This is part five of my continuing series of articles about how to improve your dental practice. In this article, I discuss ways of developing a patient-centred practice.
This document discusses translating evidence into practice in the era of electronic medical records. It provides an overview of the translational pathway from biomedical research to improved population health. On average, it takes 16 years to translate a biomedical innovation from the bench to the bedside. Several factors influence the speed of adoption of new practices, including consciousness-raising, changing social norms, and making new behaviors easier through system changes. The document reviews sources of evidence for implementation, including local experts, journals, Cochrane reviews, professional societies, and clinical practice guidelines. Trustworthy guidelines are developed through a transparent process and are based on systematic reviews.
3. Focusing on early identification and intervention through universal services
This document discusses Edinburgh's efforts to improve services for children through a universal named person approach. It outlines the journey so far, including engaging staff, responding earlier to concerns, and promoting parental contribution. The approach aims to get it right for more children by building relationships through "Teams Around Clusters", strengthening universal services, and focusing on early identification and intervention. Key elements include creating awareness, building knowledge and skills, and gaining support across services through consistent leadership.
Bette Bass is an elderly woman who lives independently in her apartment but requires some assistance due to limited mobility and vision impairments. She receives weekly home visits from a nurse to manage her medications and health, and also gets help with grocery shopping and other services as needed. Homecare services allow patients to recover from illnesses or injuries at home rather than in the hospital, and aim to keep clients safe and independent for as long as possible. Medicare and insurance will cover homecare under certain conditions, such as if the patient requires skilled nursing and therapy with the goal of improving their condition.
The document discusses how regenerative medicine technologies have been assessed by health technology assessment organizations globally, noting that while decision makers see regenerative medicine as a true innovation, they are less certain about its potential to offset costs. It also outlines some key differences between cellular therapies and regenerative medicine compared to conventional biologics from a reimbursement perspective, such as the need to demonstrate value through longer-term data collection. Overall, regenerative medicine faces challenges in reimbursement due to its perceived promise but uncertain costs compared to alternatives.
Evidence for Designing Patient Rooms at Northwest Community HospitalCannonDesign
The document discusses evidence for designing patient rooms at Northwest Community Hospital. It outlines several guiding principles that were established to shape the size and configuration of the rooms, including standardization, adaptability, privacy, technology, and patient-centered care. These principles were tested in a Vision Center and aim to address factors like patient safety, satisfaction, stress reduction, and infection control. The design incorporates the latest research on these issues. A PEP Council of nursing directors reviewed decisions for compliance with the guiding principles.
The document discusses the patient-centered medical home (PCMH) model of care. It provides three key points:
1) The participant will understand the important trend of PCMH in healthcare and be able to discuss the rationale and supporting evidence for PCMH.
2) The participant will understand how PCMH impacts patients, providers, and payers.
3) The speaker discloses that they work for IBM and will not discuss pharmaceuticals, medical procedures, or devices. They have received expenses from pharmaceutical companies to discuss PCMH.
Фізика 8-9 класи. (за новим Державним стандартом базової і повної загальної с...Ирина Кононихина
Навчальні програми для 8-9 класів для загальноосвітніх навчальних закладів (класів) з поглибленим вивчення окремих предметів (за новим Державним стандартом базової і повної загальної середньої освіти)
This document discusses translating evidence into practice in the era of electronic medical records. It provides an overview of the translational pathway from biomedical research to improved population health. On average, it takes 16 years to translate a biomedical innovation from the bench to the bedside. Several factors influence the speed of adoption of new practices, including consciousness-raising, changing social norms, and making new behaviors easier through system changes. The document reviews sources of evidence for implementation, including local experts, journals, Cochrane reviews, professional societies, and clinical practice guidelines. Trustworthy guidelines are developed through a transparent process and are based on systematic reviews.
3. Focusing on early identification and intervention through universal services
This document discusses Edinburgh's efforts to improve services for children through a universal named person approach. It outlines the journey so far, including engaging staff, responding earlier to concerns, and promoting parental contribution. The approach aims to get it right for more children by building relationships through "Teams Around Clusters", strengthening universal services, and focusing on early identification and intervention. Key elements include creating awareness, building knowledge and skills, and gaining support across services through consistent leadership.
Bette Bass is an elderly woman who lives independently in her apartment but requires some assistance due to limited mobility and vision impairments. She receives weekly home visits from a nurse to manage her medications and health, and also gets help with grocery shopping and other services as needed. Homecare services allow patients to recover from illnesses or injuries at home rather than in the hospital, and aim to keep clients safe and independent for as long as possible. Medicare and insurance will cover homecare under certain conditions, such as if the patient requires skilled nursing and therapy with the goal of improving their condition.
The document discusses how regenerative medicine technologies have been assessed by health technology assessment organizations globally, noting that while decision makers see regenerative medicine as a true innovation, they are less certain about its potential to offset costs. It also outlines some key differences between cellular therapies and regenerative medicine compared to conventional biologics from a reimbursement perspective, such as the need to demonstrate value through longer-term data collection. Overall, regenerative medicine faces challenges in reimbursement due to its perceived promise but uncertain costs compared to alternatives.
Evidence for Designing Patient Rooms at Northwest Community HospitalCannonDesign
The document discusses evidence for designing patient rooms at Northwest Community Hospital. It outlines several guiding principles that were established to shape the size and configuration of the rooms, including standardization, adaptability, privacy, technology, and patient-centered care. These principles were tested in a Vision Center and aim to address factors like patient safety, satisfaction, stress reduction, and infection control. The design incorporates the latest research on these issues. A PEP Council of nursing directors reviewed decisions for compliance with the guiding principles.
The document discusses the patient-centered medical home (PCMH) model of care. It provides three key points:
1) The participant will understand the important trend of PCMH in healthcare and be able to discuss the rationale and supporting evidence for PCMH.
2) The participant will understand how PCMH impacts patients, providers, and payers.
3) The speaker discloses that they work for IBM and will not discuss pharmaceuticals, medical procedures, or devices. They have received expenses from pharmaceutical companies to discuss PCMH.
Фізика 8-9 класи. (за новим Державним стандартом базової і повної загальної с...Ирина Кононихина
Навчальні програми для 8-9 класів для загальноосвітніх навчальних закладів (класів) з поглибленим вивчення окремих предметів (за новим Державним стандартом базової і повної загальної середньої освіти)
Este documento fornece uma receita para gomas caseiras que inclui dissolver gelatina e saborizante em água fervente por 5 minutos e deixar solidificar no frigorífico antes de envolver em açúcar.
Comunicado.- Registra Edomex mil accidentes viales diariosprensa AMIS
El Estado de México registra un promedio de mil accidentes viales diarios, la tasa más alta a nivel nacional. Solo el 18% de los vehículos en el estado cuentan con seguro, en comparación con el 44% en la Ciudad de México. Los accidentes cuestan alrededor de 21,000 pesos en promedio y pueden causar daños a terceros de cientos de miles de pesos. Un seguro de responsabilidad civil cuesta entre 750 y 1,500 pesos al año y provee protección financiera para las víctimas.
La Asociación Mexicana de Instituciones de Seguros (AMIS) invita a los medios de comunicación a una conferencia de prensa el 5 de octubre a las 12:45 hrs. en sus oficinas en la Ciudad de México para presentar los resultados del mercado de seguros en México. El director general de AMIS, Lic. Recaredo Arias, presidirá el evento.
This curriculum vitae is for Klapadaki Zeta, a Greek national with experience in marketing, promotion, events, and social media. She has over 15 years of work experience in roles such as social media manager, media supervisor, and group media director. Her skills include social media strategic planning, search engine optimization, Google AdWords, and event organizing. She has a postgraduate certificate in business administration with a focus on marketing.
Part six of my series of articles about how to improve your practice. In this article I discuss how your marketing activity should be integrated with your team.
Legionella risk assessments (LRAs) are required by law for all dental practices to identify risks from Legionella bacteria in water systems. An LRA involves a qualified assessor thoroughly examining a practice's hot and cold water systems to test for potential Legionella growth. Areas like water tanks, pipes, dental unit waterlines and any places water is stored between 20-45°C are inspected. The assessor provides a comprehensive report afterwards detailing any risks found, control measures required, and a monitoring schedule to maintain compliance. While an initial LRA may be expensive, ongoing compliance is important for staff and patient safety and can help practices avoid legal and health issues.
In preparation for my series of articles in Dental Tribune in 2013 about developing the perfect dental practice, I suggest some research and reading to do over Christmas.
The document discusses improving the readability of patient information materials in dental practices. It provides background on readability indices and assessments. It recommends testing practice websites and printed materials using tools like the SMOG calculator and Plain English Campaign standards. Evaluating readability can help ensure patients clearly understand important health information.
In this article I give the background to Legionnaires\' disease and explain what is involved in a Legionella Risk Assessment (LRA). There are also images of some of the horrific things I\'ve discovered when doing LRAs.
It\'s vitally important that dental practices and team members are as visible and memorable as possible. In this article, I suggest ways of achieving it.
The PowerPoint slides from my presentation to the Dental Professionals Association seminar at The Dentistry Show (NEC, Birmingham) on 3 March 2012. I discussed how to improve the patient journey and gave examples of good practice.
Formal and informal training is valuable for front line staff to improve patient experiences. Staff should be coached on key aspects of the patient journey and their roles. Mystery calls can identify weaknesses to address, like greeting speed. Wider staff involvement in training helps front line staff feel integrated and improves understanding of patient questions. Ongoing training is as important for front staff as clinical training is for other staff.
The document discusses handling negative comments and complaints made through social media. It recommends that practices regularly monitor their social media to promptly respond to any complaints. Practices should also seek feedback from patients, referring dentists, laboratories, and other stakeholders to identify problems and drive improvement. Specifically gathering informal feedback from patients and conducting short surveys after appointments can provide valuable information to enhance patient experience.
Este documento fornece uma receita para gomas caseiras que inclui dissolver gelatina e saborizante em água fervente por 5 minutos e deixar solidificar no frigorífico antes de envolver em açúcar.
Comunicado.- Registra Edomex mil accidentes viales diariosprensa AMIS
El Estado de México registra un promedio de mil accidentes viales diarios, la tasa más alta a nivel nacional. Solo el 18% de los vehículos en el estado cuentan con seguro, en comparación con el 44% en la Ciudad de México. Los accidentes cuestan alrededor de 21,000 pesos en promedio y pueden causar daños a terceros de cientos de miles de pesos. Un seguro de responsabilidad civil cuesta entre 750 y 1,500 pesos al año y provee protección financiera para las víctimas.
La Asociación Mexicana de Instituciones de Seguros (AMIS) invita a los medios de comunicación a una conferencia de prensa el 5 de octubre a las 12:45 hrs. en sus oficinas en la Ciudad de México para presentar los resultados del mercado de seguros en México. El director general de AMIS, Lic. Recaredo Arias, presidirá el evento.
This curriculum vitae is for Klapadaki Zeta, a Greek national with experience in marketing, promotion, events, and social media. She has over 15 years of work experience in roles such as social media manager, media supervisor, and group media director. Her skills include social media strategic planning, search engine optimization, Google AdWords, and event organizing. She has a postgraduate certificate in business administration with a focus on marketing.
Part six of my series of articles about how to improve your practice. In this article I discuss how your marketing activity should be integrated with your team.
Legionella risk assessments (LRAs) are required by law for all dental practices to identify risks from Legionella bacteria in water systems. An LRA involves a qualified assessor thoroughly examining a practice's hot and cold water systems to test for potential Legionella growth. Areas like water tanks, pipes, dental unit waterlines and any places water is stored between 20-45°C are inspected. The assessor provides a comprehensive report afterwards detailing any risks found, control measures required, and a monitoring schedule to maintain compliance. While an initial LRA may be expensive, ongoing compliance is important for staff and patient safety and can help practices avoid legal and health issues.
In preparation for my series of articles in Dental Tribune in 2013 about developing the perfect dental practice, I suggest some research and reading to do over Christmas.
The document discusses improving the readability of patient information materials in dental practices. It provides background on readability indices and assessments. It recommends testing practice websites and printed materials using tools like the SMOG calculator and Plain English Campaign standards. Evaluating readability can help ensure patients clearly understand important health information.
In this article I give the background to Legionnaires\' disease and explain what is involved in a Legionella Risk Assessment (LRA). There are also images of some of the horrific things I\'ve discovered when doing LRAs.
It\'s vitally important that dental practices and team members are as visible and memorable as possible. In this article, I suggest ways of achieving it.
The PowerPoint slides from my presentation to the Dental Professionals Association seminar at The Dentistry Show (NEC, Birmingham) on 3 March 2012. I discussed how to improve the patient journey and gave examples of good practice.
Formal and informal training is valuable for front line staff to improve patient experiences. Staff should be coached on key aspects of the patient journey and their roles. Mystery calls can identify weaknesses to address, like greeting speed. Wider staff involvement in training helps front line staff feel integrated and improves understanding of patient questions. Ongoing training is as important for front staff as clinical training is for other staff.
The document discusses handling negative comments and complaints made through social media. It recommends that practices regularly monitor their social media to promptly respond to any complaints. Practices should also seek feedback from patients, referring dentists, laboratories, and other stakeholders to identify problems and drive improvement. Specifically gathering informal feedback from patients and conducting short surveys after appointments can provide valuable information to enhance patient experience.
In my latest article for Dentistry Scotland magazine, I explain why patient consultation groups (PCGs) are an excellent way of getting feedback from patients and explain how to set up and organise them.
The document discusses the role of a patient coordinator in a dental practice. A patient coordinator can enhance patient communication and experience. They help exceed patient expectations by communicating treatment plans clearly, discussing financial options, and following up with patients after their initial consultation. Key responsibilities of a patient coordinator include communicating effectively with patients, delivering excellent customer service, discussing treatment and financial options, and helping patients decide on and commit to a treatment plan. Hiring a patient coordinator or training an existing staff member can improve practice communication, increase treatment uptake, and boost business outcomes.
1. 18 Practice Management United Kingdom Edition February 27-March 4, 2012
Why improving your practice is a
mystery - part five
Jacqui Goss explains how to develop a patient-centred practice
S
o far in this series I’ve a good impression and, in the Here, I’m continuing with the patient-centred practice. have been around for a while.
written about how poten- last article, some ways of find- last theme by discussing patient Indeed, from April 2010 all PCTs
tial new patient enquir- ing out what patients really consultation groups (PCGs) and In the health service and and SHAs were legally required
ies should be handled, creating think of you and your practice. why they can help you achieve a general medical practices, PCGs to explain how they have acted
upon feedback from patients
and the public – the buzz phrase
being “Real Accountability.”
CQC Outcome 1 (respect-
ing and involving people who
use services…) means it is
now a regulatory requirement
for dental practices to gather
Seeing
feedback from patients (but not
the public).
PCGs are a mechanism for
collecting face-to-face verbal
is believing!
feedback from patients in a cost-
effective, minimally demanding
(for the patients) way which, if
done properly, should generate
accurate and honest feedback.
Don’t think of PCGs as merely
ticking another CQC box – they
can prove vital in helping you
develop your practice.
Okay, so what is a PCG? Es-
sentially, it’s a number of your
patients meeting to discuss you,
Unique three tone your team and your practice.
They are encouraged to con-
plaque disclosing gel sider different aspects of your
service and make positive or
negative comments.
that identifies new,
Clearly, you will need to
mature and acid initiate such a meeting and en-
courage them to continue. Here
are some things to consider.
producing biofilms.
• How many patients should
be in a PCG? I suggest ten at-
tendees (see below) as a man-
ageable number for a meeting
Tri Plaque ID Gel • How do you arrange the first
meeting? Decide on a date, a
time and a location and invite
from GC. patients with a personal letter,
by telephone or when they visit
your practice. Outline the rea-
son for arranging the meeting
an explain that you value their
involvement and feedback
• Who should you invite? You
want a cross-section of patients
IDENTIFY PREVENT
– different ages, gender, ethnic-
ity and social class. You want
Part of GC‘s long-term patients and new
Minimum Intervention program. patients, patients who’ve had
RESTORE RECALL lots of treatment and patients
who’ve had little. They should
GC EUROPE N.V. be patients seen by each mem-
Head Office ber of your clinical team. Some
Tel. +32.16.74.10.00 will be working, some will not.
info@gceurope.com Some will have families, some
http://www.gceurope.com
won’t. Of course, to achieve
GC UNITED KINGDOM Ltd. such a broad cross-section
Tel. +44.1908.218.999 you’d need to invite hundreds of
info@uk.gceurope.com patients. In practice try for the
http://uk.gceurope.com best cross-section you can by
inviting 12 to 15 people – some
dtuk0512_12-21.indd 18 21/02/2012 17:28:13
2. United Kingdom Edition February 27-March 4, 2012 Practice Management 19
will fail to turn up on the night within the PCG needs to be both very open questions of the group that some people in PCGs declare
and you’ll probably have about the • Should they be paid? Advertis- directed and free ranging – an such as: “How could we improve themselves very happy with a
right number of actual attendees ing any form of payment or gift obvious contradiction. The fa- your visits to this practice?” In dental practice. Patient feedback
could be construed as an induce- cilitator needs an idea of the sort my experience the answers are is not always negative and is cer-
• Which days and times are best? ment to attend and might well land of things you want feedback on. often quite small things that are tainly not to be feared. The old
Avoid Fridays and weekends and you in trouble with the GDC. How- Maybe it’s your new appoint- easy overlooked. In one practice retail adage of ‘the customer is al-
dates when there’s a vital football ever, it would be polite to give par- ment booking system, the prac- the first afternoon appointments ways right’ (thought to have been
match or the final of Strictly Come ticipants some form of ‘thank you’ tice website or the range of ser- are at 2pm but the door is kept coined by Harry Gordon Selfridge
Dancing on television. Early even- at the end of the meeting.How vices you offer. You may also wish closed from 1pm to 2pm for lunch in the early 1900s) applies equally
ing, say 7.00 or 7.30pm, is prob- about negotiating some vouchers the facilitator to preview things – so patients arriving early (as to dental practices. Initiate regu-
ably as good a time as any. State a from a suitable local shop? you are considering introducing most do) have to wait outside in the lar PCG meetings (perhaps with
finish time (and stick to it) – about – a practice plan, finance terms, cold and rain. Opening the door at the membership changing a little
one and a half hours is the maxi- As preparation for the first later opening hours and so on. 1.55pm solved this problem. each time), act on the feedback
mum time the meeting should last meeting, you’ll need to liaise and you’ll soon fulfil the ideal of a
with your facilitator. Discussion The facilitator can usefully ask You’ll also be pleased to learn patient-centred practice. DT
• Where should you hold it? In
your practice is both the best and
cheapest option. It’s good for pa-
tients to visit your practice for oth-
er than treatment as it helps lower
any barriers to communication. Ex-Demo CB500-HD
Second choice would be to hire a with 1 year Warranty
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Use a facilitator – somebody good
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• Should staff attend? This is a
tricky one. On the one hand you
want there to be dialogue and in-
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that issues raised by patients can
be addressed. On the other hand,
you don’t want patients to feel
uneasy at the presence of people
they may be indirectly (or even 2nd Hand i-CAT Next Gen
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• Medium Field of View Scans - reduce the scan height
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fering light refreshments such as
tea, coffee, soft drinks and biscuits • Adjustable scan heights - Custom scan heights of
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About the author
+VAT
A proven manager
of change and
60 Payments of
driver of dramatic £1800 (inc VAT)
business growth,
Jacqui Goss is the per month
managing partner
of Yes!RESULTS.
By using
Yes!RESULTS den-
tal practices see
an increase in treatment plan take-
up, improved patient satisfaction and
more appointments resulting from
general enquiries. Yes!RESULTS turns
good practices into great practices.
Jacqui Goss Partner, Yes!RESULTS www.ctscan.co.uk
Tel: 08456 448066 IDT Dental Products Ltd, Unit GC Westpoint, 36-37 Warple Way, London W3 0RG. Tel. +44 (0)20 8600 3540
Mob: 07795 562617
Email: jacqui@yesresults.co.uk i-CAT is a Trade Mark of Imaging Sciences International LLC
Website: www.yesresults.co.uk
Only one of each available so call now!
Twitter: @Yesresults
www.facebook.com/Yesresults
http://uk.linkedin.com/in/jacquigoss
10203_DT Advert.indd 1 07/01/2012 13:48
dtuk0512_12-21.indd 19 21/02/2012 17:28:20