Cost Cube Triple Aim[1]
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This document summarizes the costs of NHS Tayside in 2006/07. The largest costs were Hospital & Community at £469.31m (73.9%) and Prescribing at £76.21m (12.0%). It also breaks down assigned costs to different medical areas like Elective Inpatients, A&E, Prescribing, etc. Charts show the cost per head by GP practice and Community Health Partnership. The document then discusses the "Triple Aim" of improving population health, experience of care, and per capita costs and ways to accomplish this through things like population health management, cost control, and redesigning primary care services.
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Diabetes Management Policy ProposalMiatta TeasleyCapella U.docx
Diabetes Management Policy Proposal
Miatta Teasley
Capella University
NHS-FPX6004 Health Care Law and Policy
Professor Georgena Wiley
May 19, 2022
Click to edit Master title style
Click to edit Master title style
Hello and welcome to today's presentation on drug error regulatory policy proposals. This presentation is intended to provide you, your stakeholders, with all pertinent information regarding the need for an institutional policy to reduce medication errors in medical centers. We will also go over the scope of the recommendations, strategies for addressing medication errors, and stakeholder involvement in putting these strategies into action.
Policy Proposal
Diabetes Management
2
Click to edit Master title style
Click to edit Master title style
This proposal revolves around creating and implementing strategies that will help Med’s caregivers be able to improve on patient care regarding diabetes.
Presentation Outline
Policy on Managing Medication Errors
Need for a Policy
Scope of Policy
Strategies to Resolve Mediation Errors
Role of the Hospital Staff
Positive impact on Working Conditions
Issues in the Application of Strategies
Alterative Perspectives on Mitigating Medication Errors
Stakeholder Participation
3
Click to edit Master title style
Click to edit Master title style
The presentation highlights key functions in any policy implementation process. The steps this presentation takes appear in the order as indicated here. We will start y looking at
Policy on Managing Medication Errors then
Need for a Policy followed by
Strategies to Resolve Mediation Errors. Then the
Role of the Hospital Staff and the
Positive impact on Working Conditions. Also, we will look at
Issues in the Application of Strategies and the
Alterative Perspectives on Mitigating Medication Errors and finally,
Stakeholder Participation
Policy on Managing Medication Errors
4
Health practitioners should create and advance engaging policies
Many Healthcare departments require modernization
Healthcare policies should be adjusted to meet defined benchmarks
Key stakeholders are vital for successful implementation of proposed policies
Click to edit Master title style
Click to edit Master title style
When advocating for organizational regulation changes about federal, state, or local health care guidelines or rules and regulations, healthcare practitioners should be able to create and advance an engaging and logical policy and guideline parameters that will provide a segment, a group, or an entire institution to correct and shed light on issues of accomplishment and execute developments in the quality and safety of medical management.
Despite being recognized as one of the greatest health insurance carriers for people over 65, several departments need to be modernized. The most pr.
#HCAQofQ Berge Balian
Dr Berge Balian, Programme Board Chair, Symphony, on 'The Symphony programme; A new vision for South Somerset'
Question of Quality Conference 2016 - Patient Experience - Innovation in pati...
The South Somerset Symphony Programme is one of nine Primary and Acute Care systems (PACs) Vanguards born out of Simon Stevens’ Five Year Forward View. To address the problems of an ageing population and an increased burden of long-term conditions, it is essential to have a coordinated response across sectors, putting the patient at the centre of care. The session will look at a joint venture that will hold a single budget for the population and how this enables them to target resources to parts of the system where they can make the most difference to patients.
013 Am09 Presentations Harris
The document discusses the patient-centered medical home (PCMH) model and its potential benefits. It summarizes that the PCMH aims to provide patient-centered, coordinated care through a personal physician leading a team. Data from other countries shows primary care-focused systems have better outcomes and lower costs. The PCMH may benefit primary care physicians through payment reform recognizing care coordination work. It may benefit patients through improved access and chronic disease management support. Subspecialists may also benefit from opportunities to lead medical homes and fewer administrative hassles.
· Psychiatric Mental Health Nursing. Scope and Standards of Practi.docx
· Psychiatric Mental Health Nursing. Scope and Standards of Practice.
Review the Scope and Standards of Practice from APNA (American Psychiatric Nurses Association). If you are an APNA member you can access the book free of charge. The link in this section will link you to the book but you will have to log in. It is a good idea to join APNA. You can also buy a print copy if you desire; it is inexpensive. The book is not a required reading. I have provided the standards here.
The standards are taken directly from APNA Scope and Standards of Practice 2ndedition (2014).
Assignment for this module:
Take each Standard and give several examples of how you will follow these standards in your practice. Please, only list just a few bullet points to address each standard. Ex: Standard 1: Assessment—what screening tools will you use? Will you meet with the pt and family together or separate or both? How much time will you allow for a new patient eval?
As a NP will need to know your scope of practice. You cannot rely on someone else to know your scope.
Standard 1: Assessment
· Collect and synthesize comprehensive health data that are pertinent to the healthcare consumer’s health and/or situation.
Standard 2: Diagnosis
· Develop standard psychiatric and substance use diagnoses
Standard 3: Outcomes Identification
· Identify expected outcomes and the healthcare consumer’s goals for a plan individualized to the healthcare consumer or to the situation.
Standard 4: Planning
· Develop a plan that prescribes strategies and alternatives to assist the healthcare consumer in attainment of expected outcomes.
Standard 5: Implementation
· Implement the identified plan
· Coordinate care delivery
· Employ strategies to promote health and a safe environment
· Provide consultation to influence the identified plan, enhance the abilities of other clinicians to provide services for the healthcare consumers, and effect change.
· Use prescriptive authority, procedures, referrals, treatments and therapies in accordance with state and federal laws and regulations.
· Incorporate knowledge of pharmacological, biological, and complementary interventions with applied clinical skills to restore the healthcare consumer’s health and prevent further disability
· Provide structures and maintains a safe, therapeutic, recovery-oriented environment in collaboration with healthcare consumers, families and other healthcare clinicians.
· Use the therapeutic relationship and counseling interventions to assist healthcare consumers in their individual recovery journeys by improving and regaining their previous coping abilities, fostering mental health, and preventing mental disorder and disability
· Conducts individual, couples, group, and family psychotherapy using evidence based psychotherapeutic frameworks and the nurse-client therapeutic relationship
Standard 6: Evaluation
· Evaluate progress toward attainment of expected outcomes
Standard 7: Ethics
· Integrate ethical provisions in all .
Darzifindings
The document summarizes the key topics and common themes from the Darzi Review in the United Kingdom. It discusses focusing on prevention rather than treatment, delivering care outside hospitals whenever possible, and providing integrated and coordinated patient-centered care. It also outlines next steps like commissioning comprehensive prevention services, supporting individuals to stay healthy at work, and developing new quality frameworks and best practice tariffs.
Darzifindings
The document summarizes the key topics and common themes from the Darzi Review in the United Kingdom. It discusses focusing on prevention rather than treatment, delivering care outside hospitals whenever possible, and providing integrated and coordinated patient-centered care. It also outlines next steps like commissioning comprehensive prevention services, supporting individuals to stay healthy at work, and developing new quality frameworks and best practice tariffs.
Johns Powerpoint
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.
Dr umesh kadam webinar
Comorbidity and the cost implications for long term conditions webinar hosted by Dr Umesh Kadam, Senior Lecturer, Clinical Epidemiologist & GP.
Learning outcomes:
• Understand the importance of transition for people with multi morbidity
• Know how to use local data for targeted improvement interventions for people with multiple long term conditions
• Consider how to use pairing of complex diseases to drive pathway development and potential contracting arrangements.
More at http://www.nhsiq.nhs.uk/improvement-programmes/long-term-conditions-and-integrated-care.aspx
Self management-support-roi
This webinar discussed the business case for self-management support. It outlined evidence that self-management programs can deliver savings to the NHS through reduced GP, nurse, outpatient, A&E and medication usage. A ROI model was presented that calculates potential savings for commissioners based on their population. Case studies showed programs achieving a £2.24 return for every £1 spent. Challenges like an aging population and rising long-term conditions were discussed. The webinar argued for an experienced provider and defined outcomes to make an evidence-based case for self-management.
South Somerset Symphony Programme: Challenges and approaches - Jeremy Martin
For the Nuffield Trust Health Policy Summit 2016, Jeremy Martin describes the South Somerset Symphony Programme.
Transition to a new care model
Dudley Multispecialty Community Provider
Paul Maubach, NHS Dudley CCG
Day One, Pop-up University 8, 13.00
Health & Wellbeing
The document discusses bringing together different health and social care systems to provide a more unified approach to public health. It notes challenges like different terminology between systems and shrinking budgets. It proposes taking an "asset based" approach that recognizes community resources and maps services along a spectrum from universal to specialist prevention. The methodology section suggests tools like jointly analyzing spending and identifying opportunities to better coordinate programs and identify efficiencies. CPC's experience provides examples of conducting audits to understand current prevention spending and services in order to inform strategic planning and service redesign.
Innovative Use of Data Mining/Warehousing for Employee Activation
This document discusses Providence's use of data mining and analytics to address rising healthcare costs and promote employee wellness. It found that 20% of spending was due to preventable illness and 40% to modifiable risks. Providence analyzed claims data using Thomson Reuters NetEffect to identify opportunities to reduce costs through primary prevention, early detection, lifestyle changes, and disease management. The data showed high rates of obesity, chronic conditions, and lifestyle-related illnesses. Providence is working to stabilize trends through a population health management approach including a consumer-driven health plan, health assessments, and wellness programs.
IBM Patient-Centered Medical Home Pre Launch Briefing
The document discusses the patient-centered medical home (PCMH) model for healthcare delivery. It defines key principles of the PCMH model, including having a personal primary care physician, care coordination by an interdisciplinary team, and a focus on comprehensive, high-quality care. The document argues that the PCMH model should be adopted now because the current healthcare system is broken and unsustainable due to rising costs and quality issues. It also outlines how various stakeholders could benefit from the PCMH model through things like improved health outcomes, reduced costs, and enhanced care coordination.
mHealth Israel_Guy Eiferman_Healthcare Services_Merck & Co.
"Healthcare Services at Merck & Co". Presentation by Guy Eiferman, President of Healthcare Services and Solutions, Merck & Co., made at the mHealth Israel Investors Summit, June 29, 2015, in Jerusalem
Impact of Antidepressant Medication Adherence on Health Services Utilization ...
Impact of Antidepressant Medication Adherence on Health Services Utilization ...M. Christopher Roebuck
The document summarizes a study on the impact of antidepressant medication adherence on health services utilization and costs. The study found that patients who adhered to their antidepressant medication had fewer inpatient hospital days but more emergency department and outpatient physician visits. Adherent patients also had lower total healthcare costs of $646 compared to non-adherent patients. The results suggest that programs to increase antidepressant medication use and adherence may reduce total healthcare costs for payers and employers.Shu ti (sintesi)
The document summarizes the experience of Taiwan in implementing the Health Promoting Hospitals (HPH) model. It describes how Taiwan grew its HPH network from 1 hospital in 2005 to become the 2nd largest network globally by 2012 with 72 member hospitals. Hospitals implemented programs focused on cancer control, aging initiatives, environmental sustainability, obesity control, and staff health through applying the WHO HPH standards. Evaluations found improved scores across standards from initial to repeat assessments, demonstrating the benefits of the HPH approach.
Similar to Cost Cube Triple Aim[1] (20)
Current State of Pain Management Services in Primary Care in the UK
Current State of Pain Management Services in Primary Care in the UK
Medibank Managing Director speaks at Amercian Chamber of Commerce
Medibank Managing Director speaks at Amercian Chamber of Commerce
Diabetes Management Policy ProposalMiatta TeasleyCapella U.docx
Diabetes Management Policy ProposalMiatta TeasleyCapella U.docx
Question of Quality Conference 2016 - Patient Experience - Innovation in pati...
Question of Quality Conference 2016 - Patient Experience - Innovation in pati...
· Psychiatric Mental Health Nursing. Scope and Standards of Practi.docx
· Psychiatric Mental Health Nursing. Scope and Standards of Practi.docx
South Somerset Symphony Programme: Challenges and approaches - Jeremy Martin
South Somerset Symphony Programme: Challenges and approaches - Jeremy Martin
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Innovative Use of Data Mining/Warehousing for Employee Activation
IBM Patient-Centered Medical Home Pre Launch Briefing
IBM Patient-Centered Medical Home Pre Launch Briefing
mHealth Israel_Guy Eiferman_Healthcare Services_Merck & Co.
mHealth Israel_Guy Eiferman_Healthcare Services_Merck & Co.
Impact of Antidepressant Medication Adherence on Health Services Utilization ...
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The document introduces lean methodology and rapid improvement events, which were developed by Toyota to eliminate waste and improve flow. A rapid improvement event involves assembling a team to map current processes, identify issues causing waste and blockages, and then design and implement new improved processes over the course of a week. The goal is to make sustainable organizational improvements by engaging staff and taking a lean approach to identify and remove non-value added activities.
Brians Presn
The document introduces lean methodology and rapid improvement events, which are used to identify waste and inefficiencies in processes. Rapid improvement events involve assembling a team to map current processes, identify issues, and design and implement new processes over the course of a week to improve efficiency, quality, and service levels. The goals are to eliminate waste, reduce costs and stress, improve flow and make value visible to patients.
Big picture thinking
The document discusses the challenges facing the UK National Health Service (NHS) and the proposed reforms to address these challenges. It notes that healthcare systems around the world are struggling to balance costs and access to services. The NHS reforms aim to shift more services to community settings, better manage long-term conditions, and reduce wait times from 18 weeks for treatment. Health managers will need skills in change management, leadership, efficiency, and performance management to successfully implement the reforms.
FISH!
This document discusses a philosophy called FISH! that aims to boost morale and improve performance through connected teams and better communication. FISH! focuses on choosing a positive attitude, playing and having fun at work, being present with colleagues, and making each coworker's day to create extraordinary customer service and higher retention.
Social Entrepreneyrship
The document discusses characteristics of successful entrepreneurs such as being energized, analytical, opportunity-focused planners who build motivated teams to achieve their visions. It also lists common skeptical responses to new ideas and recommends maintaining freshness, realness, momentum, courage and other qualities to overcome doubts.
Emotional Intelligence
The document discusses emotional intelligence and its importance in the workplace. It defines emotional intelligence as involving self-awareness, self-regulation, motivation, empathy, and social skills. Research shows that emotional competence is twice as important as cognitive abilities for star performers, and accounts for virtually all the advantage in leadership positions. The document then outlines five dimensions and various competencies of emotional intelligence.
Management Development Network Event 28[1].11.08
1. The document outlines the strategic plan of NHS Grampian, which aims to improve health in northeast Scotland by providing high quality healthcare services.
2. NHS Grampian's strategic themes include improving public health, delivering safe and timely care, involving patients and partners, developing its workforce, and improving efficiency.
3. Key priorities and programs are outlined to achieve the strategic objectives within each theme, such as long term conditions management and intermediate care programs.
Resolving Conflict
The document discusses workplace conflict and strategies for resolving conflict. It defines conflict as a condition between interdependent workers who feel angry and blame others. Both positive and negative potential effects of conflict are described. The document then discusses different conflict styles (avoiding, accommodating, compromising, competing, collaborating) and when each may be appropriate. It provides steps for effective conflict resolution and questions to help analyze conflicts. Finally, it discusses aggressive, assertive and non-assertive behaviors and everyone's personal bill of rights.
Decision Making Styles
This document discusses different decision-making styles - Followers, Charismatics, Sceptics, Thinkers, and Controllers. For each style, it describes their personality traits and decision-making approach. It then provides tips on how to best influence each style, focusing on demonstrating evidence, building credibility and relationships, appealing to data and authority, and structuring arguments logically. The overall goal is to understand different perspectives on decision-making and tailor an approach accordingly.
Team Building
This document discusses the key aspects of effective team building. It defines a team as a collection of individuals working together towards a common goal. The benefits of teamwork include sharing knowledge and skills, division of labor, and improved communication. Challenges can include clashes of personality, power struggles, and poor communication. Teams typically go through forming, storming, norming, performing, and mourning stages as they develop. Maintaining good communication, focusing on shared goals, and ensuring equality among members can help teams be successful. Individual roles and strengths, as well as ongoing training, are important for optimizing team dynamics and performance.
Influencing Mdn
The document provides guidance on strategies for influencing decisions, listing 7 key influencing strategies from reason to sanctions. It also discusses 5 main decision-making styles and presents an influencing model of first proposing and then considering other views with examples. The document concludes by asking for questions about influencing a decision on the location of a new minor injuries service where the project manager believes two of the three options being considered are better or poorer choices based on patient surveys.
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Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
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Cost Cube Triple Aim[1]
- 1. Cost Cube Gerry Marr Chief Operating Officer, NHS Tayside
- 2. NHS Tayside Cost Profile 2006/07
- 3. NHS TAYSIDE COSTS 2006/07 Hospital & Community £469.31m (73.9%) Prescribing £76.21m (12.0%) Other Family Health £31.12m (4.9%) Other Non-Clinical £9.92m (1.6%) General Medical Services £43.73m (6.9%) Administration £4.93m (0.8%)
- 4. Inpats & Day Cases £191,713 (30.2%) A&E £5,595 (0.9%) Prescribing £76,055 (12.0%) Psychiatric £27,293 (4.3%) Outpatients £35,175 (5.5%) Labs £4,263 (0.7%) Radiology £3,464 (0.5%) Unassigned £248,012 (39.0%) NHS TAYSIDE ASSIGNED COSTS 2006/07 General Medical Services £43,633 (6.9%)
- 5. Elective Inpatients £93,044 24.0% A&E £5,595 1.4% Prescribing £76,055 19.6% Psychiatric £27,293 7.0% Outpatients (New) £35,175 9.1% Labs £4,263 1.1% Radiology £3,464 0.9% NHS TAYSIDE COSTS ASSIGNED TO GP PRACTICE 2006/07 Day Cases £17,099 4.4% Non-Elective Inpatients £81,570 21.1% General Medical Services £43,633 11.3%
- 6. COST CUBE Cost per Head by GP Practice 2006/07 (incl. GMS)
- 7. COST CUBE Cost per Head by CHP (incl. GMS)
- 8. COST CUBE Range of Variation from mean Cost per Head between GP Practices
- 9. COST CUBE Range of Variation from mean Cost per Head between GP Practices Elective Inpatients Non Elective Inpatients Day Cases Prescribing Outpatients (New) Psychiatry SMR04 A&E Laboratories Radiology GMS
- 11. +2 σ -2 σ
- 12. +2 σ -2 σ
- 13. +2 σ -2 σ
- 14. The ‘Triple Aim’ Gerry Marr Chief Operating Officer NHS Tayside
- 15. The “Triple Aim” Health of the Population Experience of Care Per Capita Cost