Standards to Improve the Quality of Care - Marie Kehoe O'Sullivan, HIQAIMS Marketing
Marie Kehoe O'Sullivan, HIQA, looks at Standards to Improve the Quality of Care to patients in Ireland. This presentation was made at the Socrates National Conference, The Convention Centre, Dublin
The document discusses 10 high impact actions that can be taken to release time for care in general practice. These include providing online portals and apps for patients, reception staff directing patients to appropriate care, phone and email consultations, reducing missed appointments, broadening the practice workforce, improving processes, supporting staff wellbeing, collaborating at larger scale including with specialists and pharmacists, referring patients to community services, and empowering patients to better manage their own care including for long-term conditions. The actions are described as ways to improve efficiency, continuity of care, and patient experience while reducing demands on GPs' time.
This document summarizes the partnership between the National Institute for Health Research (NIHR) and industry to support clinical research and innovation in the UK. Key points:
- NIHR invests over £1 billion annually in research infrastructure including clinical trials facilities to support industry partnerships and clinical research.
- In 2015/16 this infrastructure supported over 11,000 studies, recruited over 320,000 patients, and resulted in over 1,300 collaborations and 576 partnerships with industry worth £149.7 million.
- Examples are provided of NIHR funding programs that support translational research and adoption of novel technologies, helping to bridge the "valley of death" between research and commercialization.
Improving Patient Care conference-Mark Grumbridge presentation.v2pptxmckenln
This document discusses the role of technology in nursing and the role of regulators. It notes that new technologies like mobile access to digital records and apps can help deliver safer care. However, nurses must be involved in technology planning and implementation to ensure it is appropriate. The regulator, MHRA, oversees medical devices and investigates incidents to ensure safety. Nurses are encouraged to report any device issues through local policies or the Yellow Card scheme so regulators can monitor devices and patient safety.
PFCC Methodology and Practice: Deliver Ideal Care Experiences and Outcomes…By...EngagingPatients
The document describes the Patient and Family Centered Care (PFCC) methodology used at UPMC, a large integrated health system. The six-step PFCC methodology involves: 1) defining the care experience, 2) forming a guiding council, 3) observing the current state through shadowing, 4) identifying touchpoints through a working group, 5) creating a shared vision for an ideal experience, and 6) implementing improvement projects. The methodology aims to improve outcomes and experiences by engaging patients and families in co-designing care and breaking down silos between care providers. Examples of successful PFCC projects that improved discharge processes and communication through bedside rounding are provided.
This workshop will look at patient care pathways and demonstrate how simulation can combine process flow across; services, clinical best practice and the progression of patients through disease states, to test the impact of improvement initiatives on patient care, outcomes, costs and resource utilization.
Using examples from recent projects on simulating care pathways within HIV services, and simulating future service needs for dementia care, we show the results of combining disease progression with service utilization.
In the workshop, we’ll consider what the ideal pathway model would look like and invite you to work with us to build a pathway using our latest technology.
Standards to Improve the Quality of Care - Marie Kehoe O'Sullivan, HIQAIMS Marketing
Marie Kehoe O'Sullivan, HIQA, looks at Standards to Improve the Quality of Care to patients in Ireland. This presentation was made at the Socrates National Conference, The Convention Centre, Dublin
The document discusses 10 high impact actions that can be taken to release time for care in general practice. These include providing online portals and apps for patients, reception staff directing patients to appropriate care, phone and email consultations, reducing missed appointments, broadening the practice workforce, improving processes, supporting staff wellbeing, collaborating at larger scale including with specialists and pharmacists, referring patients to community services, and empowering patients to better manage their own care including for long-term conditions. The actions are described as ways to improve efficiency, continuity of care, and patient experience while reducing demands on GPs' time.
This document summarizes the partnership between the National Institute for Health Research (NIHR) and industry to support clinical research and innovation in the UK. Key points:
- NIHR invests over £1 billion annually in research infrastructure including clinical trials facilities to support industry partnerships and clinical research.
- In 2015/16 this infrastructure supported over 11,000 studies, recruited over 320,000 patients, and resulted in over 1,300 collaborations and 576 partnerships with industry worth £149.7 million.
- Examples are provided of NIHR funding programs that support translational research and adoption of novel technologies, helping to bridge the "valley of death" between research and commercialization.
Improving Patient Care conference-Mark Grumbridge presentation.v2pptxmckenln
This document discusses the role of technology in nursing and the role of regulators. It notes that new technologies like mobile access to digital records and apps can help deliver safer care. However, nurses must be involved in technology planning and implementation to ensure it is appropriate. The regulator, MHRA, oversees medical devices and investigates incidents to ensure safety. Nurses are encouraged to report any device issues through local policies or the Yellow Card scheme so regulators can monitor devices and patient safety.
PFCC Methodology and Practice: Deliver Ideal Care Experiences and Outcomes…By...EngagingPatients
The document describes the Patient and Family Centered Care (PFCC) methodology used at UPMC, a large integrated health system. The six-step PFCC methodology involves: 1) defining the care experience, 2) forming a guiding council, 3) observing the current state through shadowing, 4) identifying touchpoints through a working group, 5) creating a shared vision for an ideal experience, and 6) implementing improvement projects. The methodology aims to improve outcomes and experiences by engaging patients and families in co-designing care and breaking down silos between care providers. Examples of successful PFCC projects that improved discharge processes and communication through bedside rounding are provided.
This workshop will look at patient care pathways and demonstrate how simulation can combine process flow across; services, clinical best practice and the progression of patients through disease states, to test the impact of improvement initiatives on patient care, outcomes, costs and resource utilization.
Using examples from recent projects on simulating care pathways within HIV services, and simulating future service needs for dementia care, we show the results of combining disease progression with service utilization.
In the workshop, we’ll consider what the ideal pathway model would look like and invite you to work with us to build a pathway using our latest technology.
This document discusses remote patient monitoring and how it can help improve patient care while reducing costs. It notes that the remote patient monitoring market is estimated to grow 44% annually and that remote monitoring has been shown to decrease emergency admissions in the UK by 20%. It then describes a proprietary big data technology solution that analyzes digital patient data from remote monitoring devices to provide deeper insights that help doctors and case managers improve decision making and care for patients.
Patients at the Centre for Health Research – Patient, Carer and Public Invol...Nowgen
"Patients at the Centre for Health Research –
Patient, Carer and Public Involvement in NICE Decision-Making", presented by Victoria Thomas, NICE, at the EUPATI-UK Network Conference on 6 March 2014 in Leeds, UK
This document discusses human-centered design approaches to improve healthcare systems and patient experiences. It covers several topics:
1. The importance of considering human needs, feasibility, and economic viability when designing healthcare solutions through approaches like industrial design, service design, and interaction design.
2. Examples of applying design thinking to problems like asthma treatment to improve control and reduce hospital admissions, and improving cancer patient experiences through better navigation of screening and treatment pathways.
3. The use of design research methods like identifying "extreme" user profiles to fuel creative problem solving and better engagement of patients in their own pre-assessment and care.
This document summarizes NHS England's approach to gathering patient experience and outcome data. It discusses various data collection methods, including national patient surveys, the Friends and Family Test, and Patient Reported Outcome Measures (PROMs). It notes that PROMs data shows patients report significant health improvements after surgeries and there is some variation in outcomes between hospitals. The document also outlines challenges in using this data and opportunities for the future, such as developing new PROMs for additional clinical areas and engaging patients more in collecting and using their own outcome data.
An Orientation to quality and patient safety for new hire in health care faci...kiran
An introduction to quality and patient safety for new employees in health care with basic concepts on quality and patient safety that every new hire must know.
Transforming Urgent and Emergency Care: Safer, Better, Faster mckenln
This document provides an overview of the urgent care system in the UK from the perspective of Dr. Andy Snell. It discusses three key areas: [1] Flying high over the land - an analysis of A&E attendance data at district levels which found some areas had high youth or elderly burdens; [2] Flying high over the evidence - a review of national evidence on interventions to transform urgent care; [3] Flying high over the data - using linked data and modeling to map typical patient pathways through urgent care systems. The document advocates for a system-wide perspective informed by data and evidence to improve coherence, identify inefficiencies, and evaluate interventions and the system as a whole.
Transforming Urgent and Emergency Care: Safer, Better, Fastermckenln
Rick Stern is the Director of the Primary Care Foundation, which has done extensive work examining urgent and primary care systems. This includes reviewing urgent care services, primary care in A&E, and potential ways to reduce bureaucracy and avoidable appointments in general practices. General practices currently feel under significant pressure due to increased workload, expectations, and a declining share of NHS funding over the last decade. The Primary Care Foundation has identified ways that practices can improve their urgent care response, reduce unnecessary contacts, and keep processes simple. Their work found that 27% of GP appointments could potentially be avoided and that integrated IT systems could help reduce workload.
The document discusses creating and sharing urgent care plans to improve coordination of care for patients. It notes problems like unnecessary emergency admissions and lack of patient information sharing. Coordinate My Care (CMC) creates digital urgent care plans with input from clinical teams to be accessed across services. CMC plans have led to more patients' end of life preferences being met, lower ambulance and emergency department referrals, and savings of around £2,100 per patient by reducing admissions. The key to successful urgent care planning is having a single, up-to-date, multi-disciplinary digital plan for each patient that can be accessed by urgent care services.
ECO 11: Transfer of Care to Pharmacy - Hassan Argomandkhah, Chair of Pharmacy...Innovation Agency
Hassan introduces the concept and key objectives of transfer of care to pharmacy (TCP). The slides include a project outline, an overview of TCP in Cheshire and Merseyside, and the benefits and potential savings of Electronic Transfer of Care to Pharmacy.
Transforming Urgent and Emergency Care: Safer, Better, Fastermckenln
This document discusses social enterprises and their role in delivering urgent primary care services. It notes that competent and effective urgent primary care, with early access to senior clinicians, can facilitate risk management and reduce transfers to hospitals for patients with complex needs. Social enterprises are described as not-for-profit organizations that use business methods to benefit society and share the values of the NHS.
The Strategy Unit was commissioned to create an evidence-based resource to support local primary care development strategies in the West Midlands. They conducted an evidence review on quality aspects of primary care that impact health outcomes and service utilization. The resulting resource provides a framework to guide discussions between commissioners, providers, and stakeholders on local priorities. It identifies key themes from the patient, clinical, and practice perspectives. Initial feedback indicates the resource will be useful to prompt conversations with patients on their vision for primary care excellence and help co-produce quality indicators for GP contracts. The Unit aims to inform ongoing primary care work through their methodology of rapidly conducting evidence reviews to balance rigor and timeliness.
Being open for business: 7 day opening in Primary Care
Dr Ivan Benett - Clinical Director, Central Manchester CCG
GPwSI in Cardiology
& Care Clinical Champion for Healthier Together
Presentation from the 'NHS services open seven days a week: every day counts' event on Saturday 16 November at The Metropole Hotel, Birmingham.
This event was hosted by NHS Improving Quality and NHS England to share the views and ideas of public, patients, carers, NHS England and health and social care staff on how to improve access to services for patients across the seven day week.
More information at http://www.nhsiq.nhs.uk/improvement-programmes/acute-care/seven-day-services.aspx or #7DayServices
The document discusses Australia's past efforts to address health literacy, which have been fragmented. It outlines a national stocktake of health literacy initiatives that found many different programs but little coordination. There is now strong support for a coordinated national approach to health literacy that embeds it in policies and education for both consumers and healthcare providers. The National Safety and Quality Health Service Standards provide an existing framework to help guide improved health literacy.
Care providers face increasing pressure to reduce costs while improving patient care quality. CSC's Coordinated Care Delivery Effective Discharge Planning solution links multiple service providers' systems to help plan patient discharges more efficiently and free up clinician time for direct patient care. The solution provides a single view of all discharge planning activities and their status across organizations to better coordinate post-release care and reduce costs.
Transforming Urgent and Emergency Care: Safer, Better, Fastermckenln
The document discusses strategies to manage increasing demand on emergency departments (EDs/A&Es) in the UK. It notes that EDs/A&Es have become a strong brand that is difficult to change patient behavior away from. It recommends co-locating primary/urgent care services with EDs using the established ED brand to direct appropriate patients elsewhere. Co-location has advantages like shared resources and ability to transfer patients, while addressing issues of EDs treating non-emergencies.
Padraic Clarke, Group CEO, Socrates Healthcare on the Healthcare IT Market IMS Marketing
Padraic Clarke, the Group CEO, spoke at an event held on June 8th, 2013 at the Convention Centre in Dublin. The document consists of the date and location of the event repeated several times, as well as noting that Padraic Clarke was the speaker and his title of Group CEO. The high-level information provided is about an address given by an executive at a company event in Dublin.
Practice Management Tips, Tools & Techniques- Mary Toomey, PracticeManager.ieIMS Marketing
Mary Toomey, of PracticeManager.ie looks at how medical professionals can improve the efficiency of their practice, improve the level of care provided to patients and staff and generally increase productivity.
This document discusses remote patient monitoring and how it can help improve patient care while reducing costs. It notes that the remote patient monitoring market is estimated to grow 44% annually and that remote monitoring has been shown to decrease emergency admissions in the UK by 20%. It then describes a proprietary big data technology solution that analyzes digital patient data from remote monitoring devices to provide deeper insights that help doctors and case managers improve decision making and care for patients.
Patients at the Centre for Health Research – Patient, Carer and Public Invol...Nowgen
"Patients at the Centre for Health Research –
Patient, Carer and Public Involvement in NICE Decision-Making", presented by Victoria Thomas, NICE, at the EUPATI-UK Network Conference on 6 March 2014 in Leeds, UK
This document discusses human-centered design approaches to improve healthcare systems and patient experiences. It covers several topics:
1. The importance of considering human needs, feasibility, and economic viability when designing healthcare solutions through approaches like industrial design, service design, and interaction design.
2. Examples of applying design thinking to problems like asthma treatment to improve control and reduce hospital admissions, and improving cancer patient experiences through better navigation of screening and treatment pathways.
3. The use of design research methods like identifying "extreme" user profiles to fuel creative problem solving and better engagement of patients in their own pre-assessment and care.
This document summarizes NHS England's approach to gathering patient experience and outcome data. It discusses various data collection methods, including national patient surveys, the Friends and Family Test, and Patient Reported Outcome Measures (PROMs). It notes that PROMs data shows patients report significant health improvements after surgeries and there is some variation in outcomes between hospitals. The document also outlines challenges in using this data and opportunities for the future, such as developing new PROMs for additional clinical areas and engaging patients more in collecting and using their own outcome data.
An Orientation to quality and patient safety for new hire in health care faci...kiran
An introduction to quality and patient safety for new employees in health care with basic concepts on quality and patient safety that every new hire must know.
Transforming Urgent and Emergency Care: Safer, Better, Faster mckenln
This document provides an overview of the urgent care system in the UK from the perspective of Dr. Andy Snell. It discusses three key areas: [1] Flying high over the land - an analysis of A&E attendance data at district levels which found some areas had high youth or elderly burdens; [2] Flying high over the evidence - a review of national evidence on interventions to transform urgent care; [3] Flying high over the data - using linked data and modeling to map typical patient pathways through urgent care systems. The document advocates for a system-wide perspective informed by data and evidence to improve coherence, identify inefficiencies, and evaluate interventions and the system as a whole.
Transforming Urgent and Emergency Care: Safer, Better, Fastermckenln
Rick Stern is the Director of the Primary Care Foundation, which has done extensive work examining urgent and primary care systems. This includes reviewing urgent care services, primary care in A&E, and potential ways to reduce bureaucracy and avoidable appointments in general practices. General practices currently feel under significant pressure due to increased workload, expectations, and a declining share of NHS funding over the last decade. The Primary Care Foundation has identified ways that practices can improve their urgent care response, reduce unnecessary contacts, and keep processes simple. Their work found that 27% of GP appointments could potentially be avoided and that integrated IT systems could help reduce workload.
The document discusses creating and sharing urgent care plans to improve coordination of care for patients. It notes problems like unnecessary emergency admissions and lack of patient information sharing. Coordinate My Care (CMC) creates digital urgent care plans with input from clinical teams to be accessed across services. CMC plans have led to more patients' end of life preferences being met, lower ambulance and emergency department referrals, and savings of around £2,100 per patient by reducing admissions. The key to successful urgent care planning is having a single, up-to-date, multi-disciplinary digital plan for each patient that can be accessed by urgent care services.
ECO 11: Transfer of Care to Pharmacy - Hassan Argomandkhah, Chair of Pharmacy...Innovation Agency
Hassan introduces the concept and key objectives of transfer of care to pharmacy (TCP). The slides include a project outline, an overview of TCP in Cheshire and Merseyside, and the benefits and potential savings of Electronic Transfer of Care to Pharmacy.
Transforming Urgent and Emergency Care: Safer, Better, Fastermckenln
This document discusses social enterprises and their role in delivering urgent primary care services. It notes that competent and effective urgent primary care, with early access to senior clinicians, can facilitate risk management and reduce transfers to hospitals for patients with complex needs. Social enterprises are described as not-for-profit organizations that use business methods to benefit society and share the values of the NHS.
The Strategy Unit was commissioned to create an evidence-based resource to support local primary care development strategies in the West Midlands. They conducted an evidence review on quality aspects of primary care that impact health outcomes and service utilization. The resulting resource provides a framework to guide discussions between commissioners, providers, and stakeholders on local priorities. It identifies key themes from the patient, clinical, and practice perspectives. Initial feedback indicates the resource will be useful to prompt conversations with patients on their vision for primary care excellence and help co-produce quality indicators for GP contracts. The Unit aims to inform ongoing primary care work through their methodology of rapidly conducting evidence reviews to balance rigor and timeliness.
Being open for business: 7 day opening in Primary Care
Dr Ivan Benett - Clinical Director, Central Manchester CCG
GPwSI in Cardiology
& Care Clinical Champion for Healthier Together
Presentation from the 'NHS services open seven days a week: every day counts' event on Saturday 16 November at The Metropole Hotel, Birmingham.
This event was hosted by NHS Improving Quality and NHS England to share the views and ideas of public, patients, carers, NHS England and health and social care staff on how to improve access to services for patients across the seven day week.
More information at http://www.nhsiq.nhs.uk/improvement-programmes/acute-care/seven-day-services.aspx or #7DayServices
The document discusses Australia's past efforts to address health literacy, which have been fragmented. It outlines a national stocktake of health literacy initiatives that found many different programs but little coordination. There is now strong support for a coordinated national approach to health literacy that embeds it in policies and education for both consumers and healthcare providers. The National Safety and Quality Health Service Standards provide an existing framework to help guide improved health literacy.
Care providers face increasing pressure to reduce costs while improving patient care quality. CSC's Coordinated Care Delivery Effective Discharge Planning solution links multiple service providers' systems to help plan patient discharges more efficiently and free up clinician time for direct patient care. The solution provides a single view of all discharge planning activities and their status across organizations to better coordinate post-release care and reduce costs.
Transforming Urgent and Emergency Care: Safer, Better, Fastermckenln
The document discusses strategies to manage increasing demand on emergency departments (EDs/A&Es) in the UK. It notes that EDs/A&Es have become a strong brand that is difficult to change patient behavior away from. It recommends co-locating primary/urgent care services with EDs using the established ED brand to direct appropriate patients elsewhere. Co-location has advantages like shared resources and ability to transfer patients, while addressing issues of EDs treating non-emergencies.
Padraic Clarke, Group CEO, Socrates Healthcare on the Healthcare IT Market IMS Marketing
Padraic Clarke, the Group CEO, spoke at an event held on June 8th, 2013 at the Convention Centre in Dublin. The document consists of the date and location of the event repeated several times, as well as noting that Padraic Clarke was the speaker and his title of Group CEO. The high-level information provided is about an address given by an executive at a company event in Dublin.
Practice Management Tips, Tools & Techniques- Mary Toomey, PracticeManager.ieIMS Marketing
Mary Toomey, of PracticeManager.ie looks at how medical professionals can improve the efficiency of their practice, improve the level of care provided to patients and staff and generally increase productivity.
The document discusses human resource planning, which involves forecasting personnel requirements, analyzing gaps between demand and supply, and formulating HR plans. It outlines the objectives of HRP, the typical 4-step process involving demand and supply forecasting and gap analysis, and common forecasting techniques like trend analysis, workforce analysis, and workload analysis. The document also provides examples of tools used for supply forecasting like replacement charts and estimating future manpower needs. Finally, it notes that HR plans are formulated to address surpluses or shortages identified in the gap analysis.
This document summarizes key events in social media and technology in 2013. It discusses Twitter launching Vine, Facebook introducing Graph Search, Yahoo acquiring Tumblr, hashtags coming to Facebook, the introduction of iOS 7, Twitter going public on the stock market, and Snapchat turning down acquisition offers from Facebook and Google. The presentation analyzes trends toward constrained media like tweets limited to 140 characters, transient content like photos on Snapchat disappearing, and real-time marketing on social platforms.
This document provides tips for leveraging social media to grow a business. It advises businesses to post tailored content on different social media channels instead of the same message everywhere. Businesses should also ensure their social media content stays on-brand. Contact information is provided for an accounting firm that can help businesses with their tax needs.
This document provides an overview of the concepts of management and administration. It discusses key differences and similarities between the two concepts. Some key points:
- Management is concerned with planning, controlling, and motivating staff to achieve organizational goals, while administration focuses primarily on maintaining procedures and is seen as an aspect of organization.
- Both management and administration involve the management process of planning, organizing, staffing, leading, controlling, and coordinating to accomplish organizational goals through the direction of others.
- Comparative management examines the degree of similarities or differences in management theories and practices across countries or time periods. The comparative approach aids in further understanding the issues being studied.
This document discusses how Fantom, a digital game platform, can help sports teams and entertainment brands generate sponsorship revenue, increase engagement with fans, and capture user data through social games. It explains that Fantom turns digital images into a collecting game for fans to play, allowing brands to earn revenue from sponsor messaging, in-game purchases, and qualified leads for marketing. Case studies show how Fantom games increased fan interactions and engagement for various sports clubs. The document promotes Fantom's services for building social games to attract sponsors and promote brands while capturing user data.
Webinar 4: The Top 10 Things Investors Look For In A Projecti2itt
This document provides guidance on preparing an investment proposal and identifying potential sources of financing. It outlines key areas to address such as understanding the investor's perspective, emphasizing the right aspects of the business, and how to clearly present information. Potential financing sources include angels/super angels, venture capitalists, financial institutions, and government programs that offer different levels of funding and involvement.
Employment advertising requirements july 1 2011klantagne
Effective July 1, 2011, the University of Cincinnati will no longer be required to advertise job positions in print editions of the Cincinnati Enquirer or Cincinnati Herald, except for non-AAUP bargaining unit positions. Instead, positions must be advertised in a way to generate a diverse applicant pool, such as through online job boards or diverse media sources. The Office of Equal Opportunity and Central HR can assist with identifying advertising sources that will help achieve diversity requirements.
Asia Global Energy Solutions - Why Coal Industry is Still Growing in Asiaavakeenan
The reason for the unchecked growth of coal is simple cost. People are willing to shutoff a light for an hour because that is not much of an inconvenience, but ask them to pay a slightly higher electric bill and a significant portion of the populace will balk.
This document provides a summary of key trends from the past year in social media and technology. It identifies five trends that have emerged: constrained media due to limitations of platforms, transience of content shared on platforms like Snapchat, simplification of profiles and content, and responsiveness necessitated by real-time marketing. It then reviews some of the major events from 2012-2013 that contributed to these trends, such as new features and product launches from companies like Facebook, Twitter, Google, and others. The document concludes by emphasizing that the biggest change has been the rise of mobile and post-PC era.
Brand storytelling and captivating content, with a social data twist.This Here
Our talk at Social Media Week Barcelona 2014 to a brilliant audience at the Mobile World Centre.
We stepped past the 'content is king' mantra and talked about how to consistently light up Social Streams in the right way? Starting from branding and storytelling from a social perspective, we talked through the highlights (and lowlights) of social content marketing, and shared our technique of using the open graph to inform conversation maps - A technique we call Interest Mapping.
seShDOCMeet - A Real-Time Collaboration Platform - PresentationseShDOCMeet
"seShDocMeet is a real-time collaboration platform which helps participants to conduct Multimedia conferences and discuss with people from different parts of the world. It
provides unique features to recreate an environment that almost replicates personal collaboration between various participants."
This document is from a website called Coupon Caboodle that provides local grocery store and restaurant coupons in Chicago, Illinois. Users can sign up by providing their contact information and selecting whether they want grocery coupons, restaurant coupons, or both. After signing up, users will gain access to coupons in several formats like printable coupons, online coupon codes, mobile coupons, and savings added directly to loyalty cards. The site gets coupon deals from third-party providers and includes optional advertisements.
The document discusses how to leverage LinkedIn to grow a professional practice. It provides an agenda and overview of building an optimized personal and company profile on LinkedIn, growing your network by connecting with contacts and joining groups, and putting it all together with social sales, profile updates, and LinkedIn advertising. The goal is to build presence online, engage with prospects, and leverage your team to promote your business on the professional networking platform.
NHS Scotland Ehealth Strategy - Alan Hyslophealthcareisi
This document summarizes Scotland's approach to eHealth and strategy for a national electronic health record system. Some key points:
- Scotland has a federated health system with 14 regional health boards and over 1000 GP practices.
- The strategy focuses on incremental improvements, partnerships, and ensuring the right information is available to clinicians.
- Key early successes included a unique patient ID, online test results, and a national emergency care summary covering 99.9% of the population.
- Future areas of focus include electronic records for palliative care patients and a "key information summary" to facilitate coordinated care across providers.
Monitor general practice services 17 09-13howch1961
Monitor is conducting a review of general practice services in England to determine if commissioning and provision of GP services is operating in the best interests of patients. As part of this review, Monitor invited comments on patients' ability to access and switch GP services, providers' ability to develop new services and locations, and new models of primary care. Monitor has received written submissions, conducted stakeholder interviews and events, and will publish a statement on what they have heard and any next steps. They are interested in hearing from patients on topics such as the importance of seeing the same GP each time, ability to access a GP in a reasonable time frame, ability to see a GP or register at a convenient location, and ability to switch GP or practice
The document discusses outpatient departments (OPDs) in hospitals. It defines an OPD and provides reasons for their establishment, including rising healthcare costs and limited hospital beds. OPDs provide about 30-35% of hospital revenue. Key points made include:
- OPDs see over 50% of inpatients and act as screening points for treatment need. On average, 500 outpatients are seen per hospital bed per year.
- Common problems faced by OPDs include insufficient doctors and facilities, long wait times, and lack of privacy. Queuing theory principles and appointment systems can help minimize wait times.
- Proper design, staffing, equipment and management of patient flow are needed to improve OPD efficiency
Maximising Technology and Information Solutions Through "Interoperability"Louise Sinclair
The document discusses digital priorities for improving health and social care, including creating electronic health records, analyzing population data, clinical decision support, remote care, and optimizing resources. It emphasizes standards for information sharing across systems, focusing initially on using the NHS number and improving transfers of care. Local areas will assess progress using a digital maturity index and create annual roadmaps. The priorities are aimed at joining up information to provide better, safer, and more efficient care.
7023 tf039 care home ward rounds poster 2012 julMinney org Ltd
Nursing and residential care homes care for vulnerable patients with health and support needs. One GP practice implemented a initiative where community matrons visited care homes proactively and in response to calls, providing clinical support. This decreased GP visits to care homes by over 50% and likely decreased hospital admissions and costs based on the successful practice. Surveys found patients, families, and care home staff were satisfied with the quality of care and support from the community matrons.
This document provides information on the financial impact of cancer and resources available to help with costs. It notes that cancer often decreases income and increases expenses like medical bills and travel costs. It outlines social welfare payments, medical cards, health insurance options, and organizations that can assist with financial issues, caregiving needs, travel expenses, and more. The goal is to help minimize stress and difficulties during cancer treatment.
The future of primary care and implementing workforce innovations (Wessex AHSN)Robert Varnam Coaching
Presentation at Wessex AHSN event "Lifeline for general practice" event in Southampton. Including updates about the national general practice development programme, and tips on making a success of new ways of working.
This document defines a medical record, outlines its uses and purposes, and describes the different forms and documentation standards for medical records. It discusses policies around retention, destruction, and the functions of a medical records department. A medical record contains a patient's health information and is used for continued care, communication between providers, research, and administration. It must be properly documented, including being legible, signed, dated and timed. Policies on medical record retention vary but consider legal requirements and storage costs. The medical records department admits and discharges patients, codes diagnoses, files records, and compiles statistics under the responsibility of the medical records officer.
The document discusses how information technology will transform healthcare by enabling knowledge to be more readily available and accessible to both patients and clinicians. Key changes include patients being better informed by accessing online health information and receiving test results and advice electronically. This shifts the clinician's role to focusing more on relating treatment options to each patient's unique needs and helping patients understand how options align with their values and preferences. National healthcare systems could also be coordinated digitally using shared aims, datasets, and knowledge bases to provide consistent services across different local providers.
The document discusses new regulations around home health care under the Affordable Care Act, including the need for a face-to-face encounter with a physician within 90 days prior to starting home health services. It also outlines goals to reduce hospital readmissions and lower healthcare costs through partnerships between the government, hospitals, and doctors. Mobile Doctors is introduced as a company that specializes in providing home visits by physicians for patients who have conditions making it difficult to visit the doctor's office.
Alan McDermott, Regional Director Patients and Information, NHS England
Masood Nazir, National Clinical Lead, Patient Online NHS England
Trevor Fossey, NHS England Patient Working Together Group
The document provides information about the health and dental insurance plan for students at Algoma University. It includes:
- Details of coverage for extended health and dental benefits, prescription drugs, travel insurance, and accident coverage.
- Contact information for the insurance providers and claims submission processes.
- Limitations and exclusions for certain benefits like fertility treatments, smoking cessation, and pre-existing conditions.
SOP for Admission of patient procedure.docxanjalatchi
The document outlines the standard operating procedure for patient admission in a hospital. It details the admission policy, including who can admit patients, the responsibilities of admitting doctors, information that must be provided to patients, obtaining consent and providing a cost estimate. The admission procedure is also described, covering registration, allocating a bed, generating medical records, payment, and transferring the patient to the ward. Quality indicators for monitoring the admission process are also listed.
MV Balasubramanyam is an entrepreneur, startup advisor & angel investor. Currently the Founder of Lalitham Innovation Labs, Bengaluru after his 8 years of experience as the CEO, Director of Board of Ramyam Intelligence Lab. Keeping up with the current need for maintaining the comprehensive health data by the patients at their finger tips, this presentation is on the various technologies used for connecting Doctor and patient digitally.
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Contact Us @ https://www.medetalks.com/contact-us.html
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The document summarizes the Maxicare Healthcare Program which provides health insurance through different membership plans. The key details are:
1. Maxicare offers individual, family, group and corporate membership plans with varying coverage and fees depending on the plan.
2. Membership benefits include coverage for outpatient and inpatient medical care, annual checkups according to the plan, and emergency care at affiliated hospitals.
3. The plans provide coverage for hospital rooms and boards, medical procedures, medicines, and doctor fees, with maximum annual benefit limits depending on the plan.
The document discusses integrating primary health care in New Zealand by establishing multi-disciplinary teams to better manage patients with long-term conditions. It provides examples of Group Health, a not-for-profit health maintenance organization, that implemented a medical home model with improved coordination and patient experiences. Preliminary results from Group Health showed reductions in hospitalizations, emergency visits, and care costs despite increased primary care spending.
The document discusses the health record system at the National Cancer Institute in Malaysia. It involves using electronic medical records (EMR) and the FiSiCien system to improve patient care. Patient records are stored securely using a Terminal Digit system and manual filing with pocket files. Records are retrieved upon request for purposes like insurance claims but charges apply. The system aims to complete records within 30 days and properly dispose of records after 7 years.
This document discusses quality improvement efforts around breast and colorectal cancer screening at CommunityHealth, a nonprofit health center providing free healthcare to low-income, uninsured residents in Chicago. For breast cancer screening, opportunities for improvement include developing patient reminder systems, better use of EMR tools to flag overdue patients, and providing more education. For colorectal cancer screening, a tiered approach using fecal immunochemical tests for average-risk patients and colonoscopies for high-risk patients was implemented. Additional strategies to boost screening rates include intensive provider and staff education and targeted patient outreach. Success will be measured by benchmarking screening rates over time.
Pre operative total-hip_replacement_1213hamada tito
The document provides information for patients undergoing a total hip replacement program at Rideout Regional Medical Center. It includes:
1) An overview of the pre-operative total hip replacement program, which involves exercises, education classes, testing, and meetings with medical staff in the weeks and days before surgery.
2) Detailed instructions and exercises for patients to do in the 2-4 weeks and 1-2 weeks before surgery to prepare their body and home for the procedure and recovery.
3) Information about what to expect on the day of and days following surgery during their hospital stay, including pain management and physical therapy.
- Bridgette Doyle-Handy is seeking a position that utilizes her 1.5 years of emergency medicine experience and 7.5 years of medical/surgical nursing experience.
- She has experience as a charge nurse managing patient volume, documentation, and staff.
- Her resume details over 15 years of nursing experience in hospitals and rehabilitation centers along with various certifications.
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3. Today’s Talk
Practice Management - Patients First
Risks in General Practices
Measuring Practice Performance
Practical Problems : Debts, Well-Being
8th June 2013
4. Our Responsibility
To enable our team to
provide timely, safe,
effective and respectful
care - and to ensure
this is consistently and
compassionately given
to all our patients.
8th June 2013
5. Stafford Hospital
Francis Report (Feb 2013)
“put corporate self-interest and cost
control ahead of patients and their safety”
- Robert Francis QC
Focus on systems - not outcomes
Focus on data - not people
Lack of listening to patients and families
Lack of risk assessment
Lack of leadership or urgency about decision making
Lack of management and follow up
8th June 2013
6. Patients “First And Foremost”
8th June 2013
Put the patient’s needs first
Working to agreed standards
Working together
Openness and transparency about matters of concern
All those who provide care for patients – individuals and
organisations must be properly accountable
Measure, understand and improve the performance of
individuals, teams and your whole clinic
7. Primum non nocere
“It may seem a strange
principle to enunciate as the
very first requirement in a
hospital that it should do the
sick no harm”
– Florence Nightingale
8th June 2013
8. Top Risks – MPS (UK, 2012)
99.1% Communication
95.7% Confidentiality
95.7% Prescribing
95.7% Record keeping
94.0% Health and safety
87.9% Test results
84.5% Infection control
8th June 2013
9. Communication - Difficulties
Patient / External
• Unrealistic / differing
expectations
• Rigid beliefs
• Personality traits
• Chaotic lifestyles
• Multiple complaints
• Chronic pain
• Addictions
Clinic / Internal
• Previous experiences
• Degree of training
• Personality traits
• Time pressures
• Interruptions
• Limited resources
• Third party pressures
8th June 2013
10. Dealing with Difficult Interactions
Support
• Active listening
• Empathy
• Open approach to
problem solving
• Suggest the patient
and you might find a
mutually acceptable
solution
Tension
• Summarise the
interaction so far
• Acknowledge the real
problem
• State the boundary
• Encourage patient to
come up with solution
options
8th June 2013
11. Confidentiality
Overhearing conversations especially at reception
Viewing patient-identifiable information left out at reception
Patient-identifiable information left out on desks in the
surgery room
Lost or misplaced post-its and pieces of paper
Interruptions during consultations
Unsecure filing cabinets or unrestricted computer records
8th June 2013
12. Prescribing
• Have a robust repeat prescribing protocol
• Make sure every staff member knows the protocol
• Best practice is that only GPs should add medications
to the prescription list
• GPs should review medication lists regularly
• Be especially vigilant about toxic medications
• Ensure patients are uniquely identified to make sure
they are not confused with similarly named others
8th June 2013
13. Record Keeping
• Ensure contemporaneous notes are kept of all contact including
home visits and telephone contact
• Scan all incoming letters / faxes / results
• Use aide-memoirs to follow up test results
• Ensure allergies are accurately recorded on patient files
• Encourage patients to keep their details correct on your files
• MPS recommends keeping files for a minimum 8 years after
last treatment or death for adult and longer for maternity
records, children’s records, or patients with mental disorders
8th June 2013
14. Access to Medical Records
Freedom of Information Act (Amendment) 2003 applies to records held by GPs in
relation to patients who are medical card holders. It does not apply to the
records of private patients. An application for a copy of the records is made to
the head of the public body. In the case of FOI, the request for access must be
made in writing to the head of the public body concerned which in the case of a
GMS medical record is the HSE.
The Data Protection Act, 1988 (Amendment Act, 2003) gives a person a right of
access and right to correct/delete errors. The current fee that a person can be
charged for the provision of a copy of their medical records under the auspices of
the Data Protection Act is €6.35. Such records should be provided within 40 days.
No medical report or copy records should be provided by the doctor to any third
party other than with the consent of the patient or otherwise as required by law or
directed by an Order of the Court.
8th June 2013
15. Health and Safety
• Undertake risk assessments as needed, and prepare or
update your practice’s Health and Safety statement
annually or more often if needed (see www.hsa.ie and
www.besmart.ie for assistance).
• Keep MSDS information, details of all safety checks, drills,
and equipment services with the H&S statement.
• Nominate staff safety representative(s).
• Ensure sharps, chemicals, gases and clinical waste are
safely used, stored and disposed of.
• Check your security – cctv, panic buttons
8th June 2013
16. Measuring Practice Performance
Good information is the best management tool.
You can measure almost any aspect of your
practice.
Measurements need to be accurate and up to date
in order to be most relevant and useful!
8th June 2013
17. Financial Monitoring
Have a proper recording and reporting system for all practice
income and expenditure. Use regular, clear reporting to evaluate
• Income
• Expenditure
• GMS claims
• Cash flow / bank balance
• Drawings
Review year to date & compare with target / last year’s figures
18. Capitation Payments
Practice IT and PCRS patient listings (“Blue Books”) match (Use Importer)
Newborn babies added to panel and deceased patients removed from panel
Private residents in nursing homes (intending to stay periods of greater than
5 weeks) registered and coded correctly (903/906) if over 70 years
Temporary Visitors attending > 3 months
Visitors with medical cards held by GPs elsewhere in your local area
Cards expiring on 16th Birthday
19. STC / SS / Vaccinations
Ensure claims are completed and claimed for:
– Every special service consultation
– Every out of hours consultation
– Every emergency and temporary visitor
– Every NHS / EHIC visitor
– Flu and pneumococcal vaccinations
Submit claims online to PCRS
– Match claims to payments & follow up all queries
20. Practice Support
Actual GMS Panel must be 100 or more to qualify
Payments increase pro rata in bands of 100 to max. panel size 1200 based on
‘weighted panel’
All patients over 70 are given a weighting of 3:1 when calculating practice support
subsidy entitlement
Staff grade (nurse, practice manager, secretary) and relevant years experience are
taken into consideration
Hours worked and employer PRSI may reduce practice support subsidy payments -
top rate employer PRSI (10.75%) does not affect practice support.
In group practices, practice support may be collectively assessed
To apply for practice support, complete form PSN/1 & submit with copies of relevant
documentation to your local primary care office
21. Sick Leave
Sick leave allowance is based on a four year rolling period.
Panels of 100 – 700 : full capitation is paid for the first 6 months
and half capitation for the next 6 months. Locum is paid based on
the GMS doctor’s capitation payment for the month divided by the
number of days in the month (up to maximum €213.12 per day) and
multiplied by the number of days leave taken.
Panels over 700 : as above, but locum payment is at the maximum
€213.12 per day.
22. Annual Leave
# days annual leave depends on the size of your GMS list
Minimum 100 patients = 14 days annual leave
200 patients = 16 days leave
300 patients = 18 days leave
400 patients = 20 days leave
500 patients = 21 days leave
Every subsequent 100 patients = +1 days leave up to 1400
patients = 32 days leave
1500 patients + = 35 days leave
23. Study Leave
• Minimum panel size is 100
• Study leave is calculated in half-day
sessions up to a maximum of 10 days
• Certificates of attendance must accompany
ALF/1 form along with the name and
signature of the locum practitioner
24. Medical Indemnity Refund
Panel must be over 100 to qualify for medical indemnity refund
Refund is based on the size of the GPs panel
Refund is calculated as a percentage of the net premium paid by the
doctor (gross premium less the benefit which the doctor receives as a
tax rebate). Forward medical indemnity certificate showing full time
work to local primary care office
No. Patients on Panel % Net Re-imbursement
100 – 250 10%
251 – 500 25%
501 – 1,000 50%
1,001 – 1,500 75%
1,501 +
and Rural Practice Allowance GPs 95%
25. Once-Off GMS Grants
Nurse start up grant – to purchase equipment for first nurse
employed €3,809
Fridge grant – one per practice €1,270
Computer grant – one per GMS contract up to €2,539
Submit receipts to local primary care office
26. Maternity Fees
First visit & 6 week €41.53
Subsequent visits (incl. special visits) €29.91
Total for first pregnancy €262.52
Total for subsequent pregnancy €292.43
Emergency delivery €249.22
_______________________________________
Make sure all visits are entered on MSC report
Clearly identify any special visits
Check for past EDDs – miscarriages / movers
27. Childhood Vaccinations -
Maximum Fees (per child)
Registration € 37.78
V1, V2, V3 + MMR €125.86
PCV x 3 @ €18.82 € 56.46
Hib Booster € 18.82
Bonus (95% Uptake) € 60.00
Total €298.92
_____________________________________________
Use software reporting to follow up missed / late
vaccines & advise LHO of any patients
leaving your cohort
28. Other State Contracts
Palliative care payments (GMS & Private)
€212.48
Cervical Check €49.10
Social Welfare Certification Contract
€8.25 per certificate and €44.44 for a detailed
report
29. Socrates : Keeping Tabs on Claims
Claim Tracker
• Child Immunizations
• STCs (if printed)
• Forms (cervical check)
Ante Natal Reports
• Check Boxes in
Maternity Protocol
8th June 2013
30. Tips for Getting Paid On Time
Fee schedule and payment policy should be clearly displayed in
the surgery & on website
Be consistent - minimise ‘discretionary reductions’
Use practice software to generate invoices, receipts, debtors lists
and account statements
Follow up any “left without payment” accounts with a phone call,
ideally within 48 hours
Consider pay-on-arrival as an option if bad debts are a significant
problem for your practice
Don’t let debts spiral. Take a constructive approach support (e.g.
help to apply for a medical card, direction toward MABS services)
to patients in difficulty.
31. Debt Collection by Phone
• Pre-call preparation: have the facts to
hand.
• Open strongly: be clear about why you
are calling.
• Work through objections and agree a
commitment.
• End the call with a clear agreement.
• Follow up : check the agreement is
kept, or if not, react quickly with
another call.
8th June 2013
32. Problems with Staff Performance?
Address it directly, objectively, honestly
Meet the employee to discuss it
• Agree that the problem exists
• Identify cause(s) of the issue
• Agree a proposal to solve the problem
• Agree how you will review performance and what will
happen if the problem is not resolved
8th June 2013
33. Personal Well Being
Staying Safe - Crisis
• Avoid escalating anger
• It is safer to leave the room
than insist somebody else
leaves
• Call for help
• Take time out
• Debrief afterward with a
trusted confidante
Daily Grind Stressors
• Separate your emotions from
patients’
• Recognise your own emotional
responses
• Set realistic expectations of
yourself
• Share the load
• Develop and use support systems
8th June 2013
Strengtheningthe pharmacovigilance system to better support the HCPs role in reporting ADRs and ensuring that members of the public are better informed about the benefits and risks of taking medicines are key parts of the new pharmacovigilance legislation. is a key part of the new pharmaovigilance legislation. and making this easier for and helping tis a key part of the new pharmac
If you want to document your learning outcomes for this session and reflect on what changes you might implement within your practice as a consequence of this presentation, there are some forms outside on our stand to help you record these and contribute to your internal CME credits.
For internal CME you need to review your current practice in a particular area and implement actions to enhance it.