Keynote #iAOD16 presentation by Prof Carla Treloar. For more event information, see http://www.regen.org.au/more-events/724-2016-innovation-seminar-11-may.
Consumer participation @ ReGen: Transforming an organisation (11/05/16)Uniting ReGen
#iAOD16 presentation on the development of Consumer Participation practice at ReGen. For more event details see: http://www.regen.org.au/more-events/724-2016-innovation-seminar-11-may
This document discusses consumer participation in healthcare planning and decision making. It outlines how consumer participation has evolved from Divisions of General Practice to Primary Health Networks. It emphasizes the importance of organizing consumer participation at multiple levels from individual care to system-wide changes. The document also provides examples of how the Western Sydney PHN is taking both top-down and ground-up approaches to consumer engagement through programs, commissioning, partnerships and formalizing consumer roles. The overall goal is to improve responsiveness, access and health outcomes through community and consumer involvement.
Patient engagement is a critical element of successful transitions of care. Without it, patients are improperly educated about their condition and inadequately prepared to self-manage.
Healthcare organizations need effective and scalable ways of engaging patients post-discharge.
Roll out of personal budgets what will the mean for your organisation - wo...SWF
This document discusses the rollout of personal budgets and what it will mean for organizations. Personal budgets aim to give individuals more choice and control over their social care by providing a designated budget that can be used flexibly. The documents outlines key principles of personalization including universal services, early intervention, choice and control, social capital, and engagement. It also provides diagrams showing the personalized social care pathway and the role of re-ablement services. The challenges organizations may face with personal budgets are discussed, including ensuring choice for individuals and addressing workforce issues. Feedback from organizations on their role in supporting the changes is requested.
This document discusses partnering with consumers in the Infection Clinical Network. It provides an outline of the session which will discuss the consumer participation branch at Safer Care Victoria, the principles of consumer partnering, and a case study overview. It introduces the consumer lead for the Partnering in Healthcare project and their background. Key priorities and activities of the Consumer as Partners Branch from 2017-2018 are summarized. The document discusses the new National Safety and Quality Health Service Standards, including how patient-centered care is embedded in Standard 3 around infection prevention and control. It covers the spectrum of participation from informing to empowering consumers and the level of influence consumers have. Resources and contact details are provided at the end.
Joan Saddler: Implications for putting patients and the public firstNuffield Trust
The document discusses the implications of NHS reforms for patient and public engagement and outlines three key points:
1) The reforms emphasize patient-led care and involvement of patient experience in quality measures and GP commissioning will require effective public engagement.
2) Mandatory engagement requirements may cause tension with discretionary powers and consortia will be legally required to involve and consult patients.
3) Understanding patient priorities from surveys and improving patient-centered care can boost outcomes, but sustaining change requires long-term cultural shifts more than quick fixes.
The Clinician's Role in Developing a Patient Experience StrategyRenown Health
Learn how clinicians and marketing consultants can work together to develop a patient experience strategy that enables team to work at the highest levels and achieve outstanding results.
Maxime Lê is a graduate of health sciences from the University of Ottawa that has worn many hats for many roles. Chief among them is being a patient advisor for The Ottawa Hospital. Having frequently been a patient and having a passion for health and healthcare, he decided to get involved at The Ottawa Hospital to help improve care, research and advocate for patients. Maxime, while sharing his hands-on experience and insights, answered the questions that healthcare providers, researchers, or prospective patient advisors may have, such as: ''What does it mean to be a patient advisor?'', ''Why is it important?'', and ''What impact does it have?''.
The webinar was followed by an interactive question and answer session.
Consumer participation @ ReGen: Transforming an organisation (11/05/16)Uniting ReGen
#iAOD16 presentation on the development of Consumer Participation practice at ReGen. For more event details see: http://www.regen.org.au/more-events/724-2016-innovation-seminar-11-may
This document discusses consumer participation in healthcare planning and decision making. It outlines how consumer participation has evolved from Divisions of General Practice to Primary Health Networks. It emphasizes the importance of organizing consumer participation at multiple levels from individual care to system-wide changes. The document also provides examples of how the Western Sydney PHN is taking both top-down and ground-up approaches to consumer engagement through programs, commissioning, partnerships and formalizing consumer roles. The overall goal is to improve responsiveness, access and health outcomes through community and consumer involvement.
Patient engagement is a critical element of successful transitions of care. Without it, patients are improperly educated about their condition and inadequately prepared to self-manage.
Healthcare organizations need effective and scalable ways of engaging patients post-discharge.
Roll out of personal budgets what will the mean for your organisation - wo...SWF
This document discusses the rollout of personal budgets and what it will mean for organizations. Personal budgets aim to give individuals more choice and control over their social care by providing a designated budget that can be used flexibly. The documents outlines key principles of personalization including universal services, early intervention, choice and control, social capital, and engagement. It also provides diagrams showing the personalized social care pathway and the role of re-ablement services. The challenges organizations may face with personal budgets are discussed, including ensuring choice for individuals and addressing workforce issues. Feedback from organizations on their role in supporting the changes is requested.
This document discusses partnering with consumers in the Infection Clinical Network. It provides an outline of the session which will discuss the consumer participation branch at Safer Care Victoria, the principles of consumer partnering, and a case study overview. It introduces the consumer lead for the Partnering in Healthcare project and their background. Key priorities and activities of the Consumer as Partners Branch from 2017-2018 are summarized. The document discusses the new National Safety and Quality Health Service Standards, including how patient-centered care is embedded in Standard 3 around infection prevention and control. It covers the spectrum of participation from informing to empowering consumers and the level of influence consumers have. Resources and contact details are provided at the end.
Joan Saddler: Implications for putting patients and the public firstNuffield Trust
The document discusses the implications of NHS reforms for patient and public engagement and outlines three key points:
1) The reforms emphasize patient-led care and involvement of patient experience in quality measures and GP commissioning will require effective public engagement.
2) Mandatory engagement requirements may cause tension with discretionary powers and consortia will be legally required to involve and consult patients.
3) Understanding patient priorities from surveys and improving patient-centered care can boost outcomes, but sustaining change requires long-term cultural shifts more than quick fixes.
The Clinician's Role in Developing a Patient Experience StrategyRenown Health
Learn how clinicians and marketing consultants can work together to develop a patient experience strategy that enables team to work at the highest levels and achieve outstanding results.
Maxime Lê is a graduate of health sciences from the University of Ottawa that has worn many hats for many roles. Chief among them is being a patient advisor for The Ottawa Hospital. Having frequently been a patient and having a passion for health and healthcare, he decided to get involved at The Ottawa Hospital to help improve care, research and advocate for patients. Maxime, while sharing his hands-on experience and insights, answered the questions that healthcare providers, researchers, or prospective patient advisors may have, such as: ''What does it mean to be a patient advisor?'', ''Why is it important?'', and ''What impact does it have?''.
The webinar was followed by an interactive question and answer session.
Consumer and Community Enagement Forum - WentWestWalter Kmet
This document discusses a consumer and community engagement forum hosted by WentWest Primary Health Network. It provides an overview of the forum's goals of achieving better integrated care, empowering local communities, and obtaining feedback to improve healthcare. WentWest developed an engagement toolkit in partnership with Health Consumers NSW to provide guidance on developing effective engagement strategies. The toolkit outlines key steps and considerations for engagement and emphasizes tailoring strategies to local community needs.
PHN Role in Mental Health - Walter Kmet June 2016Walter Kmet
WentWest is focused on reforming the mental health system through its role as the Western Sydney Primary Health Network. It aims to [1] commission new services to address gaps, [2] meaningfully engage consumers in decision making, and [3] better integrate mental health services with primary care. This will help shift the focus from crisis services to prevention and coordinated care across the continuum.
Consumer Workshop - Walter Kmet June 2015Walter Kmet
The document discusses a consumer and community engagement forum held by WentWest Primary Health Network. It provides an overview of key topics discussed at the forum:
1. Developing a "toolkit" to support effective consumer and community engagement strategies for primary care organizations.
2. The importance of partnerships between organizations to achieve integrated care, meet community needs, and improve health outcomes.
3. A 10-step process for developing a consumer and community engagement strategy that includes scoping, understanding local needs, identifying partners, developing engagement mechanisms, and monitoring effectiveness.
Build Physician Relationships that Drive Business Results; Part 2Renown Health
Baystate Health has established a comprehensive, data-driven approach to cultivate new physician referrals, retain current business and earn trust. In this presentation, learn how market intelligence, business analytics and customer engagement are used to focus physician outreach efforts and drive bottom line results.
This document discusses patient engagement and outlines strategies that health systems have used to increase engagement. It begins with an overview of a framework for patient and family engagement in health and healthcare. It then provides examples from various health systems of strategies they have implemented to increase engagement and discusses the results, such as improved outcomes and cost savings. Some of the key strategies discussed include shared decision making, care coordination, chronic disease management, and targeting interventions based on patient needs and activation levels. The document emphasizes that patient engagement is associated with better health outcomes, care experiences, and lower costs. It concludes that building a truly patient-centered healthcare system can improve quality in a way that benefits both patients and costs.
This document summarizes a workshop hosted by HealthXL to discuss new models of care. It notes that increasing healthcare costs are driving the need for alternative delivery methods. The workshop brought together 20 professionals to brainstorm opportunities for transitioning care from hospitals to communities and homes. Key areas for new care models that emerged were in-home care for seniors, chronic disease management, and improved health management. Barriers to new models included difficulties proving cost savings and technology infrastructure challenges. The group prioritized collaborating with community groups to deliver care and reduce health risks. Next steps included further exploring digital health solutions and collaborating to address challenges raised.
The survey is requesting information from ambulatory care providers about their experiences providing transitional and chronic care management services. It should take around 10 minutes to complete and responses will be reported to CMS. All respondents will receive a report on the survey findings and have a chance to receive a $20 Starbucks gift card for completing the survey.
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.
Improving Patient Care-Julia Clarke and Hannah Roy presentationmckenln
This document discusses the volunteer program at SaTH (Shrewsbury and Telford Hospital NHS Trust) and strategies for growing and supporting volunteers. It outlines that SaTH has grown its public volunteer program from 34 to over 500 volunteers through various schemes, including young volunteers aged 16-18, staff volunteers, and "Making a Difference Days" for local businesses and schools. The benefits of volunteering are described for both individuals and the Trust, and best practices are shared for recruiting, training, and retaining volunteers to add value while meeting service needs in a flexible way.
This project aims to address mental health inequalities and integrate a non-medical mental health model into primary care settings. It will do this by influencing how GPs discuss mental health with patients and providing access to needs assessments. The goals are to integrate the model into primary care over 12 months, evaluate the impact on patients, staff and services, and disseminate the learnings. Outcomes could include improved mental health, reduced health service use, and more equitable care. The needs assessment approach targets practical problems that contribute to distress and limit recovery.
IPPOSI CEO Derick Mitchell delivered a presentation on Dec 6th 2019 at the Digital health Conference, organised as part of the Royal College of Physicians, Ireland
Creating a standard of care for patient and family engagementChristine Winters
Nationally-recognized governance expert Beth Daley Ullem addresses the state of patient engagement in heathcare and provides a vision for establishing a minimum standard of care for patient engagement programs.
Introduction to Homecare Standards - Part 1 - Dr Amrish Kamboj - Director of ...Amrish Kamboj
The document provides an introduction to the Joint Commission International (JCI) homecare standards. It discusses that JCI was created in 1998 as the international arm of The Joint Commission in the United States. The first edition of JCI homecare standards was released in 2012 to address the growing field of homecare for aging populations. The standards are divided into two sections: patient-centered standards and healthcare organization management standards. The goals of the standards and accreditation are to improve patient safety, employee safety, and continuous quality improvement.
Workgroup ideas: Colorado Primary Care Collaborative Manthan Bhatt
The document discusses several areas of focus for engaging the public in primary care medical homes (PCMH), including recognition, education, transparency, and patient choice. It also discusses engaging employers to offer PCMH programs to decrease employee absenteeism and increase productivity. Specific action steps proposed include developing message content incorporating public voices, determining how to deliver messages using available data, and including various stakeholder groups. Payment and delivery reform are also discussed, focusing on transparency, incentives aligned across payers to support sustainability, standardizing standards of care, and building infrastructure and partnerships.
- Communication between Health Leads advocates and clinic staff affects the success of connecting clients to needed resources. Improving understanding of the Health Leads model and regular updates on client cases can increase referrals and successful matches.
- Preliminary analysis found that staff understood the screening process but lacked knowledge of the full Health Leads model and follow-up procedures. This gap may limit referrals and information sharing between advocates and staff.
- Next steps include clarifying intake categories, exploring how a client's primary language relates to case outcomes, and involving the community to better identify resource needs.
This infographic from The Beryl Institute presents key findings from its study, the "State of Patient Experience 2015: A Global Perspective on the Patient Experience Movement," which engaged over 1,500 respondents in 50 countries, sharing challenges and opportunities in addressing the patient experience across all healthcare settings.
Improving Patient Care conference, Richard Brady presentationmckenln
The document summarizes the findings of the Care Quality Commission's (CQC) review of mental health crisis care in England. The review found that (1) the quality of crisis care varies significantly depending on location and when help is sought, (2) people often face problems accessing timely and appropriate care, and (3) local services are innovating but integrated crisis response systems are still needed. Based on these findings, the CQC makes recommendations to improve crisis planning, helpline accessibility, hospital experiences, and ensure sufficient local crisis facilities. It also outlines the CQC's plans to monitor and improve crisis services through inspections and collaboration.
Mission Australia conducted a pilot study to measure client wellbeing outcomes in two of its programs. The study found that clients in the PHaMs program, which provides intensive wrap-around support, experienced significant improvements in personal wellbeing, life satisfaction, and reduced poor outcomes over time. In contrast, clients in the Job Services Australia program, which has a narrower focus on employment, did not see similar improvements. Key lessons included developing a sound framework, gaining management support, using repeat measures to track progress, and reflecting on results to inform practice improvements.
This document summarizes the results of a survey conducted by IPPOSI on patient data. It shows that 103 responses were received from IPPOSI members and non-members. The survey asked questions to understand respondents' familiarity with and views on electronic health records, data sharing, and key topics. It also identified the most interesting topics to members as improving data quality and infrastructure, addressing trustworthiness, and probing data privacy and protection. Additional topics suggested for focus included patient representation, integrated care, and data access. The document provides insights into stakeholders' priorities and concerns around patient data issues.
The document discusses lean principles and processes, with a focus on understanding value from the customer's perspective. It emphasizes removing waste, taking a bottom-up approach to identify value and waste, and allowing processes to flow with little command and control. The document also examines how to properly define and measure patient value in healthcare to improve patient experience and outcomes. It argues that current patient satisfaction measures are inadequate and that value should be explored from multiple stakeholder perspectives to guide sustainable service improvements.
Evaluation of the Integrated Care and Support Pioneers ProgrammeNuffield Trust
This document summarizes the findings of evaluations of the Integrated Care and Support Pioneers Programme in the UK. The evaluations found that while Pioneers aspired to comprehensive system change, their activities focused more narrowly on initiatives like risk stratification and care coordination teams. Progress was difficult to measure against indicators and Pioneers faced challenges from financial pressures and competing priorities. The evaluations concluded that further integration will be challenging under increasing demands on the health system.
Consumer and Community Enagement Forum - WentWestWalter Kmet
This document discusses a consumer and community engagement forum hosted by WentWest Primary Health Network. It provides an overview of the forum's goals of achieving better integrated care, empowering local communities, and obtaining feedback to improve healthcare. WentWest developed an engagement toolkit in partnership with Health Consumers NSW to provide guidance on developing effective engagement strategies. The toolkit outlines key steps and considerations for engagement and emphasizes tailoring strategies to local community needs.
PHN Role in Mental Health - Walter Kmet June 2016Walter Kmet
WentWest is focused on reforming the mental health system through its role as the Western Sydney Primary Health Network. It aims to [1] commission new services to address gaps, [2] meaningfully engage consumers in decision making, and [3] better integrate mental health services with primary care. This will help shift the focus from crisis services to prevention and coordinated care across the continuum.
Consumer Workshop - Walter Kmet June 2015Walter Kmet
The document discusses a consumer and community engagement forum held by WentWest Primary Health Network. It provides an overview of key topics discussed at the forum:
1. Developing a "toolkit" to support effective consumer and community engagement strategies for primary care organizations.
2. The importance of partnerships between organizations to achieve integrated care, meet community needs, and improve health outcomes.
3. A 10-step process for developing a consumer and community engagement strategy that includes scoping, understanding local needs, identifying partners, developing engagement mechanisms, and monitoring effectiveness.
Build Physician Relationships that Drive Business Results; Part 2Renown Health
Baystate Health has established a comprehensive, data-driven approach to cultivate new physician referrals, retain current business and earn trust. In this presentation, learn how market intelligence, business analytics and customer engagement are used to focus physician outreach efforts and drive bottom line results.
This document discusses patient engagement and outlines strategies that health systems have used to increase engagement. It begins with an overview of a framework for patient and family engagement in health and healthcare. It then provides examples from various health systems of strategies they have implemented to increase engagement and discusses the results, such as improved outcomes and cost savings. Some of the key strategies discussed include shared decision making, care coordination, chronic disease management, and targeting interventions based on patient needs and activation levels. The document emphasizes that patient engagement is associated with better health outcomes, care experiences, and lower costs. It concludes that building a truly patient-centered healthcare system can improve quality in a way that benefits both patients and costs.
This document summarizes a workshop hosted by HealthXL to discuss new models of care. It notes that increasing healthcare costs are driving the need for alternative delivery methods. The workshop brought together 20 professionals to brainstorm opportunities for transitioning care from hospitals to communities and homes. Key areas for new care models that emerged were in-home care for seniors, chronic disease management, and improved health management. Barriers to new models included difficulties proving cost savings and technology infrastructure challenges. The group prioritized collaborating with community groups to deliver care and reduce health risks. Next steps included further exploring digital health solutions and collaborating to address challenges raised.
The survey is requesting information from ambulatory care providers about their experiences providing transitional and chronic care management services. It should take around 10 minutes to complete and responses will be reported to CMS. All respondents will receive a report on the survey findings and have a chance to receive a $20 Starbucks gift card for completing the survey.
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.
Improving Patient Care-Julia Clarke and Hannah Roy presentationmckenln
This document discusses the volunteer program at SaTH (Shrewsbury and Telford Hospital NHS Trust) and strategies for growing and supporting volunteers. It outlines that SaTH has grown its public volunteer program from 34 to over 500 volunteers through various schemes, including young volunteers aged 16-18, staff volunteers, and "Making a Difference Days" for local businesses and schools. The benefits of volunteering are described for both individuals and the Trust, and best practices are shared for recruiting, training, and retaining volunteers to add value while meeting service needs in a flexible way.
This project aims to address mental health inequalities and integrate a non-medical mental health model into primary care settings. It will do this by influencing how GPs discuss mental health with patients and providing access to needs assessments. The goals are to integrate the model into primary care over 12 months, evaluate the impact on patients, staff and services, and disseminate the learnings. Outcomes could include improved mental health, reduced health service use, and more equitable care. The needs assessment approach targets practical problems that contribute to distress and limit recovery.
IPPOSI CEO Derick Mitchell delivered a presentation on Dec 6th 2019 at the Digital health Conference, organised as part of the Royal College of Physicians, Ireland
Creating a standard of care for patient and family engagementChristine Winters
Nationally-recognized governance expert Beth Daley Ullem addresses the state of patient engagement in heathcare and provides a vision for establishing a minimum standard of care for patient engagement programs.
Introduction to Homecare Standards - Part 1 - Dr Amrish Kamboj - Director of ...Amrish Kamboj
The document provides an introduction to the Joint Commission International (JCI) homecare standards. It discusses that JCI was created in 1998 as the international arm of The Joint Commission in the United States. The first edition of JCI homecare standards was released in 2012 to address the growing field of homecare for aging populations. The standards are divided into two sections: patient-centered standards and healthcare organization management standards. The goals of the standards and accreditation are to improve patient safety, employee safety, and continuous quality improvement.
Workgroup ideas: Colorado Primary Care Collaborative Manthan Bhatt
The document discusses several areas of focus for engaging the public in primary care medical homes (PCMH), including recognition, education, transparency, and patient choice. It also discusses engaging employers to offer PCMH programs to decrease employee absenteeism and increase productivity. Specific action steps proposed include developing message content incorporating public voices, determining how to deliver messages using available data, and including various stakeholder groups. Payment and delivery reform are also discussed, focusing on transparency, incentives aligned across payers to support sustainability, standardizing standards of care, and building infrastructure and partnerships.
- Communication between Health Leads advocates and clinic staff affects the success of connecting clients to needed resources. Improving understanding of the Health Leads model and regular updates on client cases can increase referrals and successful matches.
- Preliminary analysis found that staff understood the screening process but lacked knowledge of the full Health Leads model and follow-up procedures. This gap may limit referrals and information sharing between advocates and staff.
- Next steps include clarifying intake categories, exploring how a client's primary language relates to case outcomes, and involving the community to better identify resource needs.
This infographic from The Beryl Institute presents key findings from its study, the "State of Patient Experience 2015: A Global Perspective on the Patient Experience Movement," which engaged over 1,500 respondents in 50 countries, sharing challenges and opportunities in addressing the patient experience across all healthcare settings.
Improving Patient Care conference, Richard Brady presentationmckenln
The document summarizes the findings of the Care Quality Commission's (CQC) review of mental health crisis care in England. The review found that (1) the quality of crisis care varies significantly depending on location and when help is sought, (2) people often face problems accessing timely and appropriate care, and (3) local services are innovating but integrated crisis response systems are still needed. Based on these findings, the CQC makes recommendations to improve crisis planning, helpline accessibility, hospital experiences, and ensure sufficient local crisis facilities. It also outlines the CQC's plans to monitor and improve crisis services through inspections and collaboration.
Mission Australia conducted a pilot study to measure client wellbeing outcomes in two of its programs. The study found that clients in the PHaMs program, which provides intensive wrap-around support, experienced significant improvements in personal wellbeing, life satisfaction, and reduced poor outcomes over time. In contrast, clients in the Job Services Australia program, which has a narrower focus on employment, did not see similar improvements. Key lessons included developing a sound framework, gaining management support, using repeat measures to track progress, and reflecting on results to inform practice improvements.
This document summarizes the results of a survey conducted by IPPOSI on patient data. It shows that 103 responses were received from IPPOSI members and non-members. The survey asked questions to understand respondents' familiarity with and views on electronic health records, data sharing, and key topics. It also identified the most interesting topics to members as improving data quality and infrastructure, addressing trustworthiness, and probing data privacy and protection. Additional topics suggested for focus included patient representation, integrated care, and data access. The document provides insights into stakeholders' priorities and concerns around patient data issues.
The document discusses lean principles and processes, with a focus on understanding value from the customer's perspective. It emphasizes removing waste, taking a bottom-up approach to identify value and waste, and allowing processes to flow with little command and control. The document also examines how to properly define and measure patient value in healthcare to improve patient experience and outcomes. It argues that current patient satisfaction measures are inadequate and that value should be explored from multiple stakeholder perspectives to guide sustainable service improvements.
Evaluation of the Integrated Care and Support Pioneers ProgrammeNuffield Trust
This document summarizes the findings of evaluations of the Integrated Care and Support Pioneers Programme in the UK. The evaluations found that while Pioneers aspired to comprehensive system change, their activities focused more narrowly on initiatives like risk stratification and care coordination teams. Progress was difficult to measure against indicators and Pioneers faced challenges from financial pressures and competing priorities. The evaluations concluded that further integration will be challenging under increasing demands on the health system.
An integrated model of psychosocial cancer care: a work in progress…Cancer Institute NSW
Cancer patients are faced with a multitude of stressors, from diagnosis, through treatment, at recurrence, in the stages following treatment completion, and in the terminal phase. Psychosocial care has been highlighted as a critical aspect of providing comprehensive patient-focused care. Specifically, one of the goals of The NSW Cancer Plan 2011-2015 is to improve the quality of life of people with cancer and their carers. This project was initiated to improve the current psychosocial model of care at The Kinghorn Cancer Centre (TKCC), to better reflect an integrated, holistic and comprehensive model of patient-centred care.
Patient, carer & public involvement in clinical guidelines: the NICE experienceGuíaSalud
Presentación de Victoria Thomas, Associate Director, Patient & Public Involvement Programme de NICE, sobre la participación de pacientes, ciudadanos y público en general en el desarrollo de guías de práctica clínica del NICE. Ponencia realizada en la Jornada Científica GuíaSalud 2010 "La participación de los pacientes en las Guías de Práctica Clínica".
Weitzman 2013 Relative patient benefits of a hospital-PCMH collaboration with...CHC Connecticut
Anuj K Dalal presents information on a PCORI research grant: Relative patient benefits of a hospital-PCMH collaboration within an ACO to improve care transitions.
EXECUTIVE SUMMARYClient’s requirement Panion Project seeks to aBetseyCalderon89
EXECUTIVE SUMMARY
Client’s requirement: Panion Project seeks to address the optimal performance of care workers in Canada and the USA by ensuring better access to quality care. ………………………………
Introduction
Healthcare happens to be the concern of every facet of humanity and for this reason, the Panion project is of great interest and relevance to every community where it exists. At some point in our lives, we have found ourselves, or a family member, or a colleague, or friends needing medical attention, and we all desire that this health/medical situation be treated with the utmost care, skill, professionalism, and acceptable standard.
It would therefore be interesting to render our professional knowledge towards providing valuable information, analyzing potential challenges and opportunities, improving the system and methods to optimize the desired outcome of the Panion project.
A lot of factors that undermine the performance of care workers as identified by the client are but are not limited to;
· The mismatch between job specification and care worker’s attributes.
· The huge commission charged by health care agencies.
· Poor compensation and benefits packages,
· Long distances are often required to deliver service to health-seeker,
· Absence of incentives for skill enhancement and career development.
Scope: Having identified the problems that increased employee turnover in health care services, the Panion project seeks to address these problems and also increase employee retention by using employees retention strategies and tools like training, employee engagement, and development, benefits, and other employee capacity building skills.
Speak up…
• If you don’t understand something or if something doesn’t seem right.
• If you speak or read another language and would like an interpreter or translated materials.
• If you need medical forms explained.
• If you think you’re being confused with another patient.
• If you don’t recognize a medicine or think you’re about to get the wrong medicine.
• If you are not getting your medicine or treatment when you should.
• About your allergies and reactions you’ve had to medicines.
Pay attention…
• Check identification (ID) badges worn by doctors, nurses and other staff.
• Check the ID badge of anyone who asks to take your newborn baby.
• Don’t be afraid to remind doctors and nurses to wash their hands.
Educate yourself…
• So you can make well-informed decisions about your care.
• Ask doctors and nurses about their training and experience treating your condition.
• Ask for written information about your condition.
• Find out how long treatment should last, and how you should feel during treatment.
• Ask for instruction on how to use your medical equipment.
Advocates (family members and friends) can help…
• Give advice and support — but they should respect your decisions about the care you want.
• Ask questions, and write down important information and instructi ...
This document summarizes a presentation about two patient safety improvement projects conducted by Hertfordshire Partnership NHS Foundation Trust. The first project introduced "Care Calls" conducted by the Crisis Assessment and Treatment Team (CATT) for patients not continuing care. The second project used "Moving on Plans" in the Acute Day Treatment Unit (ADTU) to improve knowledge and understanding of the discharge process. Both projects received positive feedback and seemed to improve safety. The document discusses the progress and impact of the projects and includes case studies. It also reviews learning points and recommendations for other trusts.
Presentation on Teamwork for Avoiding Potentially Avoidable ReadmissionsCJ Fulton
This document discusses strategies for reducing avoidable hospital readmissions. It begins by posing key questions around barriers to care transitions and potential interventions. It then lists common drivers of readmissions such as fragmented care, medication issues, and lack of follow up. The document outlines various evidence-based intervention models and provides a template for selecting interventions that address specific drivers. It emphasizes the importance of monitoring progress through data collection and engaging stakeholders. Finally, it stresses that reducing readmissions requires collaboration across providers.
This document summarizes a workshop on designing managed access programs (MAPs) for rare disease drugs. The workshop objectives were to enhance understanding of MAPs' role in patient access and work in groups to design MAPs within national pharmacare. The agenda included case study discussions, working groups to refine MAP proposals, and summarizing recommendations. Case studies examined complex therapies, gene therapies, and rare disease drugs. Groups addressed questions on stakeholder involvement, eligibility, stopping criteria, ensuring compliance, and using data for decisions. Feedback informed further discussion on feasibility and a closing discussion reflected on progress and remaining questions around health technology assessments, clinician input, expertise, and patient experiences.
Involving patients in outcomes based commissioning in community services, pop...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
West Midlands Safeguarding Conference – 1 March 2018NHS England
The document analyzes themes from 23 mental health homicide investigations, finding the most common recommendations related to failure to follow policies/guidance, lack of risk assessments, and lack of organizational learning and change. Contributing factors most often included issues with staff training, information gathering, communication, and documentation. While few cases were found to be both predictable and preventable, many noted predictability of future violence if not the specific homicide.
Utilización de la evidencia cualitativa para mejorar la inclusión de las pref...GuíaSalud
Tercera intervención de la Mesa 1 de la Jornada científica GuíaSalud 2017: La implicación de pacientes en el desarrollo de GPC. Una estrategia necesaria para mejorar la toma de decisiones. Simon Lewin
UCSF CER - What PCORI Wants (Symposium 2013)CTSI at UCSF
This document summarizes a presentation about the Patient-Centered Outcomes Research Institute (PCORI). PCORI is funding patient-centered comparative effectiveness research. The presentation highlights two award winning projects, discusses some projects that were not funded, and outlines PCORI's funding priorities and challenges. PCORI wants to advance research that engages stakeholders, reflects patient variability, and focuses on important health outcomes without using cost-effectiveness as a funding criterion. Opportunities for PCORI include supporting real-world evidence generation and incorporating diverse stakeholder perspectives, but challenges include stakeholder burnout and operating in the current fiscal environment.
The document discusses challenges consumers face in the current healthcare system such as uncoordinated care, lack of chronic care management, and poor communication. It proposes that Accountable Care Organizations (ACOs) could help address these issues if designed properly with a focus on patient-centered care. Key elements identified for patient-centered ACOs include comprehensive care coordination, ready access to care teams, and engaging patients in shared decision making. However, the document cautions that ACOs must be developed collaboratively with consumers to ensure they meet patient needs and preferences in order to be successfully adopted.
Roles and rsponsibilities in quality health careAnkita Kunwar
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2. Acknowledgements
Based on research done in partnership with AIVL and NUAA
1. Extent to which consumer participation takes place in drug treatment
services; and how much consumers know about the existing opportunities
for involvement
2. Service consumers’ and providers’ (1) beliefs about, and levels of
commitment to consumer participation; and (2) perceived barriers to
conducting or participating in consumer participation.
3. Evaluation of demonstration projects in 3 states, 5 services – AIVL
• Organisation issues impacting projects
4. Evaluation of demonstration projects in NSW, 3 services – NUAA
• Staff-client relationships
3. Background
• ‘the process of involving health consumers in decision making about
health service planning, policy development, setting priorities and
quality issues in the delivery of health services’
• Commonwealth Department of Health and Aged Care, 1998
• varying degrees
– ranging from the sharing of information and opinions about
services to
– engaging in shared problem solving and joint decision-making
4. Ladder of consumer participation
Degree Type of activity Example
High CP built into values and
policies
CP incorporated into mission;
consumer rights charter
Consumers share in
decision making
CR in planning committees,
staff meetings, staff appraisal
& recruitment
Mid Non-decision making roles Consumers involved in staff
training; development of
resources
Low Promote and support
consumer involvement
Consumers supported to
conduct their own groups
Information exchange Consumer councils/forums,
surveys, suggestion box,
complaints
5. Survey of services
• 3 states – NSW, Vict, WA
• Random sample
• 3 types of services
– Pharmacotherapy
– Resi rehab
– Resi detox
• Response
– 64/78 service providers
– 179 consumers
6. What services do:
Degree Type of activity Example
High Decision making committees 20%
Provided with charter of
rights
85%
Mid Facilitate own groups 50%
Low Survey of consumers 64%
7. What consumers know:
Degree Type of activity Example
High Decision making committees
Charter of rights
0% (of 28 consumers)
70%
Mid
Low Complaints process;
Suggestion boxes;
Surveys
54%
44%
37%
8. Implications
• At the time – no policy direction or funding re CP
– Encouraging extent of activities
– Small minority included consumers in decision making activities
• Critical that consumers are aware of CP activities
– Very concerning that half knew of complaints redress processes
• Residential services somewhat better at making consumers aware of CP
than pharmacotherapy
• Charter of rights – pleasing re existence, awareness
– But turning principles into practice?
9. Implementation of CP?
• Highly dependent upon the opinions and beliefs of those involved
• Western biomedical mode of treatment:
• views ‘patient’ as pathological and needy
• In mental health field reveals - psychiatrists and patients characterise
patient as passive and lacking ability
• Invalidation of personal agency in drug treatment sector
– Position those seeking treatment as deficient, defective or ‘lacking’
• -> explore views of consumers and providers
10. Provider and consumer opinions
0
20
40
60
80
100
providers
consumers
Agree or strongly agree
11. Provider and consumer opinions
0
20
40
60
80
100
providers
consumers
Agree or strongly agree
12. Willingness for future activities
0
20
40
60
80
100
Providers
Consumers
Definitely or probably willing
13. Willingness for future activities
0
20
40
60
80
100
Providers
Consumers
Definitely or probably willing
14. Reasons for unwillingness – providers
• High – CR on decision making committees (n=15)
– Staff reluctant – 33%
– Not practical for this type of service – 28%
– Clients lack necessary skills – 20%
• Mid – consumers involved in staff training (n=17)
– Not practical for this type of service – 29%
– Clients lack necessary skills – 18%
– Staff too busy to facilitate client engagement – 18%
– Training determined externally, therefore CP difficult – 18%
– Viewed as not valuable or inappropriate – 12%
– Clients not interested – 12%
– Staff reluctant to have clients involved – 12%
15. Reasons for unwillingness – clients
• High – CR on decision making committees (n=51)
– Not my place – 20%
– Feel I do not have necessary skills – 20%
– Believe that nothing would happen anyway – 18%
– Too busy – 18%
– Do not feel confident – 18%
– Worried about being blamed for wrong decisions of other clients – 16%
• Mid – consumers involved in staff training (n=52)
– Just want treatment – 31%
– Not relevant to this type of service – 29%
– Not my place – 25%
– Feel I do not have necessary skills – 25%
16. Implications
• Considerable support for CP - Almost all providers and consumers believed
in principle of CP; large % would be willing
• Providers concerns could be informed by positioning of passive patient in
Western health systems
– And drug users as lacking and in need of “fixing”
• Mental health literature re high level CP:
– providers develop more positive views about consumers and become
more favourable to including them
• Consumers concerned about their role
– Colluding with providers/service - tensions
– Desire to focus on treatment
17. AIVL supported demo projects
• EOI to recruit 5 services with $9000 support
– High level CP
– Focus on sustainability
– Consumer participants to be paid for their participation
– No adverse implications for consumer participants
– Plan – clear objectives, timeframe etc
– Ongoing liaison with AIVL
– Support from local drug use org
• 3 opiate substitution
• 1 outpatient detoxification
• 1 residential rehabilitation programs
18. Evaluation of demo projects
• Focus on organisational context
– bureaucratic processes, staffing, and other resources, plus mechanisms
enabling clear and timely feedback to consumers
• UK evidence – CP “user involvement”
– agendas of treatment services and user groups to “collide rather than
complement”
• Virtually no evidence of policy frameworks to support CP in drug treatment
• Were services “fit for purpose” for CP?
– Key staff/consumers
– General staff/consumers
– Baseline, 6 months post implementation
19. Stability and core business
Baseline
• Stability
– discussions focused on consumers’ suitability
– varied according to HR/abstinence focus of service
• Training
– Focused on potential support needs of key consumer
– Not much discussion on staff training, perhaps attitudes
• Risks Staff – threat to their role as staff members
Maybe a bit more open just to try, see how it goes (M staff).
if they [staff] don’t think CP is a good idea because may . . . maybe it’s a power
thing. Some staff feel there should be more power than clients (Female staff)
quite intimidating to think that members of that client group are going to have
access to us at a level where they’re not on the other side of a counter (M staff).
20. Stability and core business
Post-implementation
• Stability - was the service stable enough?
– Considerable delays and disruptions
• “Non-core” business - not well planned or resourced; Other non-core
activities at the same time
• Training
– Provided by local DUO: consumers’ higher understanding (not staff)
• Risks
– Delays to remuneration of CR
– Unfair, “playing with people’s emotions”
– Impact on self-worth trust of CRs
And I have to be perfectly honest here, it’s not gone smoothly . . . We’ve had a
succession of people being the prime mover and as people leave, [are] seconded, lose
interest, that sort of thing . . . We’ve had many, many hands being, being the prime
person (Male staff).
21. Implications
• None of 5 projects reached goals in timeframe
• Staff underestimated time and commitment (did not see need for training at
baseline)
• Perceptions of consumers’ stability: relationship between attitudes and CP
is circular, UK research:
– failings of user groups were perceived to reinforce stereotype that
people who use drugs were unable to perform effectively
– Organisational issues not considered
• Puts CRs in vulnerable position if choose to protest
– Clients perceive access to treatment is fragile; punitive responses to
client distress or dissatisfaction
22. Recommendations
1. Training and capacity building for management and staff;
2. Adequate resourcing for consumer participation activities;
3. Commitment at all levels of the service to involving and valuing
consumers;
4. Engagement with local drug user organizations.
CP is complex social intervention in which many factors may influence the
outcome
– Power imbalances, reliance on stereotypes
– Burden of CP too much for those with the least power to control their
own treatment.
23. NUAA Change project
• 3 drug treatment services supported to run CP
– 2 public OST
– 1 NGO resi rehab
• Activities
– ‘Welcome diary’ for new residents, a service-users’ newsletter, a policy
review committee, tea and information stalls
– Activities determined by service users in collaboration with NUAA
worker, and evolved according to local need/priorities
– NUAA coordinated a three-day workshop: service users and staff
attending one day each; one day together
• Evaluation
– Key staff/consumers; general staff/consumers – baseline, post
24. Baseline
• Consumer disenfranchisement
– reflection of drug users’ broader social marginality and exclusion
• Enthusiasm for CP; opportunity to speak – having “humanness” recognised
So I think that they’re confused . . . they don’t really know what CP really
means. And I also think that the ones that do know what it means are,
don’t really trust that there’ll be much of an outcome from it because they
are so disenfranchised and not really able to, well have never really had
much of a say in their treatment. (Ashley, general staff)
I think that the more the staff hears of our problems, like the little everyday
problems of coming here, I think the more . . .they can see that you know,
you are a human. (Jason, general consumer)
25. Changes
• Changing communication; Challenging “us” vs “them”; Working together
– Staff have been pretty positive. And they’re pretty open . . . It’s like
everybody’s working towards one thing . . . It’s good to know instead of,
you know, seeing the staff as staff, you know, that they are people . . .
(Robyn, key consumer)
To know the real stories about them. Yeah, the true worries instead of
just asking the routine questions and answering our questions. Yeah,
that’s, that’s different than the normal way of communicating between
us. (Gerri, general staff)
Staff have been pretty positive. And they’re pretty open . . . It’s like
everybody’s working towards one thing . . . It’s good to know instead of,
you know, seeing the staff as staff, you know, that they are people . . .
(Robyn, key consumer)
26. Changes
• Levelling the playing field; re-orienting power relations
– [T]here used to tend to be us against them, us against them. Now we’re
umer)
There used to tend to be us against them, us against them. Now we’re
on the same playing field and we’re all a team . . . (Craig,key consumer)
It was quite nice to sort of sit in the room, you know, as equals and have
discussions . . . I was most surprised about how much of an interest they
were taking. (Elle, key staff)
I think it has just created a level-playing field, that’s what it’s done . . . [I]t
successfully gives people a little bit of power, pride even – that being
able to speak, to not be running against brick walls all the time: that
someone listens to you openly and freely.(Susan, key consumer)
27. Implications
• Positive comments on staff-service user interactions/relationships
– CP disrupts routine objectification which characterise drug treatment
• CP – created a conversation, a door way:
– Generated alternative forms of interaction and engagement, creating
new subject positions for both service-user and staff participants
– More “real” and “authentic” communication
– Seeing each other “as people too”, rather than simply an identity
category
• Design doesn’t lead to definitive statements, but logic holds
– Positive impact on therapeutic alliance
o Vital role of relations in effective operation of services
28. Concluding thoughts
• CP is complex intervention
– Organisationally
– Socially
• Staff/services may be under-prepared, not be aware of challenges that they
need to address in own system
• Service users/CRs can be put into situations that increase their risk and
vulnerabilities
• Impact on service can be driven through communication and relationships
• Training, planning and support is essential
Good luck!
29. Acknowledgements
Based on research done in partnership with AIVL and
NUAA
Australian Injecting and Illicit Drug Users League (AIVL). (2008).
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Australian Injecting & Illicit Drug Users League. (2011). Treatment
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Bryant, J., Saxton, M., Madden, A., Bath, N., & Robinson, S. (2008).
Consumers’ and providers’ perspectives about consumer participation in
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Bryant, J., Saxton, M., Madden, A., Bath, N., & Robinson, S. (2008).
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Editor's Notes
Service providers who expressed the view that the staff and management of the service for which they worked would be unwilling to support consumer involvement initiatives did so because they felt that
many consumers lacked the necessary skills to participate, that staff would be reluctant to have consumers involved, or they viewed certain consumer involvement activities as impractical, not valuable or inappropriate
(Table 3). In comparison, consumers who reported that they would be unwilling to participate in consumer participation activities did so because they felt that it was not their place to be involved in service planning,
they wanted to focus on their treatment, they viewed certain activities as not relevant to the type of service they used or they felt that they lacked skills and confidence (Table 4).