Interprofessional Collaborative Practice Education: Values, Communication & Tools
Presented by Shelley Cohen Konrad & Jennifer Morton
University of New England
Maine Family Medicine
Interprofessional Collaborative Practice Education: Values, Communication & Tools
Presented by Shelley Cohen Konrad & Jennifer Morton
University of New England
Maine Family Medicine
Leadership is defined as the process through which an individual attempts to intentionally influence another individual or a group to accomplish goal . Building and sustaining oral health services that reveal the aspirations of the communities they provide has proved a most important confront all over the world. There is increasing demands on Dental professionals to identify and measure their individual impact on the outcome of patients as cost-cutting strategies have raised the thresholds for Dental hospitals to focus on patient satisfaction. This has increased the average acuity of Dental hospital patients, along with the increase in demand for Dentist leadership and patient outcomes. Dental Hospitals across the world have begun to see appropriate leadership of Dental professionals as an intervention for improving communication; collaboration skills to reduce Dental errors that direct to undesirable patient outcomes, hence Dental leaders are conscientious for creating a vision of where the Dental Hospital should go by implementing initiatives to achieve the vision of better patient outcomes. They create passion for goal accomplishment and converse employees’ roles in contributing to the Dental Hospital strategy.
Leadership practices of Dentist can positively or negatively influence outcomes for patients. Understanding the factors that contribute to leadership is fundamental to outcomes for patients. Important domains of association between Dentist leadership and patient outcomes. These are Dentist-patient relationships, Dentist-colleague relationships, Dentist-community relationships, and Dentists’ relationships to self. Relationship-centered oral health care recognizes the significance and exclusivity of each Dental staff relationship with every other, and considers these interaction to be central in sustaining high-quality care, a high-quality work environment, and better-quality organizational performance and improved patient outcomes.
Dentist leadership in the Genaral Dental practice setting is significant to ensure both best possible patient outcomes and consecutive generations of motivated and passionate Dental staff, but significant barriers to clinical leadership exist in Dental Hospital structures that preclude health care managers from clinical decision making and better patient outcomes.
Dental Hospitals and other healthcare organizations have flattened their structures with wide spans of control in an ongoing effort to reduce costs. When resources are limited, Dentist is required to share their attention across their patients, with their clinical decision to prioritize assessments and interventions. When understaffed units exist, Dentists are apparently required to reduce or skip over certain tasks, thereby rising the risk of harmful patient outcomes. The leadership relationship to patient outcomes in the work context has influence on Dentist behavior, which facilitates patient care and improved outcomes, hence strong re
The retarded development of nursing and nursing profession seems to be mainly due to the fact that no serious thought has been given to this discipline.
Introduction
Definition
Objectives
Factors influencing patient care
Organization of nursing services
Role of Nurse Administrator (In General)
Problems & Challenges
Conclusion
References
Leadership is defined as the process through which an individual attempts to intentionally influence another individual or a group to accomplish goal . Building and sustaining oral health services that reveal the aspirations of the communities they provide has proved a most important confront all over the world. There is increasing demands on Dental professionals to identify and measure their individual impact on the outcome of patients as cost-cutting strategies have raised the thresholds for Dental hospitals to focus on patient satisfaction. This has increased the average acuity of Dental hospital patients, along with the increase in demand for Dentist leadership and patient outcomes. Dental Hospitals across the world have begun to see appropriate leadership of Dental professionals as an intervention for improving communication; collaboration skills to reduce Dental errors that direct to undesirable patient outcomes, hence Dental leaders are conscientious for creating a vision of where the Dental Hospital should go by implementing initiatives to achieve the vision of better patient outcomes. They create passion for goal accomplishment and converse employees’ roles in contributing to the Dental Hospital strategy.
Leadership practices of Dentist can positively or negatively influence outcomes for patients. Understanding the factors that contribute to leadership is fundamental to outcomes for patients. Important domains of association between Dentist leadership and patient outcomes. These are Dentist-patient relationships, Dentist-colleague relationships, Dentist-community relationships, and Dentists’ relationships to self. Relationship-centered oral health care recognizes the significance and exclusivity of each Dental staff relationship with every other, and considers these interaction to be central in sustaining high-quality care, a high-quality work environment, and better-quality organizational performance and improved patient outcomes.
Dentist leadership in the Genaral Dental practice setting is significant to ensure both best possible patient outcomes and consecutive generations of motivated and passionate Dental staff, but significant barriers to clinical leadership exist in Dental Hospital structures that preclude health care managers from clinical decision making and better patient outcomes.
Dental Hospitals and other healthcare organizations have flattened their structures with wide spans of control in an ongoing effort to reduce costs. When resources are limited, Dentist is required to share their attention across their patients, with their clinical decision to prioritize assessments and interventions. When understaffed units exist, Dentists are apparently required to reduce or skip over certain tasks, thereby rising the risk of harmful patient outcomes. The leadership relationship to patient outcomes in the work context has influence on Dentist behavior, which facilitates patient care and improved outcomes, hence strong re
The retarded development of nursing and nursing profession seems to be mainly due to the fact that no serious thought has been given to this discipline.
Introduction
Definition
Objectives
Factors influencing patient care
Organization of nursing services
Role of Nurse Administrator (In General)
Problems & Challenges
Conclusion
References
Explain the 3 elements of every negotiation. Why is WinWin used m.docxgitagrimston
Explain the 3 elements of every negotiation. Why is Win/Win used more than Win/Lose in life? When is the efficiency of a negotiation determined? Give an example of in the world today of a good and a bad negotiator
Lockeport Medical Center
Mission and Vision
As the regional leader in advanced medical care, we take our responsibilities seriously. Our vision and core values help guide us as we work to help and heal each patient in our care. We provide the community quality health care services through the compassionate hands of well-trained staff, in a technologically advanced, cost-effective manner.
Our Mission: To improve the health of the people of the state and surrounding region.
· Serve people as a not-for-profit health system governed by a voluntary community board.
· Ensure sustainability through stewardship of the community's assets.
· Provide quality services in a compassionate and cost-effective manner.
· Collaborate in order to improve access across the entire continuum of care.
· Promote wellness and health to benefit the community.
2020 Vision
A regional diversified health system providing superior care and service to patients and their families through a full continuum of integrated services, education, and research.
Major Strategies: "DEEDS"
Develop people
Excel in patient quality and safety
Enhance operational and financial performance
Develop the health system
Strengthen key relationships
Our MERIT Values
Five core values: Mercy, Excellence, Respect, Integrity and Trust/Teamwork. These values form the foundation for our culture at Lockeport Medical Center.
Mercy
We work to create a caring and compassionate environment responsive to the emotional, spiritual, and physical needs of all persons.
Excellence
We strive to meet or exceed patient/customer needs and expectations and work as a team to improve every aspect of care and service in our organization.
Respect
We value the innate dignity of all persons, respect their uniqueness and diversity, and enable the development of each one's full potential.
Integrity
We are consistently open, honest, and ethical, as the ideal means to protect overall safety and ensure confidentiality and privacy.
Trust/Teamwork
We say what we mean and do what we say. There is open and honest communication with patients and among staff. We recognize everyone’s contributions for the benefit of the patient. We strive to enhance the health of the communities we serve, and work in cooperation with other organizations to protect our vulnerable populations throughout the region.
Job Description
Position Title: Surgery Schedule Coordinator
Department: Operating Room
FLSA Status: Non-Exempt
Position Summary
Uses clinical and management processes to plan, organize, staff, direct, and evaluate patient care services; uses available resources to meet MD/customer needs. The surgery schedule coordinator uses knowledge of interactive management and humanistic values in creating an environment ...
Born on January, 30th 1980 at Toraja, Sulawesi Selatan, Indonesia
Graduated Diploma Nursing in 2005 from Adventist University of Indonesia
Graduated his BS Nursing in 2008 from Adventist University of Indonesia
Work Experiences
- 2005 – 2007 International SOS as Paramedic
- 2007 -2008 Nurse Practitioner at Adventist University Clinic.
- 2008 – 2012 Clinical Instructor at Adventist University of Indonesia
He is now pursuing his Master degree in Nursing at Adventist University of the Philippines.
1. Angela Kemsley
2 Browns Bridge Road
Southam
Warwickshire
CV47 1PA
01926 815664
angie1kem@outlook.com
Personal Profile
Experience in working at a senior management level involved in strategic planning to improve the
performance of service provision. A highly qualified clinician specialising in challenging behaviour
utilising Applied Behaviour Analysis. Having fulfilled roles as a RNLD nurse with over twenty years’
post registration experience I have worked within the private, voluntary and public sectors. As well as
providing hands on care, I am well versed in formulating appropriate service strategy and providing
formal consultation and informal advice and support to other professionals working with people with
challenging behaviour. I aim to utilise my skills and knowledge to the maximum potential in the most
advantageous way whilst supporting people with a learning disability. People with learning disabilities
are often the most disadvantaged and vulnerable people living in our communities and I feel
passionate about providing the highest standard of care to reduce the levels of distress often
communicated through challenging behaviour.
Key Skills
Hands-on social care provision with a focus on individuals presenting learning disabilities.
Consultancy role identifying opportunities for process improvement and strategising
implementations.
Provision of training to teams of staff.
Genuine passion for the sector and bringing about positive outcomes.
Excellent communication skills with stakeholders on all levels, verbal as well as written.
Absolute professionalism and forward-thinking mindset.
Professional Certifications and Qualifications:
Community Nurse Learning Disabilities (Nursing and Midwifery Council)
RAID (Association of Psychological Therapies)
Consultant Behaviour Analysts (Institute of Applied Behaviour Analysis)
Best Interest Assessor – Deprivation of liberty safeguarding team (DoH)
Career History
2013-Resigned 2014 (Returned to the UK)
CCT Invercargill Southland New Zealand
Area/Clinical Manager
As part of the senior management team I reported directly to the Chief Executive the SMT had
overall management responsibility for over 200 staff.
I was recruited to the post from the UK as no one in NZ had the requisite skill set to meet the
requirements of the post. CCT were receiving referrals for the support service in Invercargill for
people with complex behavioural needs some of whom required 24/7 support in their own homes.
The service did not have a senior manager with clinical skills to meet this need.
2. As well as managing the service I was directly responsable for providing intensive psychology
interventions using Applied Behaviour Analysis theory for people with challenging behaviour.
Under my management the staff team and the number of people we supported doubled.
Duties included:-
Managing the process of change and continuing development of the service at a strategic
level.
All matters pertaining to staff management, e.g. staff recruitment, mentoring staff through
competency based training, disciplinary matters, appraisals and continuing staff development,
and managing the allocated budget.
In service training and training to external agencies, acting in a consultant capacity for the
police force in relation to capacity to plea.
Overall responsibility to implement psychological interventions based on clinical formulation.
Liaise with funding agencies to achieve the best service for the person concerned.
Support and involve families valuing their experience and knowledge.
Monitor quality outcome measures using the Periodic Service Review.
Writing detailed reports to the CE and clinical reports to the funding agencies and the police.
Utilising knowledge of the MCA 2005 to ensure vulnerable people were safe guarded.
2004 – 2013: NCHC - Northern Learning Disabilities Team - West Wing
Adult Community Learning Disabilities Team
Clinical Lead for the Challenging Behaviour Service - Northern Adult Community Learning
Disabilities Team
I played a lead role in the development of this service within the team, which was recognised both
within the team and across the Learning Disabilities Service as a whole, as an example of clinical
excellence.
Following best-practices recognised by experts as the gold standard in the field of challenging
behaviour.
As a Highly specialised Challenging Behaviour Specialist I was a senior member of a multi
disciplinary team working extensively with all service providers involved with supporting people with
learning disabilities.
Collation and analysis of data, measuring the quality of service provision to judge the
effectiveness my intervention.
Formulation of individual treatment plans following this comprehensive process of
assessment.
Taking responsibility for a case-load of people with the most severe and challenging needs.
Offering formal consultation and informal advice and support to other professionals working
with people with challenging behaviour who do not meet the criteria for my own case-load.
Assessing service competence as much as individual characteristics to ensure that the best
response and appropriate resources are utilised to the maximum to achieve a positive result
for the person concerned.
Developing a therapeutic working alliance with staff, suggesting ideas for improvement in a
non-judgemental way continually assessing existing staff skills and competences, and
adapting my approach so that my advice is understandable.
Financial responsibility for the unit under my management.
Recruitment of staff, dealing with complaints, and disciplinary matters.
3. In 2009 I became a Best Interest Assessor (BIA) in the Deprivation of Liberty Safeguarding Team,
and as the only health clinician I have carried out numerous MCA assessments and have gained an
extensive knowledge of the MCA 2005 and the Best Interest Procedure. This has involved:
Making complex decisions in the best interest of the individuals concerned, some cases have
been so complex that the final ruling has been directed by a High Court Judge proceeding
over the Court of Protection.
Delivering extensive training on the MCA to most of the hospitals in Norfolk, and acting in a
consultative role to all staff within the community teams.
2003 – 2004: Poplar House – Inpatient assessment and treatment unit.
Ward Manager
In 2003 I was head-hunted to project manage the process of change. I was asked to become the
Ward Manager on our inpatient assessment and treatment unit and my duties included:
Overseeing fundamental changes in the ethos, vision and existing philosophy of the unit and
broad cultural changes, within the existing staff team in a collaborative manner, encouraging
the staff team to contribute in discussions and the decision-making processes.
Supervising staff and performing appraisals, providing staff training and defining plans for
personal development were key to this process.
Implementation of clinical governance, responding to the recommendations of the HCC and
constantly reviewing policies and procedures.
Previous Employment
2001 – 2003: Willow Bank
Deputy Team Leader
1998 – 1999: Elsingham House
Manager
1996 – 1998: Break
Manager
1993 – 1996: EFS
References
Available on request.