areas like leadership and governance, staff engagement, patient and family involvement, communication of information, and visitation policies. Compliance is measured through ongoing focus groups, staff surveys, and regular reporting to stakeholders. The goal is to empower patients and include their needs, choices, and input at every level of care delivery and organizational decision making.
The document discusses trends in health care delivery and how they impact nursing. It describes rising health care costs, an aging population, new technologies, and a shift to preventative care as driving changes. Nurses must embrace constant change, contribute to problem solving, and adapt practice models to a landscape increasingly shaped by consumer demands, government policy, and technological advancement. The trends discussed include an older population with complex needs, greater use of technology including telemedicine, and more integrated health systems focused on quality and lower costs.
The document outlines Integra HealthCare Centers' integrated care program which utilizes a continuum of care model to optimize patient outcomes and practice revenues. The program is organized around condition-specific integrated practice units and focuses on comprehensive assessment, coordinated therapies, and condition management over the full cycle of care. Key aspects include evidence-based treatment, clinical guidelines, measuring quality through patient experience, education and outcomes.
1) The document discusses the referral system as a tool for healthcare delivery. It defines referral as a process where a health worker transfers responsibility for a patient's care temporarily or permanently to another provider.
2) An effective referral system has several components, including defined health system levels (primary, secondary, tertiary), referral processes at each level, supervision, and capacity building. It should encourage relationships between providers and ensure patients receive care at the appropriate level.
3) Key aspects of establishing a referral system include defining expectations for providers, developing standardized referral forms and registers, ensuring communication between levels, and providing feedback to strengthen the system. Regular supervision and monitoring of referral patterns is important for quality improvement.
This document discusses continuity of care and the continuum of care across different levels from community to tertiary facilities. It describes the roles and responsibilities at each level, including community health workers who provide home visits and support, health and wellness centers that provide basic services and referrals, and higher facilities like district hospitals that provide specialized care. Strong referral linkages and communication between different levels are important to ensure smooth transition of patients through the continuum of care.
This document discusses quality of care in healthcare. It defines quality of care according to the WHO as services that improve desired health outcomes. The aims of quality care are identified as safe, effective, timely, efficient and equitable care. Key indicators of quality are also outlined, such as medication errors, bed sores, and urinary tract infections. Improving quality can provide patient-centered care and increase access. Challenges include lack of consent, disrespectful care, and discrimination. The conclusion advocates assessing risks, reporting incidents, engaging in prevention, and providing education to enhance quality of care.
This document provides background information and context for a case study about implementing lean principles at HomeCare, a large Canadian home health care organization. It summarizes that HomeCare was facing issues like poor service, long scheduling times, and low employee satisfaction due to siloed processes and lack of coordination. HomeCare leadership brought in consultants to redesign the entire service process from a lean perspective. The consultants conducted interviews and surveys, and recommended piloting redesigned processes in two districts before expanding organization-wide. The pilots were very successful, dramatically improving key metrics like scheduling times. This provided proof and momentum to redesign additional districts using the lean methodology.
The document discusses the nursing process in community health nursing. It describes the steps of the nursing process - assessment, diagnosis, planning, implementation, and evaluation. It provides details on how community health nurses assess communities to identify health needs, formulate nursing diagnoses for communities and populations, plan interventions, implement plans through activities like health teaching, and evaluate the impact of nursing care. The nursing process provides structure for community health nurses to systematically address the health needs of communities.
Alan Manning, Executive Vice President, PlanetreeInvestnet
This document outlines a hierarchy of patient-centered care practices across multiple domains. It includes over 50 specific criteria across areas like leadership and governance, staff engagement, patient and family involvement, communication of information, and visitation policies. Compliance is measured through ongoing focus groups, staff surveys, and regular reporting to stakeholders. The goal is to empower patients and include their needs, choices, and input at every level of care delivery and organizational decision making.
The document discusses trends in health care delivery and how they impact nursing. It describes rising health care costs, an aging population, new technologies, and a shift to preventative care as driving changes. Nurses must embrace constant change, contribute to problem solving, and adapt practice models to a landscape increasingly shaped by consumer demands, government policy, and technological advancement. The trends discussed include an older population with complex needs, greater use of technology including telemedicine, and more integrated health systems focused on quality and lower costs.
The document outlines Integra HealthCare Centers' integrated care program which utilizes a continuum of care model to optimize patient outcomes and practice revenues. The program is organized around condition-specific integrated practice units and focuses on comprehensive assessment, coordinated therapies, and condition management over the full cycle of care. Key aspects include evidence-based treatment, clinical guidelines, measuring quality through patient experience, education and outcomes.
1) The document discusses the referral system as a tool for healthcare delivery. It defines referral as a process where a health worker transfers responsibility for a patient's care temporarily or permanently to another provider.
2) An effective referral system has several components, including defined health system levels (primary, secondary, tertiary), referral processes at each level, supervision, and capacity building. It should encourage relationships between providers and ensure patients receive care at the appropriate level.
3) Key aspects of establishing a referral system include defining expectations for providers, developing standardized referral forms and registers, ensuring communication between levels, and providing feedback to strengthen the system. Regular supervision and monitoring of referral patterns is important for quality improvement.
This document discusses continuity of care and the continuum of care across different levels from community to tertiary facilities. It describes the roles and responsibilities at each level, including community health workers who provide home visits and support, health and wellness centers that provide basic services and referrals, and higher facilities like district hospitals that provide specialized care. Strong referral linkages and communication between different levels are important to ensure smooth transition of patients through the continuum of care.
This document discusses quality of care in healthcare. It defines quality of care according to the WHO as services that improve desired health outcomes. The aims of quality care are identified as safe, effective, timely, efficient and equitable care. Key indicators of quality are also outlined, such as medication errors, bed sores, and urinary tract infections. Improving quality can provide patient-centered care and increase access. Challenges include lack of consent, disrespectful care, and discrimination. The conclusion advocates assessing risks, reporting incidents, engaging in prevention, and providing education to enhance quality of care.
This document provides background information and context for a case study about implementing lean principles at HomeCare, a large Canadian home health care organization. It summarizes that HomeCare was facing issues like poor service, long scheduling times, and low employee satisfaction due to siloed processes and lack of coordination. HomeCare leadership brought in consultants to redesign the entire service process from a lean perspective. The consultants conducted interviews and surveys, and recommended piloting redesigned processes in two districts before expanding organization-wide. The pilots were very successful, dramatically improving key metrics like scheduling times. This provided proof and momentum to redesign additional districts using the lean methodology.
The document discusses the nursing process in community health nursing. It describes the steps of the nursing process - assessment, diagnosis, planning, implementation, and evaluation. It provides details on how community health nurses assess communities to identify health needs, formulate nursing diagnoses for communities and populations, plan interventions, implement plans through activities like health teaching, and evaluate the impact of nursing care. The nursing process provides structure for community health nurses to systematically address the health needs of communities.
The referral system is an essential component of district health systems, particularly for providing access to emergency obstetric care. However, actual referral patterns in developing countries show that self-referrals make up more than 50% of cases at referral hospitals, while institutional referrals are around 30% and emergency referrals less than 5%. Interventions to improve the referral system should prioritize quality of care at referral facilities, support for transportation in emergencies, and community education on danger signs. The overall goal should be to establish a functional referral system for both emergencies and planned referrals as part of strong district health systems.
The document discusses the changing role of hospitals. It notes that hospitals are evolving within a new framework of healthcare management in response to internal and external changes. Some of the challenges hospitals face include uncertainties around future patient needs due to an aging population and the progression of chronic diseases. Hospitals also have to balance emergency care with planned management of patients. The role of hospitals is gradually shifting from cure-focused to more emphasis on healthcare, community care, prevention, and public health. The changing role requires hospital management approaches to also adapt.
This document discusses various types of healthcare settings and nursing roles. It begins by defining different care settings including ambulatory care, acute and critical care, home health care, and long-term care. It then discusses patients and the etymology of the word "patient." Various nursing roles are mentioned like direct caregivers, educators, managers, and researchers. Specific settings for critical and ambulatory care nursing are explored like hospitals, clinics, and community programs. Key aspects of critical care nursing practice and ethics are summarized.
This document provides an overview of hospitals and the healthcare delivery system. It discusses the evolution of hospitals from places where people went to die to modern multiservice institutions. Hospitals are classified by type, ownership, size and services provided. Trends include consolidation, outpatient care replacing inpatient care, and increased partnerships between hospitals and other providers. Challenges include rising costs, physician decision making, and ensuring access to care.
Trends and issues in medical surgical nursingEDWINjose43
This document discusses trends and issues in medical-surgical nursing. It begins by defining trends as general directions of change and issues as important topics of discussion or problems. Some key trends discussed include increased reliance on technology, need for advanced nursing knowledge, emphasis on collaboration and communication, and development of new nursing specializations. Issues addressed include staff shortages, meeting patient expectations, long work hours, workplace hazards, and maintaining personal health in high-stress environments. The document provides examples and explanations for each of the trends and issues discussed in medical-surgical nursing.
Acute and critical care, IN NURSING, MANAGEMENT OF CLIENT IN ICU.dharmendra raval
This document provides an overview of acute and critical care nursing. It discusses how hospitals have changed and now care for sicker patients as outpatient care has increased. Acute care hospitals are defined as having average patient stays of less than 30 days. Critical care units care for the sickest patients in the hospital, using advanced technology and monitoring. The future of acute care nursing will involve caring for an aging population and greater emphasis on cost containment and multicultural care.
Telenursing; a current trend in nursing practiceArowojolu Samuel
Telenursing: A seminar presentation by Amu Justina. telenursing in nigeria, challenges of telenursing, components of telenursing. telenursing as a current trend in nursing practice. telemedicine, telenursing.
This document summarizes key points from an IOM report on emergency care for children and discusses recommendations to improve pediatric emergency care readiness. It notes that children have unique medical needs that often aren't met in the emergency system. The three main goals discussed are coordination, regionalization, and accountability. Several recommendations are provided, including developing pediatric emergency care guidelines and competencies, appointing pediatric coordinators, improving safety, and enhancing family-centered and disaster preparedness.
1. The document defines stakeholders in the health care system as entities that affect or are affected by organizational actions. It identifies key stakeholders as government, health care providers, the public, hospital administrators, NGOs, and health insurance providers.
2. The roles and responsibilities of these stakeholders are described. The government oversees policy, funding, and administration of health services at central, state, and district levels. Health care providers deliver services. The public are beneficiaries of care. Hospital administrators and boards manage operations. NGOs supplement government work. Insurers provide coverage.
3. Effective stakeholder management involves identifying and classifying stakeholder relationships, formulating strategies, and evaluating outcomes. Stakeholder analysis
This chapter discusses community-based nursing practice and community health. It defines key concepts like community and describes the characteristics of a healthy community. The chapter outlines the community health care process, including establishing relationships, conducting community assessments, planning interventions, implementing interventions, and evaluating outcomes. It also discusses tools used in community health like demography, epidemiology and biostatistics that help understand community health needs.
Community health nursing involves providing care to populations in the communities where they live and work. It encompasses public health nursing and focuses on health promotion, disease prevention, and addressing health issues at a population level. Home visits are an important nursing intervention that allow nurses to gain insight into clients' lives and environments. The referral process involves identifying client needs, locating appropriate resources, and facilitating the connection between clients and services to promote wellness and self-care. Community health nurses take on various roles including direct client care, care coordination, and population-level roles like community assessment and health promotion.
This document discusses trends and issues in nursing. It outlines how nursing will shift from hospitals to homes and communities, with a focus on prevention and patient outcomes. Nurses will be primary care providers for diverse services. There will also be challenges relating to ethics, costs, access, and quality of care. Globalization will bring opportunities and challenges as the work environment emphasizes cost-effectiveness and quality. The roles and responsibilities of nurses are changing as health care transitions to more community-based, evidence-based, and interdisciplinary models of care.
The document discusses trends and issues in nursing that nurses need to study. It covers topics like nursing education, research, management, and services and how trends globally, regionally, and nationally affect them. Other areas discussed include ethics, legal aspects, health advocacy, technology use, emerging nursing roles, and the future direction of healthcare systems and nursing education. The document emphasizes the importance of studying trends and issues for sound decision making and navigating possible future scenarios in nursing.
The document discusses the role of advanced registered nurse practitioners (ARNPs) and how their role may expand and help address healthcare access issues. It notes a predicted physician shortage and the increasing number of ARNPs. However, some states still have regulatory barriers around ARNP prescribing, diagnosing and practice autonomy that hinder their ability to practice to the full extent of their education. The consensus model for ARNP regulation aims to standardize requirements nationally to facilitate mobility across state lines. The Future of Nursing report also recommends removing barriers to nursing practice and enhancing nurses' leadership roles to help redesign the healthcare system.
Community diagnosis involves analyzing the health status, resources, and services of a community to identify priorities and goals for improving community health. It examines mortality and morbidity rates, nutritional status, healthcare access, and other social and environmental health indicators. The process involves listening to community members, observing health problems, reviewing available data, conducting surveys, and holding monthly meetings. The results are used to plan and evaluate community health programs and services.
This document discusses community health needs assessment and the nursing process. It provides an overview of the steps in assessing a community's health needs which include collecting demographic data, identifying major health issues, planning programs, implementing activities, and evaluating outcomes. The nursing process is also summarized as a systematic method used in nursing practice with the main components being assessment, nursing diagnosis, planning, implementation, and evaluation. Methods of collecting and analyzing health data from communities are also outlined.
A 1991 study identified several major problems facing nursing in 119 countries including India. These included a lack of nurses prepared for administrative roles, acute staffing shortages, and poor relationships between nursing education and services. Additional issues included a lack of nursing authority, weak teamwork and collaboration, insufficient resources, and unsupportive administrative structures. The document further discusses various employment, ethical, legal, and practice issues impacting the nursing profession.
This lecture discusses using technology to improve patient education by allowing patients to access health information when they are ready to learn. It describes various technologies like videos, apps, patient portals and EHR-driven education that empower patients. However, barriers like health literacy, language and limited technology access can still impact patients' ability to manage their own health education. The goal is interactive, on-demand education so patients are better prepared partners in their care.
2011/2012 Always Event℠ Challenge Grant Recipient Project OverviewsPicker Institute, Inc.
This document describes grant recipients for the 2011/2012 Picker Institute Always Events Challenge. It provides summaries of 6 recipient organizations and their proposed projects:
1) Quality Partners of Rhode Island will use PictureRx software to provide visual medication schedules to patients before discharge from nursing homes.
2) Massachusetts General Hospital aims to ensure patients always know their care team and receive timely responses through strategies like welcome videos and identification boards.
3) Planetree/Griffin Hospital will utilize an online patient assessment tool and care partners to ensure alignment between patients, caregivers and providers across healthcare settings.
4) St. Jude Children's Research Hospital will implement a parent mentor program to support newly diagnosed families through treatment and beyond
2011/2012 Always Event℠ Challenge Grant Recipient Project OverviewsPicker Institute, Inc.
This document summarizes grant recipients for the 2011/2012 Picker Institute Always Events Challenge. It includes summaries of 11 recipient organizations that will implement Always Events focused on improving patient-centered care and care transitions. The Always Events involve enhancing medication safety education, ensuring patients know their care team members, improving communication during care handoffs, and other initiatives aimed at putting patients at the center of their care.
The referral system is an essential component of district health systems, particularly for providing access to emergency obstetric care. However, actual referral patterns in developing countries show that self-referrals make up more than 50% of cases at referral hospitals, while institutional referrals are around 30% and emergency referrals less than 5%. Interventions to improve the referral system should prioritize quality of care at referral facilities, support for transportation in emergencies, and community education on danger signs. The overall goal should be to establish a functional referral system for both emergencies and planned referrals as part of strong district health systems.
The document discusses the changing role of hospitals. It notes that hospitals are evolving within a new framework of healthcare management in response to internal and external changes. Some of the challenges hospitals face include uncertainties around future patient needs due to an aging population and the progression of chronic diseases. Hospitals also have to balance emergency care with planned management of patients. The role of hospitals is gradually shifting from cure-focused to more emphasis on healthcare, community care, prevention, and public health. The changing role requires hospital management approaches to also adapt.
This document discusses various types of healthcare settings and nursing roles. It begins by defining different care settings including ambulatory care, acute and critical care, home health care, and long-term care. It then discusses patients and the etymology of the word "patient." Various nursing roles are mentioned like direct caregivers, educators, managers, and researchers. Specific settings for critical and ambulatory care nursing are explored like hospitals, clinics, and community programs. Key aspects of critical care nursing practice and ethics are summarized.
This document provides an overview of hospitals and the healthcare delivery system. It discusses the evolution of hospitals from places where people went to die to modern multiservice institutions. Hospitals are classified by type, ownership, size and services provided. Trends include consolidation, outpatient care replacing inpatient care, and increased partnerships between hospitals and other providers. Challenges include rising costs, physician decision making, and ensuring access to care.
Trends and issues in medical surgical nursingEDWINjose43
This document discusses trends and issues in medical-surgical nursing. It begins by defining trends as general directions of change and issues as important topics of discussion or problems. Some key trends discussed include increased reliance on technology, need for advanced nursing knowledge, emphasis on collaboration and communication, and development of new nursing specializations. Issues addressed include staff shortages, meeting patient expectations, long work hours, workplace hazards, and maintaining personal health in high-stress environments. The document provides examples and explanations for each of the trends and issues discussed in medical-surgical nursing.
Acute and critical care, IN NURSING, MANAGEMENT OF CLIENT IN ICU.dharmendra raval
This document provides an overview of acute and critical care nursing. It discusses how hospitals have changed and now care for sicker patients as outpatient care has increased. Acute care hospitals are defined as having average patient stays of less than 30 days. Critical care units care for the sickest patients in the hospital, using advanced technology and monitoring. The future of acute care nursing will involve caring for an aging population and greater emphasis on cost containment and multicultural care.
Telenursing; a current trend in nursing practiceArowojolu Samuel
Telenursing: A seminar presentation by Amu Justina. telenursing in nigeria, challenges of telenursing, components of telenursing. telenursing as a current trend in nursing practice. telemedicine, telenursing.
This document summarizes key points from an IOM report on emergency care for children and discusses recommendations to improve pediatric emergency care readiness. It notes that children have unique medical needs that often aren't met in the emergency system. The three main goals discussed are coordination, regionalization, and accountability. Several recommendations are provided, including developing pediatric emergency care guidelines and competencies, appointing pediatric coordinators, improving safety, and enhancing family-centered and disaster preparedness.
1. The document defines stakeholders in the health care system as entities that affect or are affected by organizational actions. It identifies key stakeholders as government, health care providers, the public, hospital administrators, NGOs, and health insurance providers.
2. The roles and responsibilities of these stakeholders are described. The government oversees policy, funding, and administration of health services at central, state, and district levels. Health care providers deliver services. The public are beneficiaries of care. Hospital administrators and boards manage operations. NGOs supplement government work. Insurers provide coverage.
3. Effective stakeholder management involves identifying and classifying stakeholder relationships, formulating strategies, and evaluating outcomes. Stakeholder analysis
This chapter discusses community-based nursing practice and community health. It defines key concepts like community and describes the characteristics of a healthy community. The chapter outlines the community health care process, including establishing relationships, conducting community assessments, planning interventions, implementing interventions, and evaluating outcomes. It also discusses tools used in community health like demography, epidemiology and biostatistics that help understand community health needs.
Community health nursing involves providing care to populations in the communities where they live and work. It encompasses public health nursing and focuses on health promotion, disease prevention, and addressing health issues at a population level. Home visits are an important nursing intervention that allow nurses to gain insight into clients' lives and environments. The referral process involves identifying client needs, locating appropriate resources, and facilitating the connection between clients and services to promote wellness and self-care. Community health nurses take on various roles including direct client care, care coordination, and population-level roles like community assessment and health promotion.
This document discusses trends and issues in nursing. It outlines how nursing will shift from hospitals to homes and communities, with a focus on prevention and patient outcomes. Nurses will be primary care providers for diverse services. There will also be challenges relating to ethics, costs, access, and quality of care. Globalization will bring opportunities and challenges as the work environment emphasizes cost-effectiveness and quality. The roles and responsibilities of nurses are changing as health care transitions to more community-based, evidence-based, and interdisciplinary models of care.
The document discusses trends and issues in nursing that nurses need to study. It covers topics like nursing education, research, management, and services and how trends globally, regionally, and nationally affect them. Other areas discussed include ethics, legal aspects, health advocacy, technology use, emerging nursing roles, and the future direction of healthcare systems and nursing education. The document emphasizes the importance of studying trends and issues for sound decision making and navigating possible future scenarios in nursing.
The document discusses the role of advanced registered nurse practitioners (ARNPs) and how their role may expand and help address healthcare access issues. It notes a predicted physician shortage and the increasing number of ARNPs. However, some states still have regulatory barriers around ARNP prescribing, diagnosing and practice autonomy that hinder their ability to practice to the full extent of their education. The consensus model for ARNP regulation aims to standardize requirements nationally to facilitate mobility across state lines. The Future of Nursing report also recommends removing barriers to nursing practice and enhancing nurses' leadership roles to help redesign the healthcare system.
Community diagnosis involves analyzing the health status, resources, and services of a community to identify priorities and goals for improving community health. It examines mortality and morbidity rates, nutritional status, healthcare access, and other social and environmental health indicators. The process involves listening to community members, observing health problems, reviewing available data, conducting surveys, and holding monthly meetings. The results are used to plan and evaluate community health programs and services.
This document discusses community health needs assessment and the nursing process. It provides an overview of the steps in assessing a community's health needs which include collecting demographic data, identifying major health issues, planning programs, implementing activities, and evaluating outcomes. The nursing process is also summarized as a systematic method used in nursing practice with the main components being assessment, nursing diagnosis, planning, implementation, and evaluation. Methods of collecting and analyzing health data from communities are also outlined.
A 1991 study identified several major problems facing nursing in 119 countries including India. These included a lack of nurses prepared for administrative roles, acute staffing shortages, and poor relationships between nursing education and services. Additional issues included a lack of nursing authority, weak teamwork and collaboration, insufficient resources, and unsupportive administrative structures. The document further discusses various employment, ethical, legal, and practice issues impacting the nursing profession.
This lecture discusses using technology to improve patient education by allowing patients to access health information when they are ready to learn. It describes various technologies like videos, apps, patient portals and EHR-driven education that empower patients. However, barriers like health literacy, language and limited technology access can still impact patients' ability to manage their own health education. The goal is interactive, on-demand education so patients are better prepared partners in their care.
2011/2012 Always Event℠ Challenge Grant Recipient Project OverviewsPicker Institute, Inc.
This document describes grant recipients for the 2011/2012 Picker Institute Always Events Challenge. It provides summaries of 6 recipient organizations and their proposed projects:
1) Quality Partners of Rhode Island will use PictureRx software to provide visual medication schedules to patients before discharge from nursing homes.
2) Massachusetts General Hospital aims to ensure patients always know their care team and receive timely responses through strategies like welcome videos and identification boards.
3) Planetree/Griffin Hospital will utilize an online patient assessment tool and care partners to ensure alignment between patients, caregivers and providers across healthcare settings.
4) St. Jude Children's Research Hospital will implement a parent mentor program to support newly diagnosed families through treatment and beyond
2011/2012 Always Event℠ Challenge Grant Recipient Project OverviewsPicker Institute, Inc.
This document summarizes grant recipients for the 2011/2012 Picker Institute Always Events Challenge. It includes summaries of 11 recipient organizations that will implement Always Events focused on improving patient-centered care and care transitions. The Always Events involve enhancing medication safety education, ensuring patients know their care team members, improving communication during care handoffs, and other initiatives aimed at putting patients at the center of their care.
Innovation in Care Delivery: The Patient JourneyJane Chiang
The document describes innovations in care delivery at Massachusetts General Hospital aimed at improving the patient experience. It discusses the implementation of innovation units to test changes to care delivery and identifies three key areas of focus: implementing relationship-based care, enhancing the role of the attending nurse, and standardizing processes. The goals are to improve patient and staff satisfaction, clinical quality, and reduce costs.
Running Head BEHAVIORAL HEALTH SERVICES1BEHAVIORAL HEALTH .docxsusanschei
The Louisiana Medicaid program provides various behavioral health services. These include addiction services, crisis intervention, group psychotherapy, and psychosocial rehabilitation. The program also coordinates care between providers and conducts surveys to assess provider satisfaction and improve services. Sentinel events are rare medical errors that are investigated. Overall, the program aims to improve access and expand services to meet growing demand, while ensuring care is accessible to all.
The document provides a brief history of health care-associated infections (HAIs), noting that while some understanding of cleanliness and isolation existed historically, the true germ theory of disease was not widely accepted until the late 19th century work of Koch, Pasteur, Lister, Semmelweis, Holmes, and Nightingale. Early hospitals often lacked basic sanitation and infection control practices, leading to high rates of surgical site infections, puerperal fever, and other HAIs. Over time hospitals implemented some segregation, handwashing, instrument cleaning, and environmental sanitation practices which helped reduce HAI transmission, though the
Hospital administration role in quality patient careShaharul Sohan
Hospital administration ensures that hospitals run efficiently and provide quality patient care. Key responsibilities of hospital administrators include overseeing departments, recruiting and managing staff, ensuring compliance with policies and regulations, and coordinating efforts to achieve common goals like quality care. Effective hospital administration requires planning, organizing, staffing, directing, coordinating, reporting, budgeting, supervising, and evaluating all hospital activities and processes. The role of the administrator is crucial to the success of the hospital organization and the care provided to patients.
Proposal for Halfway House Facility: in Addiction Rehabilitationاحمد البحيري
The document proposes establishing a halfway house facility for addiction rehabilitation. It defines halfway houses as institutions that help people with disabilities or criminal backgrounds reintegrate into society by teaching independent living skills. The proposed halfway house would provide social, medical, psychiatric and educational services to support substance-dependent residents during their transition from treatment back into the community. The document outlines theoretical models for halfway houses, expected services, initial policies and procedures, staffing requirements, resident assessments, health provisions and more to guide the proposed facility's operations.
Nurs 710 CA and National Requirements for Nursing ProgramsNsarr
The document outlines the nine essentials that all nursing schools must fulfill according to the American Association of Colleges of Nursing to be eligible to teach a Baccalaureate Education for Professional Nursing Practice. Essential I discusses the importance of a liberal education foundation in sciences, arts, and humanities. Essential II covers organizational and systems leadership skills for quality care and patient safety. Essential III addresses the importance of scholarship and applying evidence-based practice.
Primary health care is the first level of contact between individuals and the health system, providing essential care for common health problems. It aims to provide universally accessible care that is scientifically sound, socially appropriate, and prioritizes those most in need. Evidence shows primary care-oriented systems lead to better health outcomes, lower costs, and greater equity. The document proposes a holistic ecosystem approach that incorporates contributions from all stakeholders to make primary health care centers more attractive and effective in underserved rural areas. It suggests training local students and providing incentives to work in these areas, as well as leveraging technology and public-private partnerships to expand access to primary care.
Home health care involves providing medical care and services to individuals in their homes. It allows patients to receive skilled care while maintaining independence. The nursing process is used to assess patients' needs, develop care plans, implement care, and evaluate outcomes. Services typically include skilled nursing, therapy, and home health aide visits. Home health care allows patients to heal in a comfortable environment and reduces health care costs. It is a growing sector both in the US and India due to aging populations and increased chronic conditions.
As new payment models emerge that emphasize value over volume, providers are being compelled to look more closely at how to motivate patients—especially those with multiple chronic conditions—to actively manage their care, make better decisions and change behaviors. This editorial webinar will explore the relationships between engagement and improved health outcomes, greater patient satisfaction and better resource utilization. Our panel of experts will share proven strategies for building patients' confidence, disseminating self-management tools and making the best use of your care team.
This document provides a summary of a guideline on person-centred care in cancer care. It includes 29 recommendations focused on knowing the patient as an individual, ensuring essential requirements of care like respect, managing symptoms, and tailoring care to individual needs. The recommendations emphasize developing an understanding of each patient, respecting their preferences, and involving family/caregivers with patient consent. The goal is to establish standardized recommendations for providing person-centred care across adult oncology services in Ontario.
Prudent healthcare and patient activation (1)Andrew Rix
The document discusses patient activation, which refers to empowering patients to take greater control of their health. It finds that activated patients who are informed and able to make healthy choices tend to have better health outcomes and lower healthcare costs. Interventions like education programs and community support can increase patient activation levels. The Patient Activation Measure is presented as a tool to measure a patient's knowledge, skills, and confidence in managing their health across different conditions. The document argues that whole-system approaches are needed to successfully promote patient activation, and that further studies could explore applying activation principles to planned care services in Wales.
1. Communication in Health Assessment - Effective communication is essential for gathering health histories and building trust with patients. Active listening and using open-ended questions are important skills.
2. Cultural Competence - Understanding a patient's culture is important for providing culturally-sensitive care. Differences in beliefs, values and practices must be considered.
3. Health Literacy - A patient's ability to understand health information impacts self-care and outcomes. Providers must assess and address literacy to ensure comprehension.
4. Life Course Perspective - Health is influenced by life experiences from birth through old age. Assessing the whole
The document discusses referral systems in healthcare. It defines referral as transferring patient care responsibilities from one healthcare professional to another. A good referral system maintains continuity of care as patients move from community to primary to hospital care. The referral process involves communicating relevant patient information between referring and receiving providers. There are various levels and types of referrals depending on factors like a patient's condition and a facility's capabilities. An effective referral system ensures patients receive the appropriate care in a well-coordinated manner across different care levels.
The document discusses health care delivery systems and nursing care delivery models. It provides an overview of the types of health care services including primary, secondary, and tertiary prevention. It also describes various health care agencies and providers. Factors affecting health care delivery are discussed as well as several nursing care delivery modalities/frameworks for care such as managed care, case management, patient-focused care, and differentiated practice.
Accountability for nursing practice has significant roots in the history of nursing. FlorenceNightingale, the founder of modern nursing, was one of the first to document the need for asystematic approach for reviewing the quality of nursing care. She identified the need toincorporate health data and statistics in quality assurance activities. The quality assurance forPublic Health Nursing is to provide specific standards, measurement tools and processes forimproving the quality of public health nursing practice. The extent to which the standards areimplemented is determined by those who govern the day-to- day activities of public healthprogra
Test Bank For Timby's Introductory Medical-Surgical Nursing, 13th Edition by ...nursing premium
A Test bank is a ready-made electronic Q&A testing resource that is tailored to the contents of an individual textbook. Feedback is often provided on answers given by students, containing page references to the book.
The document provides an introduction to palliative care and a holistic approach. It defines palliative care according to the WHO as improving quality of life for patients facing life-threatening illness through preventing and relieving suffering. Key principles of palliative care discussed include taking a holistic, patient-centered approach and using a multidisciplinary team. Factors affecting provision of palliative care and strategies for improving services are also outlined.
Grainne Flynn was diagnosed with diabetes in 1993 and began her journey of diabetes education and peer support that empowered her as a patient. She became involved in diabetes advocacy as a blogger, event organizer, and support group facilitator. Through education, family and peer support online and in support groups, she felt empowered in managing her diabetes.
This document outlines a modified diabetes care model called the Portsmouth Model or "Super Six." It describes the different patient populations and types of care provided at the hospital, primary care, and diabetes support team levels. The hospital team focuses on acute, pregnancy/pre-pregnancy, active foot disease, advancing CKD/RRT, type 1 diabetes including insulin pumps, and complex type 2 diabetes patients. Primary care manages those at risk of diabetes, with controlled type 2 diabetes, and uncontrolled type 2 diabetes with guidelines. The diabetes support team cares for uncontrolled type 2 diabetes patients and type 1 patients who do not attend appointments are invited to an online community. Patient numbers are provided for each group.
Gerald Tomkin , Director of the Diabetes Institute Beacon HospitalInvestnet
This document summarizes a presentation on diabetes, atherosclerosis, and cholesterol. It discusses how diabetes increases the risk of cardiovascular disease and mortality. It notes that achieving lipid targets substantially reduces cardiovascular risk, but that target achievement is still uncommon. New therapies that inhibit microsomal triglyceride transfer protein, apolipoprotein C3, proprotein convertase subtilisin/kexin type 9, and other targets may help lower lipids and reduce risk, but require further study of long-term safety and efficacy. The need to more intensively reduce risk factors to further lower cardiovascular event rates is emphasized.
Dr. Ronan Canavan , Clinical lead of the National Clinical Programme for Diab...Investnet
Ronan Canavan, a consultant endocrinologist, gave a presentation at the Future Health Summit on designing better diabetes care. The presentation discussed standards, an integrated care model, retinopathy screening and treatment, podiatry, education, and paediatrics. It reviewed a 1999 model of diabetes care and discussed progress made in the last 5 years, including establishing a clinical diabetes program, retinal screening, developing a model of care for diabetic foot care, and integrated diabetes nurse specialists. The presentation concluded by discussing how Ireland can be the best in areas like prevention, technology, and education.
This document presents information on CliniBridge, a behavioral analysis software platform for clinicians that is integrated with a mobile platform for patients and caregivers. The platforms were pilot tested with Sussex Community NHS Trust and aimed to 1) avoid patient relapses and readmissions to meet funding targets, 2) allow patients to self-manage for improved outcomes, 3) increase the effectiveness of therapy, and 4) use silent data and intervention systems. The platforms were presented by Dervilla O'Brien, Managing Director and Co-Founder of CliniBridge.
The document describes an app developed by Dr. Malcolm R. Kell and colleagues to help breast cancer survivors focus on physical activity, diet, and reducing their body mass index (BMI) after treatment. The free app allows users to select an exercise intensity, see how much exercise is needed over 10 weeks to lower BMI by 10%, update their BMI, and access simple recipes to support a healthy diet for weight loss. The goal is to provide breast cancer survivors a simple tool to promote healthy living and improved survivorship after breast cancer.
Serious problems require serious solutions. Alcohol misuse costs €57 billion annually and only 1 in 9 people who misuse alcohol receive treatment. A smartphone and web-based platform is proposed as an innovative, user-friendly, evidence-based, and cheaper way to provide personalized treatment at scale. The platform utilizes computerized cognitive behavioral therapy and text messaging, which studies have shown can be effective in treating alcohol misuse. It seeks to revolutionize the UK addiction treatment market and plans clinical trials in Ireland and the UK in 2016 before rolling out more broadly in Europe and the US.
Dr. Robert Kelly discusses pressures facing the Irish health system including resources, costs, quality, and efficiency. Barriers include doctors' limited time and resources, and patients' issues with access, time, mobility and costs. Telemedicine can help overcome these barriers by giving patients more convenient lower-cost access supported by information to high-quality care. VideoDoc is an Irish telemedicine platform provider that operates a virtual clinic model and enables doctors to integrate the platform into their practices to develop telemedicine solutions for patients. The platform aims to improve healthcare experiences and outcomes at affordable costs through more engaged patients.
Cathal Brennan , Medical Device Assessor- Human Products Authorisation and Re...Investnet
This document discusses the regulation of standalone software as a medical device. It begins by defining standalone software and noting the EU directive that amended the definition of a medical device to include software intended for medical purposes. It then covers how to qualify standalone software as a medical device and classify it. The document reviews essential requirements, harmonized standards, conformity assessment procedures including CE marking, and registration requirements. It provides advice for manufacturers on ensuring compliance and for users on reporting issues. The role of the Irish regulator HPRA in providing guidance and conducting oversight is also discussed.
This document summarizes the effects of digital distraction on human behavior and brain function. It notes that people now spend 2-3 times as much time online as a decade ago and most check social media daily and switch between devices over 20 times an hour. This constant connectivity is changing how our brain functions, shortening attention spans and affecting memory. The ability to stay focused without distraction has become a rare "superpower." However, the document also sees opportunities to make sense of data and provide tips to use technology in a supportive rather than substitutive way.
1) The document discusses using neuroimaging and machine learning to detect dementia earlier by predicting which patients with mild cognitive impairment (MCI) will progress to dementia within a year.
2) The researchers have developed a model that can predict MCI to dementia progression with 75% accuracy by analyzing brain MRIs.
3) They are working to improve their model's accuracy and to predict the biological brain age and time to dementia for patients.
Keregen Therapeutics is a UK-based early stage drug discovery and development company focused on developing precision medicines for Parkinson's Disease. They were founded in 2015 and are operating out of University College London and Stevenage Bioscience Catalyst. Keregen is developing first-in-class small molecule activators of the Nrf2 pathway as a disease-modifying treatment for Parkinson's with the goal of a safer oral therapy that can be taken once daily. The company has participated in accelerator programs, secured initial funding, hired new employees, and aligned with academia to access resources and personnel as they progress their lead candidate towards clinical trials.
Darren Cunningham, Inflection Bio SciencesInvestnet
Darren Cunningham, CEO of Inflection Bio, presented an overview of the company's mission to develop new cancer treatments by targeting the PIM kinase pathway. Inflection Bio has a pipeline of targeted therapeutics for cancers like multiple myeloma, NSCLC, and hematological malignancies. Its lead candidates inhibit both PIM and PI3K/mTOR to address resistance to existing therapies. The company utilizes a network of research collaborators and has raised €2.2 million to advance its preclinical programs, with the goal of securing partners after Phase I trials.
This document discusses developing more effective drug delivery systems for treating blindness linked to diabetes or aging. It describes Phision Therapeutics' work on developing novel small molecule drugs and biodegradable microcapsule formulations for sustained drug release over 4-6 months via microneedles, as an alternative to frequent eye injections. The founders aim to commercialize this technology to reduce the burden of treatment for patients and clinicians.
This document describes the development of the BraineyApp, a mobile application created by Niamh Malone to help with self-recovery and rehabilitation following acquired brain injuries like stroke or traumatic brain injury. The app provides a personalized recovery journey broken into weekly and monthly goals. It underwent user testing and focus groups. Funding is being sought to further develop prototypes with input from medical experts and technology companies to expand the app's reach and features to support recovery from various neurological conditions and surgeries.
Toby Basey-Fisher , CEO, Co Founder, Eva DiagnosticsInvestnet
Evadiagnostics provides a smart health solution that offers immediate blood testing and actionable patient information to help with triaging. Their clinically validated platform technology connects devices, software, and data to improve patient care through better planning and quality of care driven by new data insights. They were recently recognized as European winners for their award-winning team and significant health economic impact through health solutions that improve patient outcomes.
Ena Prosser, Fountain Healthcare PartnersInvestnet
This document summarizes information about a life sciences venture capital partnership. They have €170 million under management across two funds and invest in companies seeking €8-10 million or more that have large market potential and an acceptable level of risk. Their team includes experts across clinical, commercial, IP, manufacturing and legal areas. They take an active role in their investments and want to connect early with companies that have strong teams critical to success.
Raglan Capital is an investment firm based in Dublin that develops investment opportunities by identifying and sourcing proprietary projects. In recent years it has raised over $500 million for ventures in sectors like oil and gas, financial technology, online gaming, medtech, and life sciences. One of Raglan's recent successes was instrumental in the formation of Amryt Pharma, a rare disease drug company that listed on the London AIM exchange in April 2016 with a market capitalization of $50 million and $20 million in cash.
Academic institutions in Ireland are driving support and innovation in several ways:
1) Through technology transfer offices and innovation centers that work directly with industry to identify needs and fund applied research projects to develop solutions.
2) By establishing research centers organized around key industry sectors like food and agriculture that are jointly funded and driven by partnerships between academia and industry.
3) By offering degree programs, facilities, expertise and other resources to support industry-identified priorities and challenges in areas like biomedical technologies and brewing/distilling.
English Drug and Alcohol Commissioners June 2024.pptxMatSouthwell1
Presentation made by Mat Southwell to the Harm Reduction Working Group of the English Drug and Alcohol Commissioners. Discuss stimulants, OAMT, NSP coverage and community-led approach to DCRs. Focussing on active drug user perspectives and interests
Mental Health and well-being Presentation. Exploring innovative approaches and strategies for enhancing mental well-being. Discover cutting-edge research, effective strategies, and practical methods for fostering mental well-being.
2024 Media Preferences of Older Adults: Consumer Survey and Marketing Implica...Media Logic
When it comes to creating marketing strategies that target older adults, it is crucial to have insight into their media habits and preferences. Understanding how older adults consume and use media is key to creating acquisition and retention strategies. We recently conducted our seventh annual survey to gain insight into the media preferences of older adults in 2024. Here are the survey responses and marketing implications that stood out to us.
Fit to Fly PCR Covid Testing at our Clinic Near YouNX Healthcare
A Fit-to-Fly PCR Test is a crucial service for travelers needing to meet the entry requirements of various countries or airlines. This test involves a polymerase chain reaction (PCR) test for COVID-19, which is considered the gold standard for detecting active infections. At our travel clinic in Leeds, we offer fast and reliable Fit to Fly PCR testing, providing you with an official certificate verifying your negative COVID-19 status. Our process is designed for convenience and accuracy, with quick turnaround times to ensure you receive your results and certificate in time for your departure. Trust our professional and experienced medical team to help you travel safely and compliantly, giving you peace of mind for your journey.www.nxhealthcare.co.uk
Health Tech Market Intelligence Prelim Questions -Gokul Rangarajan
The Ultimate Guide to Setting up Market Research in Health Tech part -1
How to effectively start market research in the health tech industry by defining objectives, crafting problem statements, selecting methods, identifying data collection sources, and setting clear timelines. This guide covers all the preliminary steps needed to lay a strong foundation for your research.
This lays foundation of scoping research project what are the
Before embarking on a research project, especially one aimed at scoping and defining parameters like the one described for health tech IT, several crucial considerations should be addressed. Here’s a comprehensive guide covering key aspects to ensure a well-structured and successful research initiative:
1. Define Research Objectives and Scope
Clear Objectives: Define specific goals such as understanding market needs, identifying new opportunities, assessing risks, or refining pricing strategies.
Scope Definition: Clearly outline the boundaries of the research in terms of geographical focus, target demographics (e.g., age, socio-economic status), and industry sectors (e.g., healthcare IT).
3. Review Existing Literature and Resources
Literature Review: Conduct a thorough review of existing research, market reports, and relevant literature to build foundational knowledge.
Gap Analysis: Identify gaps in existing knowledge or areas where further exploration is needed.
4. Select Research Methodology and Tools
Methodological Approach: Choose appropriate research methods such as surveys, interviews, focus groups, or data analytics.
Tools and Resources: Select tools like Google Forms for surveys, analytics platforms (e.g., SimilarWeb, Statista), and expert consultations.
5. Ethical Considerations and Compliance
Ethical Approval: Ensure compliance with ethical guidelines for research involving human subjects.
Data Privacy: Implement measures to protect participant confidentiality and adhere to data protection regulations (e.g., GDPR, HIPAA).
6. Budget and Resource Allocation
Resource Planning: Allocate resources including time, budget, and personnel required for each phase of the research.
Contingency Planning: Anticipate and plan for unforeseen challenges or adjustments to the research plan.
7. Develop Research Instruments
Survey Design: Create well-structured surveys using tools like Google Forms to gather quantitative data.
Interview and Focus Group Guides: Prepare detailed scripts and discussion points for qualitative data collection.
8. Sampling Strategy
Sampling Design: Define the sampling frame, size, and method (e.g., random sampling, stratified sampling) to ensure representation of target demographics.
Participant Recruitment: Plan recruitment strategies to reach and engage the intended participant groups effectively.
9. Data Collection and Analysis Plan
Data Collection: Implement methods for data gathering, ensuring consistency and validity.
Analysis Techniques: Decide on analytical approaches (e.g., statistical
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - ...rightmanforbloodline
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
Emotional and Behavioural Problems in Children - Counselling and Family Thera...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
As Mumbai's premier kidney transplant and donation center, L H Hiranandani Hospital Powai is not just a medical facility; it's a beacon of hope where cutting-edge science meets compassionate care, transforming lives and redefining the standards of kidney health in India.
6. www.planetree.org@PlanetreeAlan
TOP 3 Concerns of Patients
1. Dismissal / trivialization of the patient voice
2. Absence of caring attitudes from providers
3. Lack of continuity in care
7. www.planetree.org@PlanetreeAlan
Reality Check
Why this is about PEOPLE and PROCESS
23 secs
before we
interrupt patients
50%
Of physicians don’t
ask if patients have
questions
<1 min
Spent discussing
new prescriptions
FEAR
Of appearing to
challenge, keeps
patients from
asking questions
We interrupt
JAMA. 1999 Circulation. 2008 Pat Educ and Cnslng. 2009. Health Affairs, 2012
We don’t include We don’t inform We intimidate
8. www.planetree.org@PlanetreeAlan
Meet them where they are-
empathy + plain language
Provide access to patients
and families
Coordinate transitions of
care
Include patients in
treatment decisions
Respect patient preferences
Caringattitudes&
toolstobesuccessful
10. www.planetree.org@PlanetreeAlan
I.A: A multi-disciplinary task force is established to oversee and assist with implementation and maintenance of patient-/resident-centered practices, which includes a mix of non-supervisory and management staff and meets regularly (every 4-6 weeks) on an ongoing basis.
I.B: A patient-/resident-centered care coordinator or point person is designated who is able to commit the time required to champion related activities on an ongoing basis.
I.C: Patient/resident, family and staff focus groups are conducted on-site by Planetree or another qualified, independent vendor periodically (at 12-18 month intervals), and the results are shared at a minimum with senior management, the governing body, and staff.
I.D: Information on patient-/resident-centered care implementation and progress is shared periodically with key organizational stakeholders, cultivating an understanding of patient-/resident-centered initiatives underway in the organization. This information is communicated regularly to staff (and in continuing care environments, also to residents and families), and at a minimum annually to the governing board of the organization.
I.E: An ongoing mechanism is in place to solicit meaningful dialogue, input and reactions from patients/residents, families, and the community on current practices and new initiatives. This may be achieved via an active patient/resident/family or community advisory council with regular meetings, or some other effective mechanism to obtain regular input from patients/residents and community.
II.A: All staff, including off-shift and support staff, are given an opportunity to participate in a minimum of eight hours of patient-/resident-centered staff retreat experiences or an equivalent, with a minimum concurrent completion rate of 85%.
II.B: An independently administered physician experience survey is conducted at least once every five years using a validated survey instrument, and physicians are oriented and regularly educated about, and encouraged to participate in, patient-/resident-centered initiatives.
II.C: Continuing education to reinforce and revitalize staff engagement in patient-/resident-centered behaviors and practices and build competence around the community’s evolving needs is offered on a regular and ongoing basis to all staff in meaningful ways determined by the organization.
II.D: A comprehensive presentation on patient-/resident-centered care concepts, practices and initiatives is provided for all new staff (and in continuing care settings, new residents) as a part of orientation. In continuing care environments, residents and family members are included in a meaningful way in the new employee orientation program.
II.E: Active teams are in place that address patient-/resident-centered initiatives, as necessary, and include non-supervisory staff input.
II.F: A model of care delivery is adopted that embraces continuity, consistency and accountability-based care, and allows staff the opportunity and responsibility for personalizing care for each patient/resident.
II.G: A mechanism is in place to provide staff support services that include elements identified by staff as priority areas. Examples include access to concierge or amenity services such as meals-to-go,massage, spaceto rechargeawayfrom patients/residents and families; emotional support such as bereavement services and staff support groups; and personal and professional development programming such as a career ladder program.
II.H: Human resource systems, including job descriptions and evaluations, reflect the organization’s patient-/resident-centered care philosophy. Other examples include behavioral standards, recruitment and retention efforts, staff selection tools and criteria. In continuing care environments, residents play a role in the hiring and evaluation of staff.
II.I: Numerous opportunities, both formal and informal, are provided for staff reward and recognition. In continuing care environments, recognition programs extend to and integrate residents and family members.
II.J: Independently administered staff surveys using a validated survey instrument, or other structured staff feedback mechanisms, are conducted at least once every two years.
II.K: a process is in place for providing support as necessary to patients/residents, families, and staff affected by an adverse event.
II.L: Processes are in place to help patients/residents anticipate the costs of care and assistance is availablefor those who need to make financial arrangements. Financial communications are concise, clear and respectful.
II.M: The organization has processes in place focusing on prevention of medical errors, as well as on keeping patients/residents and staff safe from harm from self and others.
II. N: Effective 24-hour shift-to ¬shift communication processes are in place to ensure patients’/residents’ individualized needs are evaluated, discussed, and met. Opportunities for patient/resident and family involvement in shift-to-shift communication are addressed.
II. O: Effective communication mechanisms are in place to keep all staff (including off-site and all shifts) informed about organizational priorities.
II.P–Applies only to continuing care sites: In continuing care settings, residents are given an opportunity to participate, as appropriate, in a retreat experience or an equivalent to assist with internalizing resident-centered care concepts and to enhance sensitivity to the needs of the entire community. Resident retreats are conducted at a minimum annually.
II.Q–Applies only to continuing care sites: Residents are provided with the choice of where they are going to live and with whom, with staff input provided as appropriate.
II.R– Applies only to continuing care sites: In continuing care settings, processes are in place for evaluating, identifying and effectively integrating into the care plan what is important to each resident, based on his/her identity, decision-mak¬ing ability, and mastery skills, and what is mean¬ingful to that resident in the living environment and in daily activities
III.A: A policy for sharing clinical information, including the medical record and the care plan, with patients/residents has been approved, an effective system is in place to make patients/residents aware that they may review this information, a system is in place to monitor staff communication to patients/residents of this choice and patient/resident participation levels, and a process is in place to facilitate patients/residents
documenting their comments.
III.A-Behavioral Health Application: In behavioral health settings, decisions about the extent of the clinical information shared and the mechanism used for sharing this information are made on an individualized basis. A range of options are available for sharing such information, including the medical record and the treatment plan, to ensure that patients of varying competency levels have access to information that will help them to
understand their symptoms, diagnosis and treatment.
III.B: A community health resource library or significant consumer health collection is established, either based at the hospital, or provided by the site in partnership with other organizations. The hospital has implemented strategies to make patients/residents, families, and community members aware that the library is free and open to the public. Printed material is available on the site’s ten most common diagnoses and there are
systems in place to enable patients/residents to obtain information both with assistance and on their own.
III.C: A range of educational materials is availablefor patients/residents and families and is easily accessible to staff. Staff is knowledgeable about the availabilityof these resources.
III.D: Patients/residents are provided with meaningful discharge instructions.
III.E: A process is in place to disclose unanticipated outcomes to patients/residents (and family members as appropriate).
III. F.The site has a process to assist patients/residents and families in managing their medical information and coordinating their care among multiple physicians, including the patient’s admitting physician, primary care provider and appropriate specialists.
IV.A: Flexible, 24-hour, patient-/resident-directed visiting hours are in place, and children are permitted to visit (exceptions for psychiatric facilities, NICU and in cases of communicable disease). In continuing care settings, accommodations are made for intimate visits by a spouse/partner.
IV.A-Behavioral Health Application: In behavioral health settings, visiting hours are consistent with the patient’s treatment plan and flexible to accommodate patient and family visitation preferences. Restrictions to visitation are determined by the treatment plan and patient preferences, and the rationale for any restrictions is clearly communicated to patients and families.
IV.B: A comprehensive formalized approach to involving families in all aspects of the patient’s/ resident’s care, and tailored to the needs and abilities of the organization and its facility, is developed at a minimum on pediatric, oncology, medical-surgical and rehabilitation units. An example is a Care Partner Program.
IV.B-Behavioral Health Application: A comprehensive formalized approach to providing families with psychoeducation and, when clinically appropriate, involving them in the patient’s care, is developed and tailored to the needs and abilities of the organization and its facility. An example is a Care Partner Program.
IV.C: Kitchens/pantries and lounges are availablefor families to use
IV.D: A process is in place to encourage patients/residents and families to communicate with staff about any concerns related to their care, including any concerns related to resident/patient safety.
V.A: A system is in place to provide patients/residents, families and staff with 24-hour access to a variety of foods and beverages (unless doing so conflicts with the treatment plan). Patients’/residents’ personal preferences and routines around mealtimes are considered and accommodated to the extent possible.
V.B: The organization has a system to provide patients/residents and staff with fresh, healthy food at appropriate temperatures, and provides patients with a variety of food choices.
VI.A: Healing healthcare design standards are developed that, at a minimum, address interior finishes and lighting. In continuing care settings, these standards also provide for personalization of living areas by residents.
VI.B: The auditory environment has been reviewed and a noise control protocol is in place.
VI.C: The olfactory environment has been reviewed and odors have been addressed.
VI.D: As remodeling is done, symbolic and real barriers are removed. Examples include implementing open nurses’ stations, family lounges, unit-based kitchens, indirect lighting. In continuing care environments, each resident’s living area features a view to the outside.
VI.E: Signage both leading to facility entrances, as well as throughout the interior of the facility, is clear and understandable to patients/ residents and visitors.
VI.F: Ample parking adjacent to entrances is available. When nearby parking is limited, accommodations such as valet service or golf carts to transport visitors to and from the building, are made available.
VI.G: The environment is designed to accommodate privacy needs and provides for patient/resident dignity and modesty, particularly in common areas, patient/resident rooms and bathrooms.
VI.H: The organization considers progressive facility management practices and specifies products that promote safe, non-toxic approaches to facility cleaning, maintenance, renovation and construction, which recognize the potential health impact on patients/residents, families and staff members.
VI.I: Patients/residents have access to nature. Examples include an indoor or outdoor garden.
VI.J– Applies only to behavioral health sites: Common spaces are availableand feature a sense of spaciousness and light. In addition, they satisfy patients’ needs for both private spaces and spaces that support social interaction.
VI.K– Applies only to behavioral health sites: Protocols are in place for reducing coercive intervention. Examples may include a provision of a comfort room, Snoezelen, or low-stimulation environment.
VII.A: an active arts component (music, visual arts, crafts, animal visitation, bedside reading) is in place. In continuing care environments, the array of activities is dynamic, driven by residents’ individual interests, and inclusive of family and staff. The activities program allows for spontaneity and self-directed opportunities for residents, 24-hours a day, 7 days a week.
VII.B–Applies only to continuing care sites: A flexible transportation system is provided that enables residents to satisfy personal wishes, to participate in off-site activities and to volunteer.
VIII.A: A plan is developed and implemented that recognizes the spiritual dimension of patients/residents, families and staff in the healthcare environment. In acute care and continuing care settings, this plan includes practices around death and dying.
VIII.B: The special needs of the community’s diverse cultural groups are investigated, documented and addressed in specific and appropriate ways.
IX.A: The interests and current utilization patterns of patients/residents and medical staff in the areas of alternative, complementary and integrative healing modalities, are assessed and a plan is developed to address these needs. Examples could include providing direct services, developing a process for responding to patient/resident requests for in-hospital treatment by the patient’s/resident’s existing practitioner(s), and evaluation
of patients/residents’ herbal remedies as part of the medication reconciliation process.
IX.B: A plan for caring touch is developed and implemented as appropriate. (Exceptions include behavioral health patients.) Examples of caring touch include massage, M technique, and Reiki.
X.A: Based on the interests and needs of the community, a plan is developed to improve community health. Examples include provision of direct services, educational information, or referral and collaboration with local agencies.
X.B– Applies only to behavioral health sites: Mechanisms are in place to give public voice to and advocate for the importance of behavioral health initiatives and the need for more comprehensive, stigma free and humane approaches to this care.
XI.A-Acute Care Application: Patient satisfaction (both inpatient and outpatient) is regularly assessed using a validated survey instrument, which includes the HCAHPS questions. Performance on each of the domains in the HCAHPS questionnaire meets or exceeds national averages.
XI.A-Behavioral Health Application: Patients’ perspectives of care (both inpatient and outpatient) are regularly assessed using a validated survey instrument.
XI.B-Acute Care Application: The hospital monitors and reports its performance on the full set of CMS Quality Measures to CMS, and shares data on all availableindicators with Planetree. The hospital’s performance for the most recent twelve month period for which data is availableexceeds the “National Average” performance as reported on the U.S. Department of Health and Human Services Hospital Compare web site on 75% of the
indicators for which the hospital has more than 25 eligible patients for the 12 month period (an n of >25).
XI.B-Behavioral Health Application: The hospital monitors and reports its performance on appropriate quality measures and provides benchmarks for comparison purposes. The hospital meets or exceeds benchmarks. Sites accredited by The Joint Commission may submit their ORYX Performance Measure Report, with both the control chart to demonstrate internal trending and the comparison chart to demonstrate performance that
meets or exceeds benchmarks to satisfy the criteria.
XI.C-Acute Care, Behavioral Health Application: The hospital regularly solicits information from staff about patient safety and uses the information generated to improve safety practices in the organization. The hospital has a process for encouraging staff to report quality and patient safety issues. The hospital conducts a survey to assess its patient safety culture at a minimum once every two years.
XI.D: Applies only to continuing care sites: A system is established to broadly communicate performance improvement information to all members of the continuing care community and to the public.
Designation- a structured pathway
I.F: Leadership exemplifies approaches that motivate and inspire others, promote positive morale, mentor and enhance performance of others, recognize
the knowledge and decision-making authority of others and model organizational values.
II.H: Human resource systems, including job descriptions and evaluations, reflect the organization’s patient-centered care philosophy. Other examples
include behavioral standards, recruitment and retention efforts, staff selection tools and criteria and conducting team interviews.
XI.D: Staff and patient/resident/family members are actively involved in the design, ongoing assessment and communication of performance improvement
efforts. The organization consistently utilizes data to identify and prioritize improvement over time.
III.A : A policy for sharing clinical information, including the medical record and the care plan, with patients has been approved, staff are educated on this
policy and the process for sharing the record and care plan, an effective system is in place to make patients aware that they may review this information,
and a process is in place to facilitate patients documenting their comments.
IV.B: A comprehensive formalized approach for partnering with families in all aspects of the patient’s care, and tailored to the needs and abilities of the
organization and its facility, is developed. An example is a Care Partner Program.
I.A: A multi-disciplinary task force, including patients and family members, is established to oversee and assist with implementation and maintenance of
patient-centered practices
II.E: Active teams are in place that address patient-centered initiatives, and include participation by nonsupervisory staff and patients and families.
II.F: Formalized processes are in place to promote continuity, consistency and accountability in care delivery, and which allow staff the opportunity and
responsibility for personalizing care in partnership with each patient/resident.
14. www.planetree.org@PlanetreeAlan
The Black and white of Patient Centered Care
o Higher levels of patient activation were associated with better clinical indicators, more healthy behaviors, and
greater use of preventive screening tests—as well as with lower costs. (Greene, J. et al. 2015)
o Customized interventions effectively increase patient activation and improve health outcomes ( Hibbard, J. and
Green, J. 2013)
o Empathic clinician communication improves the quality of all interactions with others; patients, their families,
colleagues, and loved ones. (Halpern, 2012)
o Patients who experience empathic care have better medical outcomes.(Hojat, 2011)
o Adherence to treatment recommendations increases with compassionate care. (Halpern, 2010)
o Communicating empathically increases clinician job satisfaction and reduces burnout. (Krasner, 2009;
Shanafelt, 2009; West, 2011)
o Enhanced empathic care and physician well-being are highly correlated.(Shanafelt, 2005)
It’s not complex, but it is difficult.
It’s sometimes difficult to see your own performance.
It’s sometimes difficult to address human aspects of our systems rather than find another tool.
We try to challenge homeblindness and heighten the staff and patient voice
That’s why we rely so heavily on technology. Technology will be a key lever for change, but the fulcrum will always be communication.
Tech increases complexity unduly if we do not coordinate the integration effectively.
Go into the importance of connections between patients and caregivers
As we look to revolutionize or “fix” healthcare, the biggest fix we need is to change how we think about patients.
They hold the answer. They hold the key.
Here are the top 3 concerns we hear from patients. Point your invention and innovation in this direction. Fix these big problems if we really want patients to participate in our apps, tools, and inventions.
For those who might still be resistant, the research tells the tale.
From for to with patients - this is how we need to reconsider a patients journey
This is where it gets difficult! This is where the right use of technology can really aid us.
We developed a framework to guide organizations through this process. I show you this to show the depth and specificity needed to truly drive patient engagement